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Reinventing Pharmaceutical Sales Forces
Published on April 2009

                                                                                                          Report Summary


Frustrated customer groups and leaner economic times have forceda new pharmaceutical sales model to emerge. The arms race of
theprevious decade is dead. Faced with the challenge of increasingreach despite sales force cuts, companies are turning toward
buildingstronger, more personal rep-physician relationships that add value.Today smaller and better-managed sales forces now fill the
field. Witheverything changing, are you sure your company is up to speed andable to compete'


Reinventing Pharmaceutical Sales Forces (PH127) shows how repscan stand out from the crowd. It details the latest trends, tools,
andpractices innovative companies are using to ensure that their repsare spending their time influencing physicians, not languishing
in thewaiting room.


Learn how and when to maximize the effectiveness of sales toolsand systems — such as eDetailing, closed-loop marketing
andcustomer relationship management — to better respond to physicianpreferences. Examine the field tactics of this
“new look” sales forcewhat has worked and hasn’t. Increase sales rep accountability -- andbolster efficiency.
Compare your company’s sales force investments,compensation levels, and resource allocations against
leadingcompanies...and more.


The information presented is current and examines the changes overthe last 12 to 24 months to give the most up-to-date and
accuratepicture of the evolving sales landscape. Use the report’s strategies andtactics for immediate results!




                                                                                                           Table of Content

Executive Summary Methodology and Definitions Profiled Companies Reinventing Pharmaceutical Sales Forces: Five Principles for
Success Incorporating eDetailing and Closed-Loop Marketing eDetailing Customer Relationship Management and Closed Loop
Marketing Systems New Age Field Force Tactics Maximizing Sales Rep Success Structures, Budgets and Sales Staff
Compensation Sales Force Contraction Data Sales Force Investments Sales Staff Compensation CHARTS AND GRAPHICS
Executive SummaryFigure E.1: Impact of New Field Force Tactics on Average Time Reps Get with Physicians (in minutes)Figure E.2:
Average Annual Cost per Primary Care Sales Rep Figure E.3: Average Annual Cost per Specialty/Hospital Sales RepIncorporating
eDetailing and Closed-Loop Marketing eDetailingFigure 1.1: eDetailing Program Investment Figure 1.2: Percentage of eDetailing
Investment Outsourced Figure 1.3: eDetailing Dollars Spent on Outsourced Activities Figure 1.4: Percentage of Companies
Measuring ROI on eDetailing Figure 1.5: Percentage of Total eDetails Delivered by Type Figure 1.6: Percentage of the eDetailing
Budget Dedicated to Each Type of eDetail PerformedFigure 1.7: Total Dollars Spent by Type of eDetail Figure 1.8: Rating the
Effectiveness of eDetailing Types Figure 1.9: eDetailing Delivery Methodology Figure 1.10: Percentage of Time that Reps who eDetail
Spend eDetailing Figure 1.11: Number of eDetails Performed by Reps Monthly Figure 1.12: Ideal Lifecycle Stage for eDetailing
Campaigns Figure 1.13: Level of Prescribers Targeted by eDetailing Figure 1.14: Dedicated eDetailing Teams Figure 1.15: Dedicated
eDetailing Team Annual Budgets Figure 1.16: Dedicated eDetailing Teams’ Sizes Figure 1.17: Average Number of eDetails
Performed by Dedicated eDetailing Team Members MonthlyFigure 1.18: Investment per Dedicated eDetailing Team Member Figure



