Tag: services & consulting

Sisyphean Task

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.

Consulting Market In The Growth

entero AG invests in locations and staff the German consultants boosted industry sales grew 6.9 percent 2010 and are optimistic according to the Federal Association of German management consultants (BDU) for the current year. The medium-sized consultancy entero AG is fully in line with the trend: new projects and high utilization of consultants require appropriate investments in staff and infrastructure. So, two new sites were opened in the last six months alone. Fort Malakoff, one of the most modern office and business centres in the financial and media capital Mainz, is now Managing Director of the new seat of entero AG. Also, we opened a new sales office at the gates of Stuttgart.

The good transport connections constantly ensures close and personal collaboration with the headquarters in Eschborn near Frankfurt, as well as the Office in Munich. The growth is reflected in the targeted expansion of the staff team. Already in the first months of the new year were several qualified graduates as well as two experienced SAP consultants for the company are won. “We are looking for more employees”, says Board Member Henning Heesch, which wants to double the number of employees in the company in the next five years. The entero AG relies on new entrants and experienced consultant to the same extent. “Like new employees can be more than ten years in the profession, so Henning Heesch, whose Belegschaft has an average age of 38 years.” Establishing consistent and the continuous development of the consultant skills required for the sustainable success of the company is dependent on the level of experience. Under the keyword “Talent Management”, a fully developed concept with regular internal audits and training in the basic skills of a successful consultant entero offers its employees: communication, presentation, presentation and project management. Also BDU President Antonio Schnieder argues in the same direction: “is to find good advisers and to develop the ultimate Success factor for the industry as a whole. Who runs the Smarter talent management, is winning in the competition”. Contact: Peer Andres head of communication-entero AG phone: + 49 6196 77125 800 E-Mail: