1<!DOCTYPE html>
2
3Anonymous
4/bestp
5/bestp/domrep.nsf
68F350748F3569D76852576C4004FC441
8
9
10
11
12
13
140
15
16
17/bestp/domrep.nsf/products/trends-and-future-directions-for-the-high-performing-district-sales-manager-a-comparative-view-from-2007-and-2009?opendocument
18
19opendocument
2018.232.53.231
21
22
23www.best-in-class.com
24/bestp/domrep.nsf
25BMR




Products & Services

Trends and Future Directions for the High Performing District Sales Manager: A Comparative View from 2007 and 2009

ID: PSM-247


Features:

14 Info Graphics

54 Data Graphics

500 Metrics

47 Narratives

18 Best Practices


Pages: 73


Published: Pre-2014


Delivery Format: Online


 

License Options:
close

Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




Buy Now

 

919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
The district sales manager (DM) is the cornerstone of sales force effectiveness and high performance. As pharmaceutical, biotechnology, and medical device companies evolve, roles and responsibilities for DMs also must evolve to boost sales performance.


Research for this study was conducted through an online survey in 2009 to update 2007 survey data. Deep dive interviews in 2007 captured executive insights and best practices that are still applicable in today’s landscape.

By identifying recent changes, new directions and best practices, this report can help define the most important current and future roles of the district sales manager to drive superior sales productivity and growth including.

  • Sales Force Growth & Reduction Drivers
  • Detailed Sales Model Changes
  • Physician Access Levels
  • Critical DM Activities & Trends in DM Responsibilities
  • Essential DM Management, Leadership & Competency Skills
  • Impact of Pharma Model Changes on DMs
  • Pharma Sales Rep Licensing
  • DM Readiness for Change

Best Practices, LLC used both field surveys and interviews to complete this study. First-line field sales management insights were harvested from 94 sales leaders from 46 different pharmaceutical and biotechnology companies across 24 different countries on six continents. Most key themes cross countries and continents.

Industries Profiled:
Biotech; Pharmaceutical; Health Care; Research; Medical Device; Chemical


Companies Profiled:
Actelion; Schering-Plough; Sanofi-aventis; Shire; Merck; Solvay Pharmaceuticals; Medrad; Takeda Pharmaceuticals; Nova Nordisk; Tibotec; Medtronic; Watson Pharmaceuticals; Novartis; MedPointe; Nycomed; Meda Pharmaceuticals; Ortho-McNeil; MGI Pharma; Pfizer; Merial; PLIVA Pharmaceuticals; Linde; Procter & Gamble Pharma; Lundbeck; Roche; Eli Lilly; Idenix Pharmaceuticals; GlaxoSmithKline; Genentech; Endo Pharmaceuticals; Eisai; Egis; ConvaTec; Cubist Pharmaceuticals; CSL Behring; Cegedim; Bristol-Myers Squibb; Boehringer Ingelheim; Auxilium; Amylin; Amgen; Abbott Laboratories

Study Snapshot

The District Sales Manager is the acknowledged cornerstone of pharmaceutical sales force effectiveness and high performance. Although the traditional DM role is well understood, the position is being re-evaluated today in light of industry pressures that are causing dramatic sales force change.

Many believe that the DM job will become more strategic and less tactical in the near future. Sales leaders are trying to determine what new activities DMs can be expected to take on and what skills and training they will need to succeed during and after the transition occurs.

This report examines the extent of change in current sales force models, investigates DM readiness for change and provides best practices companies are using to help DMs retain their effectiveness in the new marketplace.


Key Findings

MOTTLED VIEWS OF THE EVOLVING BIO-PHARMA SALES LANDSCAPE
  • Overall Industry Hopes For Growth Remain: Companies expect to keep their sales forces flat in the upcoming year – and hope for growth remains with a majority expecting to increase sales staffs within three years. Field research reveals 53 percent of companies expect sales force sizes to increase. Products in development expected to hit the market, sales model changes, new therapeutic areas and customer segments to address will fuel this sales force growth.

