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Products & Services Sales and Marketing Strategic Alliances Improving Sales and Marketing Effectiveness Sales Force Incentive Management

Management of a Dual Sales Force in a Pharmaceutical Co-Promotion Effort

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ID: 4667


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Pages/Slides: 17


Published: Pre-2013


Delivery Format: Online PDF Document


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • BROWSE SELECTED PAGES
  • SPECIAL OFFER
Study Overview

The successful management of sales teams from two different organizations during a co-promotion effort is a vital yet challenging component to the increased sales and greater returns for both companies. It is often difficult to achieve the necessary cooperation between partners given the fierce sales environment among individual competitors in the pharmaceutical industry. The following practices show how some top pharmaceutical companies overcame this obstacle. This 17-page document details the ways in which the companies have harnessed the strengths of a dual sales force in a co-promotion effort to foster positive relations between co-promotion partner sales representatives as well as to lead a profitable sales campaign.

Key Topics

  • sales teams communication channels and frequency
  • sales force structure and territory alignment
  • relationship management with healthcare professionals
  • sales performance measurement
  • management of incentives package
  • development of training programs


Select best practices inlcude:
  • Mirror territories to facilitate partner communication and coordination.
    *District managers often prefer mirrored territories because it makes it easy to determine who is serving which doctors in a given region, yet they also agree that mirrored territories are easiest to establish when the relationship is a “large pharma - small pharma” partnership.
  • Develop coordinated call schedules and plans on key accounts.
    *Several co promotion district managers were emphatic that partner sales representatives should be “required” to share calendars. One key marketing executive over co- promotions observed, “we required representatives share calendars and call schedules with each other. Our district had the highest market share (on the co promoted product) in the country."
  • Employ similar compensation systems to foster positive relations between co-promote partner sales reps.
    *Generally, unequal compensation plans lead to widespread representative dissatisfaction. Many companies alleviated this problem by having representatives communicate their compensation mechanisms to their partners or by developing a joint discussion whereby representatives from both companies discuss compensation plans.

Methodology
This research originated from a Best Practices, LLC consulting project. It was conducted for a pharmaceutical client and was based on interviews with pharmaceutical benchmark partners.

Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Biotech; Consumer Products; Chemical; Medical Device


Companies Profiled:
Abbott; Sanofi-aventis; Daiichi Pharmaceutical Co.; AstraZeneca; Cephalon; Boehringer-Ingelheim; Elan Corporation; Bristol-Myers Squibb; Menarini Group; GlaxoSmithKline; Eisai; Procter & Gamble; Genentech; Pfizer; Johnson & Johnson; Merck; Roche; Pharmacia & Upjohn; Boehringer Mannheim; Sanofi-Synthelabo Inc.; Solvay America; Sandoz; Novartis; UCB Pharma; Amgen; Parke-Davis

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