Pharmaceutical SFE Metrics: Are You Measuring The Wrong Things? (mini)Eularis
With the ever-increasing pressure to ensure maximum return on investment, Sales Force Effectiveness is becoming a high priority area. A Sales Force represents the largest spend in sales and marketing and is second only to Research and Development within the whole of a company. Yet, similar to R & D, study after study shows that the returns gained from this spend are not particularly strong.
Research by Novartis shows, despite the fact that the top 40 Pharmaceutical companies in the US doubled their investment in Sales Force over the past 5 years, prescriptions only rose by 15% in the corresponding time period. Research by IBM concurred with this result and found that every dollar spent on Sales Force generates just $10.30 in sales. This represents a 22% drop in return since 1996.
Generally, there has been an industry-wide decrease in productivity per Sales Representative, down 24% since 1996. In addition, the Sales Representatives that are hired are low in age, output and skill. Reps face a highly competitive field, with recent figures showing a field of 90,000 Reps competing for 650,000 Physicians - only 125,000 of whom are top tier prospects. A rapidly expanding Sales Force with rapidly decreasing productivity results in an approximate 18% turnover each year.
Fortunately, the concept that ‘size sells’ is largely beginning to be abandoned across the Pharmaceutical Industry. Many Sales Managers are turning their attention to increasing the effectiveness of the Sales Force, rather than the size.
In this report, we examine Sales Force Effectiveness in the Pharmaceutical Industry. We analyze current metrics and their limitations, in focus and in measuring Sales Force Effectiveness, for the Pharmaceutical Industry. Then we discuss appropriate metrics to solve these problems, and demonstrate implementation methods and issues.
Amplify the Pharmaceutical Sales Process with MobilityRelayware
Antenna helps pharmaceutical companies amplify the value of their most valuable business driver -- the salesforce -- by equipping them with the tools they need to communicate, collaborate and produce while working in the field. As the barriers to success grow more daunting -- with greater regulation, fiercer competition and fewer sales resources -- companies must recognize that they need a mobile architecture that supports how their employees want to work and how their physicians expect to be serviced.
Sales reps and managers in the pharma industry often experience an overload of internal communication. Reps not only work in highly matrixed environments with internal and external co-promote partners, they also must stay abreast of regulatory changes and scientific developments for drugs in and out of the market.
While much of this communication is necessary, reps and managers also experience a significant level of “noise” as colleagues in the field or at corporate send communications that are poorly targeted, redundant or inappropriately timed.
Best Practices, LLC undertook research in this area via a large-scale study and a focused pilot project that put practical communication ideas to the test. This is a brief introduction to that work.
To learn more contact me at ctew@best-in-class.com .
Pharmaceutical companies spend nearly 97 percent of their marketing budgets to capture initial market share.
Since the majority of spend goes towards attracting new consumers, efforts at retaining existing customers are given short shrift, with a paltry three percent of budgets. By focusing exclusively on new customers, companies are missing a valuable opportunity to increase sales and market share.
Pharmaceutical companies can no longer ignore the hidden value available by increasing patient adherence. Today, an estimated 70 percent of patients who begin a Pharmaceutical therapy discontinue it within 1 year, even those with chronic conditions that require ongoing treatment or those taking chemotherapy to prevent cancer recurrence. This costs the global Pharmaceutical Industry an estimated $30 Billion a year.
Put another way, increased adherence for a product with approximately $1 Billion in sales would translate to an additional $30 to $40 Million in annual revenue. In addition, since it costs six times more to attract new patients than to retain current patients, increasing the focus on, and yields from, adherence means additional money saved and earned.
Companies who implement strategies to increase adherence and persistence with their products can better face the numerous challenges in today’s market, and increase their share of profits.
But how does a company even begin? In this report we look at the formidable barriers Pharma companies face in improving adherence, elements of successful adherence programs and methods for ensuring the best ROI.
Pharmaceutical SFE Metrics: Are You Measuring The Wrong Things? (mini)Eularis
With the ever-increasing pressure to ensure maximum return on investment, Sales Force Effectiveness is becoming a high priority area. A Sales Force represents the largest spend in sales and marketing and is second only to Research and Development within the whole of a company. Yet, similar to R & D, study after study shows that the returns gained from this spend are not particularly strong.
