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Eyeforpharma buenos aires edited version office 2007


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Eyeforpharma buenos aires edited version office 2007

  1. 1. South America SFE Congress<br />Buenos Aires<br />2008,October<br />
  2. 2. Theory Practice3 years Sales Representative - Field6 months Training Associate - Internal2 years DM - Field2 years SFE Manager - Internal2 years Regional Manager - Field3 years Sr SFE Manager - Internal1 year Sales Force National Manager - Field<br />
  3. 3. Sales process complexity<br />Sales<br />Disruption<br />Call Planning<br />Data Utilization<br />Sales Management<br />Coaching<br />Targeting<br />Compensation<br />Message<br />Frequency<br />Territory Management<br />Training<br />Marketing Programs<br />Meetings <br />Internal Benchmarking<br />Marketing Strategy<br />Alignment<br />Carlos Grzelak Jr.<br />
  4. 4. Organizing the Key Elements – Sales Force approach<br />Internal factors<br />Sales Force size/ structure<br />Customers panel composition<br />Internal and External Customer’s satisfaction<br />Resource Allocation<br />Results<br />Call Effectiveness<br />External factors<br />
  5. 5. Metrics/tools may help to follow up all steps…<br />Calls by segment<br />Frequency and Coverage<br />Samples by segment<br />Gimmicks by segment<br />Invitations by segment<br />Educational support by segment<br />Incentive Plan<br />
  6. 6. Metrics/tools may help to follow up all steps…<br />Internal Customer survey<br />External customer survey<br />InternalSALES<br />
  7. 7. Smart Resource Allocation project tackles 4 elements<br />Internal factors<br />Sales Force size/structure<br />Customers panel composition<br />Internal and External Customer’s satisfaction<br />Resource Allocation<br />Results<br />Call Effectiveness<br />External factors<br />
  8. 8. New metrics introduced to sales force <br />5.Rxevolutionbymovingquarters<br />6.SOM evolutionbymovingquarters<br />3.Message recall andMessageretention<br />4.Disruptionlevel<br />Resource Allocation<br />Call Effectiveness<br />Results<br />1.Calls by segment<br />Frequencyand Coverage<br />2.Samples,invitations,gimmicks,... by segment<br />
  9. 9. 1.Calls by Segment - Frequency and Coverage <br />Frequency: % of MDs getting the desired number of calls in a selected period ( ex: three cycles) <br />Coverage : % of MDs getting the desired number of calls in one single cycle<br />
  10. 10. 1.Calls by Segment - Frequency and Coverage <br />2<br />Frequency x Coverage<br />Cycle 1<br />1<br />3<br />4<br />5<br />6<br />7<br />8<br />9<br />10<br />90%<br />90%<br />Coverage:<br />Frequency:<br />
  11. 11. 1.Calls by Segment - Frequency and Coverage <br />2<br />Frequency x Coverage<br />Cycle 2<br />1<br />3<br />4<br />5<br />6<br />7<br />8<br />9<br />10<br />90%<br />80%<br />Coverage:<br />Frequency:<br />
  12. 12. 1.Calls by Segment - Frequency and Coverage <br />2<br />Frequency x Coverage<br />Cycle 3<br />1<br />3<br />4<br />5<br />6<br />7<br />8<br />9<br />10<br />90%<br />70%<br />Coverage:<br />Frequency:<br />
  13. 13. 1.Calls by Segment - Frequency and Coverage <br /><ul><li>Frequency – Tactical implementationFrequencyatChiesi Brasil is measuredbymovingquarters - Each Single call MD mustbecalled 3 times in 3 cycles - Each Double call MD mustbecalled 6 times in 3 cycles - 20% ofMDs – Drs A - are currentlydoublecalled</li></ul> - Chiesiobjective : 90% A 80% B 70% C A newreportwasdeveloped to allowDMsstrictfollowup , as seenbelow:<br />
