Sections
| Title | Starting Page | Number of Pages |
|---|
| Table of Contents | 5 | 4 |
| List of Tables | 7 | 1 |
| List of Figures | 7 | 2 |
| Introduction | 9 | 1 |
| Sales Force Effectiveness in Pharmaceuticals - An Overview | 10 | 4 |
| Sales Force Effectiveness Required | 10 | 1 |
| Declining Return on Investment (ROI) for R&D Expenditure | 10 | 2 |
| Pharmaceutical Company Staff Reductions | 12 | 1 |
| Changing Product Portfolios | 13 | 1 |
| Difficulty Attaining Regulatory Approval | 13 | 1 |
| Specialty Care Focus | 13 | 1 |
| Industry Consolidation and Changing Competition | 13 | 1 |
| IT Increasingly Applied to Sales Models | 13 | 1 |
| Sales Force Effectiveness in Pharmaceuticals - Role of New Sales Models and Strategies | 14 | 22 |
| Implementation of Strategies in Pharmaceutical Companies | 14 | 1 |
| Implemented Sales Force Effectiveness Strategies | 14 | 1 |
| Future Implementation of Sales Force Effectiveness Strategies | 15 | 1 |
| Current Sales Models for Enhancing Sales Force Effectiveness | 16 | 1 |
| KAM Process | 16 | 1 |
| Key Account Identification and Prioritization | 17 | 3 |
| Understanding Needs and Developing Customer Insights | 20 | 1 |
| Forming the Virtual Account Team | 21 | 1 |
| Developing the Strategic Plan | 21 | 1 |
| Communicating and Implementing the Plan | 22 | 1 |
| Reviewing the Results | 22 | 1 |
| Types of KAM | 23 | 1 |
| Target Account Selling | 23 | 1 |
| Orchestrated Account Selling | 23 | 1 |
| Co-development Partnerships | 23 | 1 |
| Case Studies | 24 | 1 |
| Lundbeck in the UK | 24 | 1 |
| Abbott Laboratories - Sales Force Optimization | 24 | 5 |
| Contract Sales Outsourcing | 29 | 1 |
| Contract Sales Representatives | 30 | 1 |
| Sales Team Recruitment and Training | 30 | 1 |
| Sales Data Analytics and Management | 30 | 1 |
| Shared Sales Teams and Telesales | 31 | 1 |
| MSLs | 31 | 1 |
| Deployment Sales Force Across Product Lifecycle | 32 | 2 |
| The Evolving Model | 34 | 1 |
| Case Study | 35 | 1 |
| Quintiles (CSO) Partners with UK-based Biotechnology Company | 35 | 1 |
| Sales Force Effectiveness in Pharmaceuticals - IT Applications in Sales Models | 36 | 13 |
| Customer Relationship Management (CRM) | 36 | 1 |
| Sales Force Automation (SFA) | 36 | 1 |
| Pharmaceutical CRM Vendors | 36 | 1 |
| Cegedim Dendrite | 36 | 1 |
| Oracle | 36 | 1 |
| Veeva Systems | 36 | 1 |
| StayinFront | 37 | 1 |
| Closed Loop Marketing (CLM) Systems | 37 | 1 |
| Benefits for Sales and Physicians | 38 | 1 |
| Benefits for Analytics | 38 | 1 |
| Benefits for Legal and Regulatory Departments | 38 | 1 |
| Benefits for Marketing | 38 | 1 |
| CLM Vendors | 38 | 1 |
| Skura Corporation | 38 | 1 |
| Proscape Technologies | 38 | 1 |
| Exploria Sales Performance Solutions (SPS), LLC | 38 | 1 |
| Agnitio A/S | 39 | 1 |
| Case Studies | 39 | 1 |
| Wyeth (Acquired by Pfizer) and CLM | 39 | 4 |
| Predictive Modeling in Sales and Marketing | 43 | 2 |
| Case Studies | 45 | 1 |
| Increase in Prescription Volume | 45 | 1 |
| Predictive Analytics in Predictive Detailing | 45 | 1 |
| Examining Strategies | 46 | 1 |
| Promotional Response Model | 47 | 1 |
| Sales Force Effectiveness Dashboards | 47 | 2 |
| Sales Force Effectiveness in Pharmaceuticals - Sales Force Planning and Strategy | 49 | 16 |
| Sales Force Sizing | 49 | 1 |
| Affordability and Breakdown Method | 49 | 1 |
| Workload Build-up Technique | 49 | 1 |
| Case Study | 50 | 1 |
| Competitive Benchmarking | 51 | 1 |
| Promotion Response Modeling | 52 | 1 |