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1.19: eDetailing Types Performed by Dedicated eDetailing Teams Figure 1.20: Percentage of Dedicated eDetailing Teams’
Budgets Spent by eDetailing TypeFigure 1.21: eDetailing Delivery Methodology for Dedicated eDetailing Teams Figure 1.22:
Percentage of Companies Using a CRM System Figure 1.23: Percentage of Companies Using a Closed-Loop Marketing System
Figure 1.24: Percentage of Companies Investigating the Installation of Closed-Loop Marketing SystemsFigure 1.25: Investment in
Closed-Loop Marketing Systems Figure 1.26: Outsourcing of Closed-Loop Marketing Systems New Age Field Force TacticsFigure
2.1: Overall Changes to District Manager to Rep Ratios Over the Last 12 to 24 MonthsFigure 2.2: Impact of Sales Force Contraction
on Rep to District Manager Ratios Figure 2.3: Impact of Sales Force Expansion on Rep to District Manager Ratios Figure 2.4:
Average Number of Reps Targeting Each Level of Physician (Primary Care Sales)Figure 2.5: Average Number of Reps Targeting
Each Level of Physician (Specialty/Hospital Sales)Figure 2.6: Mirroring for Top Targets (Primary Care Sales) Figure 2.7: Reduction in
Mirroring for Top Targets (Primary Care Sales) Figure 2.8: Mirroring for Top Targets (Specialty/Hospital Sales) Figure 2.9: Mirroring
for Mid-Level Targets (Primary Care Sales) Figure 2.10: Mirroring for Low-Level Targets (Primary Care Sales) Figure 2.11: Mirroring
for Mid-Level Targets (Specialty/Hospital Sales) Figure 2.12: Mirroring for Low-Level Targets (Specialty/Hospital Sales) Figure 2.13:
Shifts in the Average Number of Target Visits Attempted Daily by Sales Reps over the Last 12 to 24 MonthsFigure 2.14: Impact of
Contraction on the Average Number of Target Visits Attempted Daily by Sales RepsFigure 2.15: Average Number of Daily Target
Visits Attempted by Primary Care Sales RepsFigure 2.16: Average Number of Daily Target Visits Attempted by Specialty/Hospital
Sales RepsFigure 2.17: Shift in the Number of Drugs Carried by Primary Care Sales Reps Figure 2.18: Shift in the Number of Drugs
Carried by Specialty/Hospital Sales Reps Figure 2.19: Impact of Sales Force Contraction on the Number of Drugs Carried by Primary
Care Sales RepsFigure 2.20: Impact of Sales Force Contraction on the Number of Drugs Carried by Specialty/Hospital Sales
RepsFigure 2.21: Primary Care Sales Reps’ Time Resource Allocation Figure 2.22: Primary Care Sales Reps’ Time
Resource Allocation (2007) Figure 2.23: Specialty/Hospital Sales Reps’ Time Resource Allocation Figure 2.24:
Specialty/Hospital Sales Reps’ Time Resource Allocation (2007) Figure 2.25: Impact of the January 2009 Changes to the
PhRMA Code Figure 2.26: Impact of Emerging Expense Reporting Requirements Figure 2.27: Success Rate of Primary Care Sales
Reps: Percentage of the Time Reps Get to Detail Physicians Face-to-FaceMaximizing Sales Rep SuccessFigure 2.28: Success Rate
of Specialty/Hospital Sales Reps: Percentage of the Time Reps Get to Detail Physicians Face-to-FaceFigure 2.29: Success Rate of
Primary Care Sales Reps: Percentage of the Time Reps Get to Detail Physicians Face-to-Face (2007)Figure 2.30: Success Rate of
Specialty/Hospital Sales Reps: Percentage of the Time Reps Get to Detail Physicians Face-to-Face (2007)Figure 2.31: Success Rate
of Primary Care Reps: Average Number of Minutes Reps Get with TargetsFigure 2.32: Success Rate of Specialty/Hospital Sales
Reps: Average Number of Minutes Reps Get with TargetsFigure 2.33: Success Rate of Primary Care Reps: Average Number of
Minutes Reps Get with Targets (2007)Figure 2.34: Success Rate of Specialty/Hospital Sales Reps: Average Number of Minutes Reps
Get with Targets (2007)Figure 2.35: Using Total Office Calls to Find Key Influencers Structures, Budgets and Sales Staff
CompensationFigure 3.1: Sales Force Expansion/Contraction Over the Last 12 to 24 Months Sales Force Contraction DataFigure 3.2:
Percentage by Which Expanding Sales Forces Grew Over the Last 12 to 24 MonthsFigure 3.3: Percentage by Which Contracting
Sales Forces Shrank Over the Last 12 to 24 MonthsFigure 3.4: Sales Force Expansion/Contraction Planned Over the Next 12 to 24
Months Figure 3.5: Sales Force Realignments Figure 3.6: Total Annual Sales Force Investment Sales Force InvestmentsFigure 3.7:
Total Annual Sales Force Investment per Rep Figure 3.8: Average Annual Cost per Primary Care Sales Rep Figure 3.9: Average
Annual Cost per Specialty/Hospital Sales Rep Figure 3.10: Average Primary Care Sales Force Resource Allocation Figure 3.11:
Average Specialty/Hospital Sales Force Resource Allocation Figure 3.12: Cost per Detail (Primary Care Sales) Figure 3.13: Cost per
Detail (Specialty/Hospital Sales) Sales Staff CompensationFigure 3.14: Newly Hired Primary Care Sales Rep Compensation Figure
3.15: Average Primary Care Sales Rep Compensation Figure 3.16: High Performing Primary Care Sales Rep Compensation Figure
3.17: Newly Hired Specialty/Hospital Sales Rep Compensation Figure 3.18: Average Specialty/Hospital Sales Rep Compensation
Figure 3.19: High Performing Specialty/Hospital Sales Rep Compensation Figure 3.20: Newly Hired Primary Care District Manager
Compensation Figure 3.21: Average Primary Care District Manager Compensation Figure 3.22: High Performing Primary Care District
Manager Compensation Figure 3.23: Newly Hired Specialty/Hospital Sales District Manager Compensation Figure 3.24: Average
Specialty/Hospital Sales District Manager Compensation Figure 3.25: High Performing Specialty/Hospital Sales District Manager
Compensation Figure 3.26: Newly Hired Primary Care Regional Manager Compensation Figure 3.27: Average Primary Care Regional
Manager Compensation Figure 3.28: High Performing Primary Care Regional Manager Compensation Figure 3.29: Newly Hired
Specialty/Hospital Sales Regional Manager Compensation Figure 3.30: Average Specialty/Hospital Sales Regional Manager
Compensation Figure 3.31: High Performing Specialty/Hospital Sales Regional Manager Compensation




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