Research by Novartis shows, despite the fact that the top 40 Pharmaceutical companies in the US doubled their investment in Sales Force over the past 5 years, prescriptions only rose by 15% in the corresponding time period. Research by IBM concurred with this result and found that every dollar spent on Sales Force generates just $10.30 in sales. This represents a 22% drop in return since 1996.
Generally, there has been an industry-wide decrease in productivity per Sales Representative, down 24% since 1996. In addition, the Sales Representatives that are hired are low in age, output and skill. Reps face a highly competitive field, with recent figures showing a field of 90,000 Reps competing for 650,000 Physicians - only 125,000 of whom are top tier prospects. A rapidly expanding Sales Force with rapidly decreasing productivity results in an approximate 18% turnover each year.
Fortunately, the concept that ‘size sells’ is largely beginning to be abandoned across the Pharmaceutical Industry. Many Sales Managers are turning their attention to increasing the effectiveness of the Sales Force, rather than the size.
In this report, we examine Sales Force Effectiveness in the Pharmaceutical Industry. We analyze current metrics and their limitations, in focus and in measuring Sales Force Effectiveness, for the Pharmaceutical Industry. Then we discuss appropriate metrics to solve these problems, and demonstrate implementation methods and issues.
Amplify the Pharmaceutical Sales Process with MobilityRelayware
Antenna helps pharmaceutical companies amplify the value of their most valuable business driver -- the salesforce -- by equipping them with the tools they need to communicate, collaborate and produce while working in the field. As the barriers to success grow more daunting -- with greater regulation, fiercer competition and fewer sales resources -- companies must recognize that they need a mobile architecture that supports how their employees want to work and how their physicians expect to be serviced.
Sales reps and managers in the pharma industry often experience an overload of internal communication. Reps not only work in highly matrixed environments with internal and external co-promote partners, they also must stay abreast of regulatory changes and scientific developments for drugs in and out of the market.
While much of this communication is necessary, reps and managers also experience a significant level of “noise” as colleagues in the field or at corporate send communications that are poorly targeted, redundant or inappropriately timed.
Best Practices, LLC undertook research in this area via a large-scale study and a focused pilot project that put practical communication ideas to the test. This is a brief introduction to that work.
To learn more contact me at ctew@best-in-class.com .
Pharmaceutical companies spend nearly 97 percent of their marketing budgets to capture initial market share.
Since the majority of spend goes towards attracting new consumers, efforts at retaining existing customers are given short shrift, with a paltry three percent of budgets. By focusing exclusively on new customers, companies are missing a valuable opportunity to increase sales and market share.
Pharmaceutical companies can no longer ignore the hidden value available by increasing patient adherence. Today, an estimated 70 percent of patients who begin a Pharmaceutical therapy discontinue it within 1 year, even those with chronic conditions that require ongoing treatment or those taking chemotherapy to prevent cancer recurrence. This costs the global Pharmaceutical Industry an estimated $30 Billion a year.
Put another way, increased adherence for a product with approximately $1 Billion in sales would translate to an additional $30 to $40 Million in annual revenue. In addition, since it costs six times more to attract new patients than to retain current patients, increasing the focus on, and yields from, adherence means additional money saved and earned.
Companies who implement strategies to increase adherence and persistence with their products can better face the numerous challenges in today’s market, and increase their share of profits.
But how does a company even begin? In this report we look at the formidable barriers Pharma companies face in improving adherence, elements of successful adherence programs and methods for ensuring the best ROI.
Social Media: How To Harness The Power Of Social Media In Pharmaceutical eM...Eularis
For most of us, the Internet is a fact of life. However, we still flounder when it comes to justifying online marketing to both ourselves and our CFOs. We’re still stumped by the ideas of effectively reaching our audience in the vast reaches of the Internet, meeting their needs while also meeting our marketing objectives, and simultaneously being able to measure our success in financial terms rather than simply ‘activity tracking’ for our CFOs.
