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Sales Force Effectiveness Study Research

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  • 1. Sales Force Effectiveness Andre Harrell Head of Sales Operations
  • 2. Sales Organization Benchmark
  • 3. Study Overview
    • Objectives
      • Access BioPharms sales organization practices and future business strategy
      • Identify opportunities in sales force effectiveness (SFE) to support future success
      • Provide recommendations for improvement
    • Method/Respondents
      • Interviews conducted among Management Team, Regional Directors, BSMs and GHTMs
      • During Nov and Dec 2006
  • 4. Study Overview
      • organization info
      • job descriptions
      • BSM promotional criteria
      • AB 07 plan
      • Product Plans
      • salary & comp
      • performance ratings
      • call patterns
      • compensation and incentive plans
      • termination data
      • eVoice survey
      • Leadership Competency model
    • Additional Data Sources
  • 5. Key Findings
    • Overall Biopharm SFE Capabilities
    • In general all six areas (Culture, Organization, Management, People, Sales, Recognition) viewed as important
    • Ratings of SFE strengths clustered in middle (3-5 on a 1-7 scale).
      • People and rewards scoring highest
      • management process lowest.
  • 6. Key Findings
    • Culture
    • Traditional outcome focused on culture , changing to greater emphasis on accountability and behavior
    • Concern of becoming big pharma and losing unique culture: due to changing and growing organization
    • Potential disconnect between field and management
      • New leadership
      • Lack of internal promotions
  • 7. Key Findings
    • Organization
    • Low staff turnover
    • Anticipated growth in 2007 (37 new Managers plus additional management) will require management support through Management Processes
    • Lack of tools to manage sales force (training, reporting and feedback now in development)
    • Unclear performance expectations for sales force success
    • Unbalanced Sales performance management ratings
  • 8. Key Findings
    • People
    • Lack of promotion from within perceived as negative by the field
    • Field is unsure of career path/opportunities
    • Promotion criteria unclear
  • 9. Key Findings
    • Reward & Recognition
      • Exceptional base salary; and incentive payments (target and actual) are highest quartile for BRDs, BMS and GHTHs
      • IC earnings inconsistent: T2 earnings significantly less than T1
      • Field:
      • Constantly changing IC Plan
      • Perception of no incentive to exceed 100%
      • Unsure about perq point consistency among Regions, etc.
      • Management:
      • True performance hard to measure
      • Wide IC variations
  • 10. Health Care Professionals Reporting of Representative Visits Sales Force Effectiveness Study BSM Field force
  • 11. Study Overview
    • Objectives
    • Establish baseline sales effectiveness measures for the Biopharms sales forces:
      • Access
      • Type of visits
      • Delivery of content
      • Desired rep. attributes
      • Rep. effectiveness
      • Competition (competitive tactics)
  • 12. Study Overview
    • Methodology
    • Multidimensional research project incl. various qualitative interviews and quantitative surveys
        • Telephone IDIs and Hardcopy rep visit forms
        • Interviews spanned from 5 min. to 75 min
        • Statistically significant differences are shown at the 95% confidence level
    • Respondents
      • Physicians (61) HEMs and PHEMs
      • Nurses (12)
      • Front office staff (33)
      • Sales managers (17)
  • 13. Key findings
    • Most specialty reps are viewed as good, but there are great reps. . .
      • Great reps tend to provide value to the practice and have developed long lasting, service-oriented relationships that make them essential to the practice
      • Great reps also understand the needs of the practice and do not engage in hard selling tactics
      • Physicians are not opposed to selling or the close, however, they want the reps to adapt their message(s) to the needs of the office
    • A great rep will close without you even knowing itgood reps try to close but often sound likenow lets take a break to hear from our sponsor (PHEM)
  • 14. Key Findings
    • Access
    • Practices are adopting stricter access policies with some requiring badges and many limited days and hours for reps, as well as number of reps per day
      • Enforcing these protocols is difficult
      • Better access is gained with schedule appointments
      • Competing reps appear to be scheduling more visits than NNI (64% vs. 50%)
      • Our managers report some difficulty accessing their physicians (15%-25% of the time)
    • BSMs leverage their existing relationships to gain better access
    • When access is restricted BSMs use creativity to gain access
      • Use hemophilia chapter events
      • Become part of the hemophilia community
  • 15. Key Findings
    • Share of Attention
    • BSMs compete with more then just hemophilia reps
    • Present reps need to create a need to maintain current share of attention levels
    • More freq visits assoc. with top of mind reps most assoc. with positive impressions
    • Need to establish value to seek freq access need something new
    • Visits
    • Visits once a month are the most effective
      • BMS call frequency viewed as just right by majority
      • Several HCPs report wanting to see more of the Competing reps
  • 16. Key findings
    • Present Co engaging in more details, while competing reps focus on service
    0.0% 0.0% 5.1% 0.0% Staff training 0.0% 0.0% 33.3% 100.0% Logistics for programs/education 0.0% 0.0% 22.2% 0.0% Follow-up 100.0% 100.0% 44.4% 0.0% Checking-in 15.4% 9.5% 23.1% 6.3% Service call 15.4% 38.1% 23.1% 25.0% Literature drop 15.4% 4.8% 7.7% 0.0% Sample drop 53.8% 47.6% 41.0% 68.8% b Detail Company 3 N=13 Company 2 N=21 Company 1 N=40 Present Co n=16

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