| Sales Force Recruitment | 53 | 1 |
| Introduction | 53 | 1 |
| Sales Force Recruitment Strategy | 53 | 1 |
| Recruitment Strategy | 53 | 1 |
| Business Objectives | 54 | 1 |
| Identify Specific Metrics to Define Success | 54 | 1 |
| Define Job Requirements | 54 | 1 |
| Define Work Requirements | 54 | 1 |
| Define Key Worker Competencies | 54 | 1 |
| Establishing Assessment Validity | 54 | 1 |
| Implementation | 54 | 1 |
| Recruitment Process Outsourcing (RPO) | 55 | 1 |
| Case Studies | 55 | 1 |
| Streamlined Hiring and Evaluation Solution by Innovex, Development Dimensions International (DDI) and Recourse Communications Inc.(RCI) | 55 | 1 |
| AstraZeneca and RPO: A Solution for High Volume Recruitment and Assessment of an Effective Sales Force | 56 | 1 |
| Sales Force Training and Compensation | 57 | 1 |
| Introduction | 57 | 1 |
| Behavioral Coaching and the Five Step Model | 57 | 1 |
| Five Step Model | 57 | 1 |
| Impact of Behavioral Coaching | 58 | 1 |
| Case Study on Behavior-based Coaching Methods | 59 | 1 |
| Specialty Care Training | 60 | 1 |
| Sanofi and its Specialty Care Training | 60 | 1 |
| Continuous Assessments | 61 | 1 |
| Incentive Management | 62 | 1 |
| Tailored Incentive Management | 63 | 1 |
| Plan Authoring and Simulation | 63 | 1 |
| Schema Calculation | 63 | 1 |
| Credit Allocation and Payment | 63 | 1 |
| Reporting and Analysis | 64 | 1 |
| Sales Force Effectiveness in Pharmaceuticals - Competitive Landscape | 65 | 28 |
| Efficiency Analysis | 65 | 2 |
| Company Profiles | 67 | 1 |
| Teva Pharmaceutical Industries Ltd. (Teva) | 67 | 1 |
| Business Overview | 67 | 1 |
| SG&A Expenses | 67 | 2 |
| SG&A Expenses by Year | 69 | 1 |
| Bristol-Myers Squibb (BMS) | 69 | 1 |
| Business Overview | 69 | 1 |
| SG&A Expenses | 70 | 1 |
| SG&A Expenses by Year | 71 | 1 |
| Sanofi | 71 | 1 |
| Business Overview | 71 | 1 |
| SG&A Expenses | 72 | 1 |
| SG&A Expenses by Year | 73 | 1 |
| Novartis AG (Novartis) | 74 | 1 |
| Business Overview | 74 | 1 |
| SG&A Expenses | 74 | 1 |
| SG&A Expenses by Year | 75 | 1 |
| Merck &Co., Inc. (Merck) | 75 | 1 |
| Business Overview | 75 | 1 |
| SG&A Expenses | 76 | 1 |
| SG&A Expenses by Year | 77 | 1 |
| Pfizer Inc. (Pfizer) | 78 | 1 |
| Business Overview | 78 | 1 |
| SG&A Expenses | 78 | 1 |
| SG&A Expenses by Year | 79 | 1 |
| Takeda Pharmaceutical Company Limited (Takeda) | 79 | 1 |
| Business Overview | 79 | 1 |
| SG&A Expenses | 80 | 1 |
| SG&A Expenses by Year | 81 | 1 |
| GlaxoSmithKline plc (GSK) | 81 | 1 |
| Business Overview | 81 | 1 |
| SG&A Expenses | 82 | 1 |
| SG&A Expenses by Year | 83 | 1 |
| Johnson &Johnson (J&J) | 84 | 1 |
| Business Overview | 84 | 1 |
| SG&A Expenses | 84 | 1 |
| SG&A Expenses by Year | 85 | 1 |
| Eli Lilly and Company (Lilly) | 85 | 1 |
| Business Overview | 85 | 1 |
| SG&A Expenses | 86 | 1 |
| SG&A Expenses by Year | 87 | 1 |
| Abbott Laboratories (Abbott) | 88 | 1 |
| Business Overview | 88 | 1 |
| SG&A Expenses | 88 | 1 |
| SG&A Expenses by Year | 89 | 1 |
| AstraZeneca Plc (AstraZeneca) | 90 | 1 |
| Business Overview | 90 | 1 |
| SG&A Expenses | 91 | 1 |
| SG&A Expenses by Year | 92 | 1 |
| Sales Force Effectiveness - Appendix | 93 | 4 |
| Market Definitions | 93 | 1 |
| Abbreviations | 93 | 1 |
| Bibliography | 94 | 1 |
| Research Methodology | 95 | 2 |
| Coverage | 95 | 1 |
| Secondary Research | 95 | 1 |
| Primary Research | 95 | 1 |
| Expert Panel Validation | 96 | 1 |
| Contact Us | 96 | 1 |
| Disclaimer | 96 | 1 |