This challenge can be troublesome enough to prompt some companies and marketers to sit it out apart from the obligatory corporate Website, or to half-heartedly engage in some online activities like a product.com Website, some banner ads and blogs and a Facebook page without a real plan to meet the customer and CFO objectives. New initiatives are started and neglected, or focused entirely on the wrong things. As a result, companies miss out. Potential customers - both physicians and patients - don’t get the message, or feel alienated.
That’s what can go wrong. It’s the potential of wasted time, money and opportunity. However, what can go right is even more striking. An eMarketing campaign that is built on strategy and a deep knowledge of an audience, whilst firmly keeping the marketing objectives in mind, can be extremely powerful.
An eMarketing campaign that effectively uses the Internet as a platform, a ‘jumping off’ point to create value and relationships, and a means to speak specifically to marketers’ targets and create two-way value, is one that can succeed beyond many marketers wildest expectations.
How does it work? In this report, we find out. We examine the Internet as it stands today for physicians, patients and Pharma, and analyze how the old marketing strategies must change to reflect the times.
This position paper answer the following questions: Why is creativity so important? - How to craft a creative strategy? - How to build a creativity-driven organization?
Read it if you have anything to do with - Pharma Brand Management, Field Force Excellence, Key Account Management in Pharma, Medical Reps, Field Sales Manager, Teamwork, Sales Force Effectiveness.
“Marketing 2.0” in the pharmaceutical industry is no longer about just saying that our product is different and hoping customers will see it that way. It’s very much about making it so and then about finding our way to engage customers in a “conversation” that helps create the value rather than just promoting it through armies of medical representatives. We need to develop new, end-to-end processes that shape our relationships with physicians, payers, patients and care-givers.
Analysis of the global pharmaceutical market (2017 - 2023) and of the pharma companies strategic options. Proposition of concepts, methods and tools to craft corporate, business and operational strategies
Pre-Launch Planning: Priming Your Pharma Brand For Profit And Success (mini)Eularis
In today’s environment, Pharmaceutical companies find themselves in a bind. Until recently, if drugs made over $500 Million in annual revenue within 3 to 5 years of launch, they were considered hugely successful. They were a support to an extensive company portfolio and a component of greater company profit.
However, things have changed. The standards for a successful drug have become much higher and much more dangerous. With so many revenue-producing drugs going off patent, companies are facing large holes in their balance sheets and sales that are increasingly slow.
Plus, with the stakes high and available funds low, pipelines are drying up. Add to this the closer scrutiny of safety issues, the rise of Generics, slower physician acceptance and adoption of new therapies, and the Pharma Industry is in trouble.
More and more, companies are expecting marketers to be instrumental at the key moment of launch, and marketers are under extreme pressure. To deliver on the high hopes of Pharmaceutical brand launch, companies must engage in comprehensive pre-launch planning.
In this report we analyze why launch is increasingly important, the issues involved in pre-launch planning, including key organizational strategies, marketing tactics, regulatory considerations, global issues, and methods for ensuring the most effective plans.
Presentation of the "Smart Field Force Framework" which has been developed to help pharma companies design the best organizational model to support the right strategy and tactics
How can hospitals and healthcare systems increase awareness and build relationships with an audience that is becoming resistant to traditional methods of outreach and marketing? Gelb has worked with a number of top-rated academic medical centers and hospitals to assess the referring physician experience and develop strategies to grow this unique market.
Sales Force Effectiveness is Dead ... or is it?
Five opportunities for pharma to get ‘back to basics’ and immediately lift sales performance.
Blackdot are a full service benchmarking, consulting, training & advisory firm exclusively focused on lifting sales force effectiveness & efficiency. Blackdot exist to assist their clients to achieve more predictable, repeatable, and sustainable sales performance.
What makes them unique is their total fixation on the use of data-driven, evidence-based techniques to understand what does (and does not) drive sales performance.
By viewing the ‘sales engine’ holistically, as an ecosystem of component parts that work interdependently to impact sales results, Blackdot are able to identify the root cause of what’s inhibiting and enabling your current performance, including quantifying the payoff in actually getting it right.
