The evolving role of the pharma rep
Lets face it, the traditional pharmaceutical sales model is eroding: gone are the big dinners, medically relevant gifts, and brand name reminders that litter the office of many doctors. However, sales targets continue to rise, and it seems like the deck is stacked against rep success, but is it? Or is the problem that reps fail to realize the available assets at their disposal?
Its true, the sales rep environment has changed dramaticallyregulations are more stringent and doctors are harder to access. However, its not all bad news. Technology is becoming more integrated, closed loop marketing is a reality in some organizations (and not far away in others), and the air cover powered by content-rich Web sites and multichannel campaigns is stronger than ever. Sales representatives are faced with the critical decision of staying the path or seizing the opportunity to transform their approach and embrace a new model. Failure to adapt may mean slowed growth and ultimately loss of precious market share.
For the enlightened representative, many new tools are at their disposal to navigate the labyrinth of regulations, formulary issues, access challenges, increasing forecasts, and reduced traditional resources. Even the most conservative organizations are implementing HCP-focused strategies to enable the next generation sales model and shape the new role for representatives. In order to be successful in this environment, reps will need to truly embrace the available technology, from their basic SFA to integrated portals, e-mail campaigns, and eDetailing as a singular, comprehensive strategy. They will need to quickly realize that the technology will not replace an organizations need for people on the ground building relationships, but that technology can complement them and enhance effectiveness. Imagine representatives meeting with their key clients and using the time to discuss a study that the HCP viewed online or discussed with an inside representative. The in-office conversation becomes exponentially more productive and valuable, both to the rep and HCP.
Execution of this transformational strategy requires a creative organization with the grit and determination to steer clear of tradition and embark on a journey to a different model where pharma and HCPs engage in a partnership and deliver improved patient care. To enable the new sales organization, executive management should consider a multi-channel approach which rewards the representative for all touch points their customers have with the brand enterprise.
Reach and frequency are measures of the traditional model, which will no longer apply. In the sales model of 2011 and beyond, the focus will be on greater engagement, message retention, social brand recognition, continuous sales calls, complete message deliveries, and other newly measurable metrics. Sure, it will still be important to show your face in the office on a regular basis, but even that interaction will change. The representative will have a larger support network with inside sales, interactive eDetailing, and eSampling helping to serve their customers needs. As a result, HCP will have the ability to drive how they want to interact: representatives will no longer carry the entire relationship burden on their own.