ACCELERATED EVOLUTION OF ALTERNATIVE SALES MODELS
  • Alternative Sales & Marketing Channels Emerge: Rapid experimentation is occurring and myriad sales model changes are underway. The “revolutionary re-make” of the outside sales model has been overstated in terms of how quickly e-channels and technologies will transform.
  • Customer Centricity Defines The New Sales Model: The majority of changes are occurring in territory size to better focus reps, to create individualize call plans for key accounts and to reduce how many accounts reps can call upon – all changes designed to deepen customer focus.
  • Training Curricula Evolves To Enable Change: Nearly 60 percent of companies actively are revising the training curriculum for DMs. In the next three years, setting strategic direction, conducting local market analysis, managing budget and solving problems will rise in importance for DM tasks. Fifty-five percent of companies provide greater analytics and decision-training for DMs to differentiate local market priorities and plans.
Table of Contents

PROJECT OVERVIEW 3
Project Methodology and Study Objectives 4
Field Insights Span the Global Bio-Pharma Market 5
Range of Career Levels 6

KEY INSIGHTS 7
Key Observations, Insights and Findings 8

DETAILED FINDINGS 9
Global Pharma Sales Landscape is Still Shifting 10
DSM Future a Chief Concern 11
Most Reps, DMs Reside In-House 12
2007 Sales Force Size 13
2007 Number of Sales Reps and DMs 14
Sales Force Size Expected to Increase 15
Sales Force Growth Potential in 2007 16
Growth Factors and New Sales Models 17
2007, New Products Drove Sales Force Expansion 18
Pipeline Shapes Viewpoint 19
Sales Model in Flux and Cost-Saving Measures Contribute to Reduction 20
2007 Cost Pressures 21
Change Signals Began Lighting Up 22
2009 Field Probes Seek to Isolate Change Drivers 23
Technology is Enabling Change 24
Greater Specialization to Increase Rep Focus 25
Slow Uptake on Differentiated Rep Services 26
DM Training Curriculum 27
CSOs and External Partnerships 29
Pace-of-Change Indicators 30
2007: DM Business Acumen & Decision-Making Gain 31
Local Market Analytics Skills 32
Identifying & Analyzing Business Opportunities 33
2007: Strategic DM Activities 34
2007: Few Expected to Decline in Strategic DM Roles 35
Strategic Field Management 36
Discretionary Budgets, Decision-Training for DMs 37
New Empowerment Models 38
2007: Frequency Varies for Strategic DM Roles 39
DMs also Monitor CI and Build KOL Relationships 40
Gaps Exist in Key Activities 41
Half of Targeted Physicians Limit, Deny Rep Access 42
Experiencing Wide Range of Physician Accessibility 43
Impact of Changing Market on DM Role 44
Trends Morphing DM Role, Redefining Effectiveness 45
EBM and Health Outcomes Changing Sales Process 46
Preparing DMs & Reps on Health Outcomes Data 47
2007 Likeliest Trends 48
Top-Performers 49
2007 Top DM Competencies 50
Business Acumen will help DMs Meet Challenges 51
2007 Need for Stronger Science Background 52
Science Education, Trials Enrollment 53
Broad Training Needs 54
DM Training Requirements 55
2007: Future Changes 56
Sales Force Changes 57
Flexible, Customer-Focused, Trained DMs 58
Implementation 59
DM Success 60
2007: Most Critical DM Skill 61
Sales Rep License 62
More Training 63
Successful DM Skills 64
2007: Skills Most Vital for DMs 65
Managing Different Generations 66
Chief Challenge 67
2007: DM Challenges 68
2007: Diversity Training Offerings 69
Current Training & Importance of Generational Issues 70
Array of Pressures will Continue to Evolve DM Roles 71
Key Insights 72
About Best Practices 73