Armed with this knowledge, Blackdot stand alongside their clients who engage them to define, implement and embed change programs that bridge the gap between ‘hoping’ and ‘knowing’ they’ll deliver top and bottom line performance improvement.
Social Media: How To Harness The Power Of Social Media In Pharmaceutical eM...Eularis
For most of us, the Internet is a fact of life. However, we still flounder when it comes to justifying online marketing to both ourselves and our CFOs. We’re still stumped by the ideas of effectively reaching our audience in the vast reaches of the Internet, meeting their needs while also meeting our marketing objectives, and simultaneously being able to measure our success in financial terms rather than simply ‘activity tracking’ for our CFOs.
This challenge can be troublesome enough to prompt some companies and marketers to sit it out apart from the obligatory corporate Website, or to half-heartedly engage in some online activities like a product.com Website, some banner ads and blogs and a Facebook page without a real plan to meet the customer and CFO objectives. New initiatives are started and neglected, or focused entirely on the wrong things. As a result, companies miss out. Potential customers - both physicians and patients - don’t get the message, or feel alienated.
That’s what can go wrong. It’s the potential of wasted time, money and opportunity. However, what can go right is even more striking. An eMarketing campaign that is built on strategy and a deep knowledge of an audience, whilst firmly keeping the marketing objectives in mind, can be extremely powerful.
An eMarketing campaign that effectively uses the Internet as a platform, a ‘jumping off’ point to create value and relationships, and a means to speak specifically to marketers’ targets and create two-way value, is one that can succeed beyond many marketers wildest expectations.
How does it work? In this report, we find out. We examine the Internet as it stands today for physicians, patients and Pharma, and analyze how the old marketing strategies must change to reflect the times.
This position paper answer the following questions: Why is creativity so important? - How to craft a creative strategy? - How to build a creativity-driven organization?
Read it if you have anything to do with - Pharma Brand Management, Field Force Excellence, Key Account Management in Pharma, Medical Reps, Field Sales Manager, Teamwork, Sales Force Effectiveness.
“Marketing 2.0” in the pharmaceutical industry is no longer about just saying that our product is different and hoping customers will see it that way. It’s very much about making it so and then about finding our way to engage customers in a “conversation” that helps create the value rather than just promoting it through armies of medical representatives. We need to develop new, end-to-end processes that shape our relationships with physicians, payers, patients and care-givers.
Analysis of the global pharmaceutical market (2017 - 2023) and of the pharma companies strategic options. Proposition of concepts, methods and tools to craft corporate, business and operational strategies
Pre-Launch Planning: Priming Your Pharma Brand For Profit And Success (mini)Eularis
In today’s environment, Pharmaceutical companies find themselves in a bind. Until recently, if drugs made over $500 Million in annual revenue within 3 to 5 years of launch, they were considered hugely successful. They were a support to an extensive company portfolio and a component of greater company profit.
However, things have changed. The standards for a successful drug have become much higher and much more dangerous. With so many revenue-producing drugs going off patent, companies are facing large holes in their balance sheets and sales that are increasingly slow.
Plus, with the stakes high and available funds low, pipelines are drying up. Add to this the closer scrutiny of safety issues, the rise of Generics, slower physician acceptance and adoption of new therapies, and the Pharma Industry is in trouble.
More and more, companies are expecting marketers to be instrumental at the key moment of launch, and marketers are under extreme pressure. To deliver on the high hopes of Pharmaceutical brand launch, companies must engage in comprehensive pre-launch planning.
In this report we analyze why launch is increasingly important, the issues involved in pre-launch planning, including key organizational strategies, marketing tactics, regulatory considerations, global issues, and methods for ensuring the most effective plans.
Presentation of the "Smart Field Force Framework" which has been developed to help pharma companies design the best organizational model to support the right strategy and tactics
How can hospitals and healthcare systems increase awareness and build relationships with an audience that is becoming resistant to traditional methods of outreach and marketing? Gelb has worked with a number of top-rated academic medical centers and hospitals to assess the referring physician experience and develop strategies to grow this unique market.
Sales Force Effectiveness is Dead ... or is it?
