Starting point: Full stop

Even prior to Corona, the traditional sales force in the pharmaceutical industry was under pressure to adapt. 50 % of doctors had visitation restrictions for pharmaceutical representatives, health insurance companies and associations of statutory health insurance physicians have installed control instruments and hospitals and medical care centers (MCC) have professionalized their procurement.

Despite the adverse conditions, contact with physicians was maintained through up-to-date information and value-added services. Initial digital approaches, which already included e-mails, were used as a supporting tool. However, actual multi-channel marketing was applied only hesitantly.

Due to Corona, the sales force also experienced a shutdown. Personal contact, which is crucial to sales, was suspended. Out of necessity, digital solutions flourished ad hoc. But how can things continue now that the first impact has been absorbed, but Corona persists? And how can a future-oriented sales force be set up in a post-Corona environment?

Solution:Accelerate the digitization of your sales force and use it in a target-oriented approach.

Which measures can be taken by the sales force to not only keep up sales activities, but to also ensure that they are future-oriented?

1. Protecting people

First and foremost, the protection of employees and customers is a top priority. In this respect, personal contacts are to be approached cautiously and gradually, while complying with all protective measures, depending on the regional infection density, the incidence value. If the incidence value is above a defined threshold, the meetings are moved back into the virtual space. Available sales force capacities can also be used internally at suitable positions on an interim basis.

2. Customer segmentation

The starting point and basis for the necessary change in the pharmaceutical sales force is an adjusted segmentation of customers. The affinity and willingness to use efficient digital channels, perhaps even to demand them in some cases, must be re-mapped. For this purpose, the experience gained from the first Corona wave can be used 1:1: Who used digital channels? Who participated in digital events? Who belongs to a digitally savvy generation?

3. Content with added value

IIn second place is content with high relevance. Truly cutting-edge news beyond widely known studies, clearly and concisely formulated, are in the foreground and enhance accessibility of the target group. Furthermore, value-added services for physicians can be used, e.g. "Practice management in times of Corona".

4. Digital formats

Even if the dedicated sales representative relies on personal contacts, the question is how digital formats can support them. E-mails, video conferences and webinars complement personal interaction. In order to create transparency concerning all activities, the linkage with the CRM system is important. In many cases, this is where challenges arise, especially when tasks are shared between office and field sales forces.

5. Train employees

Employees must be familiar with digital media. How do you structure and conduct a video conference? Is it possible to offset the lack of personal contact with adequate solutions? How do you manage to respond flexibly to the tight time schedule of the target group? The Medical Science Liaison Employees (MSL) can help, as they have already gained experience in online media.

6. Knowledge of patient flow

Knowledge of the patient flow within a region is of utmost importance irrespective of the method of contact. Where and by which physicians is the initial medication administered, which physicians are the opinion leaders within a region, which physicians are follow-up prescribers?

7. Organisation of the field sales force

The organizational structure of the sales force must reflect the essential prerequisites. If knowledge of local patient flow and regional differences in regulatory control instruments are of significant influence, a regional sales structure is likely to be more effective than a supraregional AD organization specified by physician subgroups.

8. Reallocation of sales resources

In addition to the structural change, sales resources must be used more efficiently and effectively in line with the new customer segmentation. Personal sales efforts are increasingly focused on new product launches, regional opinion leaders and high-potential digital noobs. Ultimately, the re-allocation must be implemented consistently with a focus on potential. Experience shows that this ultimately leads to an adjustment of sales capacities.

Do you need further information? Would you like to find out how Santiago can actively support you in the further development of your sales force organization and how the integration into the overall organization can be designed?