Strategic optimization of pharmaceutical sales why many sales optimizations fail if companies improve their sales work, are the approaches used for this purpose is often very complex and elaborate. To get elementary errors that cause, to only partial and unsatisfactory overall implementation including: – staff are involved in the projects, it is not with them, but they decided, – the consultant bias is so great that even departments that in everyday life only poorly cooperate, close for the duration of projects dominating alliances to securing equity, – the customer perspective is alone among sales-technical aspects, but not qualitatively taken into account – the overall project is decomposed into sub-projects, which although related, but no single content based on form, so also not consistency of the results is given. The concept of best practice tool “Support and performance assessment” easier and more effective is the best practice method of the Support and performance assessments (see figure below), a course of action, which consists of two surveys and in the implementation of in-house largely without a consultant presence comes from. The analysis direction this starts at the customer level, considered the performance of the sales force, which, in turn, evaluates the support of his company from there. Internal / external image comparisons, the analytical perspective is completed then again reversed, the overall picture and the necessary / possible changes and optimizations are directly derivable.
Figure and source: Support and performance assessment in use specifically is a such assessment using a combination of regional customer satisfaction analyses (RKA) and a sales Zufriedenheitsanalye (FTE) implemented, which are contentwise co-ordinated via adapted questionnaires. Within the framework of the RKA is to what extent it meets the requirements of the doctors supervised by him and score (CQS) summarized the results to a specific employee customer quality determined per Pharma speaker. To read more click here: David Long. Make these individual values Area services comparable and can be compressed for higher organizational and hierarchy levels (region, bar). With a FTE score (SQS) determines the quality of support indicating to what extent domestic departments (marketing, MED; service areas) meet the requirements of field staff to support their work. The two indicators of CQS and SQS to add up to an input-output analysis. Readjustment of the calculated results is via the own image image matching integrated in both forms of analysis.
Where available, benchmarking data can deliver statements to the position in the competitive environment. Case study the figure shows the assessment dashboard for a company and its field: distribution complies with 53% of physician requests with his work on average over all staff, the assessment of pharmaceutical consultants about the customer satisfaction achieved by them covers 41% of the reality. In terms of the value of the CQS, the rod is 3% below the market average, an alarming overall situation. At the same time the perceived support by the Office is small, 38 per cent of requirements be implemented just once. The matching of the field its own image with the Foreign Office image provides also a very low coverage by 19%, the market value of SQS benchmarking with 49% higher pronounced, so that there is acute need for action.