Five opportunities for pharma to get ‘back to basics’ and immediately lift sales performance.
Blackdot are a full service benchmarking, consulting, training & advisory firm exclusively focused on lifting sales force effectiveness & efficiency. Blackdot exist to assist their clients to achieve more predictable, repeatable, and sustainable sales performance.
What makes them unique is their total fixation on the use of data-driven, evidence-based techniques to understand what does (and does not) drive sales performance.
By viewing the ‘sales engine’ holistically, as an ecosystem of component parts that work interdependently to impact sales results, Blackdot are able to identify the root cause of what’s inhibiting and enabling your current performance, including quantifying the payoff in actually getting it right.
Armed with this knowledge, Blackdot stand alongside their clients who engage them to define, implement and embed change programs that bridge the gap between ‘hoping’ and ‘knowing’ they’ll deliver top and bottom line performance improvement.
A Sales Force Effectiveness Analysis is used to support the decision making process by providing a detailed overview of the variety of forces that may be acting on an organisational change issue. It allows the user to assess the source and strength of these forces and is particularly useful in the planning and implementation stages of change management.
Improving Sales Force Performance and EffectivenessL.E.K. Consulting
L.E.K. Managing Director Chris Kenney spoke at a Chief Executive Network event on improving sales force performance and effectiveness. See his presentation here.
What is a sales philosophy and why does it matter? When you have a clear set of guiding principles, your sales efforts are boosted by your clarity and your purposefulness. Prospects will notice, and your results will improve for it.
The Practical Playbook
National Meeting 2016
www.practicalplaybook.org
Bringing Public Health and Primary Care Together: The Practical Playbook National Meeting was at the Hyatt Regency in Bethesda, MD, May 22 - 24, 2016. The meeting was a milestone event towards advancing robust collaborations that improve population health. Key stakeholders from across sectors – representing professional associations, community organizations, government agencies and academic institutions – and across the country came together at the National Meeting to help catalyze a national movement, accelerate collaborations by fostering skill development, and connect with like-minded individuals and organizations to facilitate the exchange of ideas to drive population health improvement.
The National Meeting was also a significant source of tools and resources to advance collaboration. These tools and resources are available below and include:
Session presentations and materials
Poster session content
Photos from the National Meeting
The conversation started at the National Meeting is continuing in a LinkedIn Group "Working Together for Population Health" and Twitter. Use #PPBMeeting to provide feedback on the National Meeting.
The Practical Playbook was developed by the de Beaumont Foundation, the Duke University School of Medicine Department of Community and Family Medicine, the Centers for Disease Control and Prevention (CDC), and the Health Resources & Services Administration (HRSA).
Leading a change: Collaborating to connect employees to your company's strate...LinkedIn Talent Solutions
Nurit Kruk-Zilca, Ceragon
Holly Lignelli, LinkedIn
Change happens, but it's how you lead through it that matters. Effective change leadership happens when HR and business leaders build a solid partnership centered around delivering an employee-centric experience. Nurit Kruk-Zilca, EVP of HR at Ceregon Networks, has led her team and business partners though multiple strategic reorganizations, and will share her thoughts around how HR can create a strong partnership with business leaders navigating change effectively. Holly Lignelli, Senior Insights Manager at LinkedIn, led a global reorganization last year. She will share her perspective as a business leader on how to prepare teams to address change, and how HR can serve as an invaluable resource.
Session highlights:
Change management can be most successful when HR and business leaders build a productive partnership with each other.
It is possible to maintain a strong employer brand, even when a company has to reorganize its workforce to align with company strategy.
HR plays a significant role in connecting a company's strategic vision to the talent that supports it.
Business leaders need to get their leadership team and key stakeholders on board with the change if it is going to be successful.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
There is a vital change happening in healthcare: People are demanding to be treated as savvy consumers, who deserve choices, convenience and fair prices. The same revolution of consumerism that’s shaking up the way the world buys financial services, airline tickets and groceries is finally underway in healthcare. And as healthcare options multiply, this trend will only accelerate. Providers who are ready to respond by creating a strong patient experience are going to win, and those who aren’t will be left behind.
