Sales Force
Brochure
More information from http://www.researchandmarkets.com/reports/869/
Sales Force Structures and Strategies 2001: A Case Study Analysis of Effective Sales Force Management
Description: As sales forces expand to maintain share of voice in an increasingly competitive market and physicians limit the time spent with sales representatives, ROI on detailing is in decline. Therefore, maximizing field force productivity is vital to the future success of all pharmaceutical companies. Sales Force Structures and Strategies 2001 is an in-depth examination of pharmaceutical sales force structures in the seven major national markets and the factors that impact sales force return on investment. Datamonitor presents measures of field force productivity and evaluates how sales forces can be developed to maximize ROI.
Contents: DATAMONITOR HEALTHCARE CONTACT DETAILS A brief report outline Datamonitor insight into sales force structures and strategies Although 77% of companies interviewed will expand their sales forces by 2005, to date, such growth has not been accompanied by improvements in field force productivity The number one focus of all sales executives interviewed is physician targeting. To achieve this most are investing in electronic territory management and physician profiling Analysis of best practice suggests that small and medium sized pharmas are not structuring their sales forces in the optimum way. A company's marketed portfolio should be the primary influence on sales force structure, with country-specific factors being superimposed upon this. The average eDetail costs $6 per minute compared to $70 per minute for traditional detailing. By 2005 eDetailing will also be more productive than traditional detailing as physicians' use of the Internet increases. THE NEED TO OPTIMIZE SALES FORCE EFFICIENCY Introduction Pressures to maximize the efficiency of pharmaceutical sales and marketing Healthcare cost-containment Growth of the generics industry
More information from http://www.researchandmarkets.com/reports/869/
Sales Force Structures and Strategies 2001: A Case Study Analysis of Effective Sales Force Management
Description: As sales forces expand to maintain share of voice in an increasingly competitive market and physicians limit the time spent with sales representatives, ROI on detailing is in decline. Therefore, maximizing field force productivity is vital to the future success of all pharmaceutical companies. Sales Force Structures and Strategies 2001 is an in-depth examination of pharmaceutical sales force structures in the seven major national markets and the factors that impact sales force return on investment. Datamonitor presents measures of field force productivity and evaluates how sales forces can be developed to maximize ROI.
Contents: DATAMONITOR HEALTHCARE CONTACT DETAILS A brief report outline Datamonitor insight into sales force structures and strategies Although 77% of companies interviewed will expand their sales forces by 2005, to date, such growth has not been accompanied by improvements in field force productivity The number one focus of all sales executives interviewed is physician targeting. To achieve this most are investing in electronic territory management and physician profiling Analysis of best practice suggests that small and medium sized pharmas are not structuring their sales forces in the optimum way. A company's marketed portfolio should be the primary influence on sales force structure, with country-specific factors being superimposed upon this. The average eDetail costs $6 per minute compared to $70 per minute for traditional detailing. By 2005 eDetailing will also be more productive than traditional detailing as physicians' use of the Internet increases. THE NEED TO OPTIMIZE SALES FORCE EFFICIENCY Introduction Pressures to maximize the efficiency of pharmaceutical sales and marketing Healthcare cost-containment Growth of the generics industry