  14. 14. 1.Calls by Segment - Frequency and Coverage <br /><ul><li>Coverage – Tactical implementationCoverage is measuredbycycle - Single callDrs are “covered” afterbeingcalledonceor more times in a cycle</li></ul> - Double callDrs are “covered” afterbeingcalledtwoor more times in a cycle<br /> - Chiesiobjective : 90%<br />
  15. 15. 1.Calls by Segment - Frequency and Coverage <br />Why is important to “tie” frequency and coverage?<br /><ul><li>To avoid bad sequencing and long time with no calls for some Drs
  16. 16. To assure a good level of calls per day and more calls by segment</li></li></ul><li>1.Calls by Segment - Frequency and Coverage <br />Is there a limit for the number of calls per MD by cycle ?<br />Ideal frequency<br />Rx<br />More callsthannecessary<br />Anadditionalcallgeneratesimpact<br />No impact<br />Calls<br />
  17. 17. 1.Calls by Segment - Frequency and Coverage <br />How to find the ideal one ?<br /><ul><li>Depends on the market. When 3,4 or more calls per cycle makes sense:
  18. 18. Market with high level of competitiveness</li></ul> +<br /><ul><li>No relevant differences among competitors</li></ul> +<br /><ul><li>Products /diseases with low level of complexity</li></ul> +<br /><ul><li>MDs accept multiple calls
  19. 19. Ex (for Brazil) : anti-inflammatory and anti-histaminic markets </li></li></ul><li>1.Calls by Segment - Frequency and Coverage <br />Rxshareevolution<br />2007 x 2006<br />Tracking<br />2,0<br />1,5<br />1,0<br />0,5<br />MDs<br />calls/year<br />MDs<br />7 calls/year<br />MDs<br />10 calls/year<br />MDs<br />14 calls/year<br />MDs<br />20 calls/year<br />MDs<br />25 calls/year<br />
  20. 20. 1.Calls by Segment - Frequency and Coverage <br />What’s behind frequency ?<br /><ul><li>% of MDs “seeing” SReps and being impacted by the message with right frequency – Analysis of the customer point of view
  21. 21. Sales Rep : planning and organization skills are demanded
  22. 22. Vacant sectors are considered (MDs are not being “impacted”)
  23. 23. Hiringprocessmustbeaccurate – bankofcandidates</li></ul>It canbeadapted to your business needs – numberofcallsbysegment,period for frequencyevaluation,lessor more rigidrules,...<br />Improvingfrequency = Sales Increase =ROI<br />
  24. 24. 2.Samples,gimmicks,…, by segment<br /><ul><li>Data is extractedmonthlyfromETMS – TARGET - to monitor resourcesdelivered to A,B and C MDs
  25. 25. SmartResourceAllocationdefinition : A ›B › C
  26. 26. Segmentationwasconductedbyproduct (10 promotedproducts)</li></ul>Improvedresourceallocation = ROI = Sales increase<br />
  27. 27. 3.Message recall and Message retention <br />PM<br />SRs/DMs<br />MD<br />Messageleakage<br />Howmuch(?)<br />Messageleakage<br />Howmuch(?)<br />
  28. 28. 3.Message recall and Message retention <br />Message Recall: % of MDs who recalled the core messages – unaided surveyMessage Retention: grade obtained by Sales Rep/DSMs in a single test<br />Message – Tactical implementation<br /><ul><li>Cross-functional teams to review product messages – Marketing, Medical, Training and Sales
  29. 29. Message recall may be conducted – by phone - at least twice a year (1st wave/Baseline and 2nd wave)
  30. 30. 30% of recall index is a standard
  31. 31. 90-100% standard for message retention</li></li></ul><li>3.Message recall and Message retention <br />There is a strong correlation between message and market share<br />SOM<br />Region 4<br />Region 5<br />Region 3<br />Region 2<br />Region 1<br />Recall index<br />
  32. 32. 3.Message recall and Message retention <br />What’s behind message?<br /><ul><li>Integration of Marketing, Sales, Training, Medical and Customer areas