This presentation explains findings from the patient experience study which was conducted to understand the consumer healthcare experience by assessing the gap between patient and providers’ expectations and perceptions, and arm institutions with the ability to assess their own organization, define a successful strategy, and deliver on it.
View the webinar here: http://bit.ly/1RLgTFX
Slideshare hcahps, data driven analysis: how to improve top box scores for co...CRUZ CERDA
In this teaching (fictitious) case study, the authors explore how actual HCAHPS survey data can affect CMO reimbursement and thus revenue. Specifically the authors focused on nurse communication scores as a way to enhance patient experience and increase reimbursements. by @cruzcerda3
Assignment Steps Resources Tutorial help on Excel® and Word fun.docxlynettearnold46882
Assignment Steps
Resources: Tutorial help on Excel® and Word functions can be found on the Microsoft® Office website. There are also additional tutorials via the web offering support for Office products.
Scenario: Imagine you are a business consultant to a firm of your choice. You have been asked to analyze, advise, and create recommendations on how the firm can ensure its future success in its current market.
Work with your instructor to choose a firm that matches the following criteria: a publicly-traded company operating in the U.S. market. Note: A publicly-traded company is a private-sector firm owned by its shareholders/stock holders.
Prepare a minimum 1,050-word analysis of economic data and business data to explain how the core economic principles impact the sustainability of the firm and what actions the firm can take to ensure success.
Address the following:
· Identify the market structure your chosen firm operates in, analyze your chosen firm's current market share, and identify the firm's local/global competitors. Analyze the barriers to entry in this market to illustrate the potential for new competition and its impact on your firm's future in the market. Hints: Be sure you review the barriers to entry discussed in the course text. You might consider presenting the data graphically.
· Identify and explain trends in current macroeconomic indicators for last three years including:
· Current stage of the business cycle.
· Real gross domestic product (GDP).
· Inflation as measured by the consumer price index (CPI).
· Unemployment rate.
· Federal funds rate.
· Current rate for borrowing funds such as the so-called "prime rate." Note: A requirement of the Week 1 Influence of Economics on Household Decision Making report was to gather data on the CPI, GDP, and interest rates, so you should consider reviewing the feedback you received on the Week 1 report.
· Evaluate trends in demand over last three years and explain their impact on the industry and the firm. Include quarterly (last two quarters) and annual sales (last three years) figures for the product your firm sells. Create business strategies by analyzing information and data related to the demand for and supply of your firm's product(s) to support your recommendation for the firm's actions. Remember to include a graphical representation of the data and information used in your analysis.
· Examine available, current data and information, such as pricing and the availability of substitutes, and explain how you could determine the price elasticity of demand for your firm's product. Assess how the price elasticity of demand impacts the firm's pricing decisions and revenue growth.
· Apply the concepts of variable and fixed costs to your firm for informing its output decisions. For instance, analyze how different kinds of costs (labor, research and development, raw materials) affect the firm's level of output.
· Based on the data gathered and analysis performed for this report write a .
: Intralign’s Rep-less Program empowers providers to successfully navigate healthcare reform through better control of the episode of care – which includes reducing the influence of the sales rep.
Patients Recruitment Forecast in Clinical TrialsCognizant
Inaccurate patient recruitment forecasts for clinical trials cost pharmaceuticals and medical device manufacturers a huge amount of resources each year. We offer descriptions and examples of applying stochastic and non-stochastic approaches to increase accuracy in this crucial stage of drug testing.
Integrate RWE into clinical developmentIMSHealthRWES
With greater application of RWE throughout the pharmaceutical
lifecycle, learnings are emerging that offer guidance for
approaches to derive the maximum value. This article captures
the author’s experience at a leading international biotech, with
insights for smoothing RWE assimilation into clinical
development and realizing the benefits it brings.
White Paper written on behalf of athenahealth regarding sources of revenue erosion in medical practices. I researched and wrote this paper while on contract with athenahealth in 2008, in the midst of the financial collapse on Wall Street.
mac donalds final presentation by DARAIN AND SHREYASH
Sales force effectiveness with respect to pharmaceutical organizations
1. SALES FORCE EFFECTIVENESS WITH
RESPECT TO PHARMACEUTICAL
ORGANIZATIONS
SUBMITTED BY –
DARAIN ANAMUL HAQUE
B080
MBA-PHARMATECH
11/9/2015 1
GUIDED BY-
Dr Chandrashekhar Kaushik
3. Purchasing the medication thoroughly relies on upon specialist instead
of the patient
DTC commercial is not approved in pharma industry
Huge measure of cash is spent on doctor showcasing exercises
INTRODUCTION
11/9/2015 3
4. RESEARCH OBJECTIVE
To analyse how
company can
develop a robust
effective field
force
To identify
measures to yield
high efficiency of
medical
representative
Recognise the
factors leading to
increased sales
productivity 411/9/2015
14. FACTOR HYPOTHESIS SIGNIF
ICANC
E
VALUE
HYPOTHESIS TEST
RESULT
MEAN
VALUE
STATTISTICALLY
SIGNIFICANT/INSIGNIFICANT
PROVIDING
SAMPLES
H0,u=3,it’s a neutral
factor making a call
effective
0.000. Hypothesis >0.05 .
hence it’s a reject
null hypothesis
1.59 THE FACTOR IS STATISTICALLY
SIGNIFICANT
LDL’S H0,u=3,it’s a neutral
factor making a call
effective
0.000 Hypothesis >0.05 .
hence it’s a reject
null hypothesis
2.28 THE FACTOR IS STATISTICALLY
SIGNIFICANT
CASE
STUDIES
H0,u=3,it’s a neutral
factor making a call
effective
0.000 Hypothesis >0.05 .
hence it’s a reject
null hypothesis
2.25 THE FACTOR IS STATISTICALLY
SIGNIFICANT
MEDICAL
LITERATURE
H0,u=3,it’s a neutral
factor making a call
effective
0.000 Hypothesis >0.05 .
hence it’s a reject
null hypothesis
1.66 THE FACTOR IS STATISTICALLY
SIGNIFICANT
11/9/2015 14
15. JOURNALS H0,u=3,it’s a neutral
factor making a call
effective
0.000 Hypothesis >0.05 .
hence it’s a reject
null hypothesis
1.88 THE FACTOR IS
STATISTICALLY
SIGNIFICANT
GIFTS H0,u=3,it’s a neutral
factor making a call
effective
0.000 Hypothesis >0.05 .
hence it’s a reject
null hypothesis
1.44 THE FACTOR IS
STATISTICALLY
SIGNIFICANT
PRESCRIPTIO
N PADS
H0,u=3,it’s a neutral
factor making a call
effective
0.000 Hypothesis >0.05 .
hence it’s a reject
null hypothesis
1.59 THE FACTOR IS
STATISTICALLY
SIGNIFICANT
INFORMATIVE
BOOKLETS
H0,u=3,it’s a neutral
factor making a call
effective
0.000 Hypothesis >0.05 .
hence it’s a reject
null hypothesis
1.56 THE FACTOR IS
STATISTICALLY
SIGNIFICANT
11/9/2015 15
17. Frequency of data entry done * electronic
form increased SFE Cross tabulation
Significance level =0.042 (Pearson). This means that
Chi-square test is not showing a significant association
between the two variables. Hence, the null hypothesis is
accepted
11/9/2015 17
18. Recommendations
11/9/2015 18
Sales force is
front face of
the company
hence it must
be maintained
over the
market
standard
Effective
training before
entering the
field must be
given
To effectively
manage time by
proper detailing
of the brand
Effective sales
force is very
much important
as dtc is not
applicable for
pharmaceutical
products
RECOMMENDATION
19. As per study the Companies should also take care of the
quality of the drug, New Research, Drug avaibility, Price,
Samplings, gifts for getting regular prescription flow from
the Doctors.
Attaining Prescription is a very tough & delicate issue as
all these factors provide a synergistic combination to
achieve the final goal.
So, for a proper Brand recall value the Doctors/
Physicians have to be handled with utmost attention &
care. This only will provide better & regular Prescription
conclusion
11/9/2015 19