  33. 33. Sales Reps more focused
  34. 34. Product Managers must follow a method before launch new detail pieces ( focus groups and field tests with detail pieces required )
  35. 35. A very good way to diagnose the situation and promote adjustments : Sales Rep?Detailpiece?Whatchanges are required to improve message transmission ? What changes are needed to sell more ?</li></ul>Message recall is a veryrichmetric. Theonlyway to havebadresultslinked to a highmessage recall is whenthemessage is bad<br />HighMessage Recall = Sales increase = ROI<br />
  36. 36. 4.Disruption level <br />Disruption : % of links MD-SalesRepdisruptedbetweentwo time periods<br />Ex: Currentcycle x previouscycle ; currentyear x previousyear ; Afterrestructure x before<br />Breakdown of different type of disruption:<br /><ul><li>Disruption due to Sales Reps turnover
  37. 37. Disruption due to MDs that were changed between Reps
  38. 38. Disruption by territory,district,region,whole country
  39. 39. Distribution of disruption across the sales force (detect potential problems)</li></li></ul><li>4.Disruption level <br />What’s behind Disruption?<br /><ul><li>Impact of relationship between Sales Rep and MD on results
  40. 40. Possibility of measuring the impact due to a restructure process </li></ul>Wheneverythingseems to begoodbutresults do not come up, maybeDisruptionindexmaygiveyouananswer. <br />
  41. 41. 5.Rx evolution by moving quarters<br /><ul><li>Objective is to show progress in a dynamicway
  42. 42. Alignedwithfrequencymeasurement (movingquarter)
  43. 43. FocusonRxshare,notnumberofRx
  44. 44. Threelastmovingquartersavailableat Sales Rep handheld</li></li></ul><li>6.SOM evolution by moving quarters <br /><ul><li>Objective is to show progress in a dynamicway
  45. 45. Alignedwithfrequencymeasurement (movingquarter)
  46. 46. Territory SOM is compared to district,regionand country </li></li></ul><li>Smart Resource Allocation – Implementation status <br />1.Callsbysegment<br />Best implementation<br />Best implementation<br />2.Samplesbysegment<br />Best implementation<br />Best implementation<br />
  47. 47. Smart Resource Allocation – Implementation status <br />3. Message<br /><ul><li>Keymessageschanged in June 08 (respiratory : only fine tuning)
  48. 48. Message recall to beconductedattheendoftheyear
  49. 49. Messages to beinsertedon handheld screen</li></ul>4. Disruption<br /><ul><li>From over 10% in 2007 to lessthan 5% average</li></ul>5. DDD bymovingquarter<br /><ul><li>Monthlyreport to DMs in place
  50. 50. To beavailablealso in the handhelds </li></ul>6. Rxsharebymovingquarter<br /><ul><li>A toolwasdelivered to DMs to build allkindofanalysis
  51. 51. Rxsharebyquarter(last 3 quarters) available to Sales Repsat handheld </li></li></ul><li>Does it increase sales ?<br />Best implementation<br />Best implementation<br />Source:DDD/IMS<br />Source:AuditPharma / Closeup<br />*Now : Mar/08-Jul/08<br />*Before : Nov/07-Feb/08<br />Between 2008/Mayand July,all 3 productsbeatsalesrecords !<br />
  52. 52. Does it increase sales ?<br />YTD 08 Results<br />*Gov. sales<br />**Supplyissues<br />Source:DDD/IMS<br />PreviousPeriod: Jun/08-Dec/08<br />YTD 08 : Jan/08– Jul/08<br />
  53. 53. Critical Success Factors<br /><ul><li>Show intermediate results to SF – quick wins
  54. 54. Sponsorship is fundamental
  55. 55. Strong interaction between Sales and Marketing
  56. 56. Implementation is key – pay attention to details!</li></li></ul><li>The foundation of excellence is built on understanding, follow-up and implementation<br />Carlos Grzelak Jr.<br />