It’s not easy getting the most from your sales teams. Organizations are getting better at developing and supporting sales reps to drive sales results. But they still often struggle with the fact that each project, each team and each sales process is different, and therefore requires a fresh look at how to shape the environment to best support the sales reps.
Having a laser focus on patient needs is table stakes in the pharmaceutical and biotechnology sector. Organizations must continually measure and improve their processes for keeping a patient and their community of family and friends informed regarding the patient’s well being. Equally important is giving the patient a voice in their care, including choices about medical options and sharing in decision-making about recovery.
We at ALULA were recently speaking about patient centricity with a Senior Executive of Patient Advocacy at a major biotechnology company. Here is what we learned.
Pharmaceutical companies have been talking about patient-centricity for years.
Yet, many pharma companies find it challenging to make patient-first thinking a pervasive trait throughout their organization.
In its simplest terms, creating a patient-centric culture is about being authentic and open in communicating to patients, taking care to understand their needs, and giving them a voice in the management of their care. Patient-centricity simply requires putting the patient first or being empathetic to their story.
Are you searching for ways to get better results from your sales team? Here’s a chance to look back at some of the top articles and tips from 2018. As we shift into the new year, you’ll have a valuable perspective on how to get the most out of your sales team.
The health care industry has made strides to involve the patient across the entire value chain, from research and development to differentiating the needs of patients, to ensuring efficient ways for access to medication.
There is a movement towards patient-centricity, typically defined as more than just feeling empathy and a connection to patients. More and more, patient-centricity is about creating the intersection between a positive patient outcome and a business benefit.
Pharma sales teams can leverage and form this value-based intersection of patient outcome and business benefit by creating a patient-centric approach in their daily work. If you can increase the pharma sales team effectiveness in creating a patient-centric culture, it likely equates to more sales, more lives saved, and a greater impact on the community.
Coaching is an investment and should be a positive experience for your pharma reps, where they learn what they do well and discover where they can improve.
Below are three proven coaching actions used by effective pharma sales managers to help their teams reach business goals.
Key performance indicators (KPIs) are at the core of pharmaceutical sales. They are simultaneously the output and driver of sales representative behaviors.
Sales representatives use performance indicators to evaluate their relationship management and district sales strategies, ensuring they get the best results. Regional directors use them to identify training and development opportunities in sales reps, revise targets, clarify their own vision and direction, or find new or different ways to motivate performance. National directors use them to make strategic hiring and market development decisions, coach regional directors, and remove barriers.
But while pharma sales KPIs are valuable to all members of your organization, many companies fail to use these metrics to their full potential. Learn how the following three steps can ensure you’re aligning with KPI best practices and maximizing performance improvement.
Is your pharmaceutical sales team motivated? If you are like most sales leaders, you look to KPIs to find out. And that’s a good start – after all, making your sales targets at least indicates that you are putting in the work to be successful. Or, a nice bonus might be the motivator to continue hitting sales targets.
However, we tend to overlook the fact that sales environments are high-pressure, punishing environments to work in, especially when it comes to pharmaceutical sales. Salespeople often face barriers that are out of their control, and failures can stack up quickly.
So, how do you get your sales teams to deliver consistently, stay motivated, and think outside of the box to generate new opportunities?
It’s not easy being a Regional Director in a pharmaceutical sales organization. There is a lot of pressure that comes along with the role.
After all, regional directors (RDs) are frequently being pulled in different directions, trying to satisfy corporate initiatives while also catering to the unique demands of their own districts. They are initiators as well as implementers, expected to translate strategy into its most tangible form in the field. Often this leads to an unfortunate series of misalignments, miscommunications, and misdirection.
So what then can be done to ensure strong and consistent regional director performance in pharmaceutical sales?
Pharmaceutical sales organizations are extremely diverse and have multiple generations represented in them – from baby boomers (born 1946-1964) to Generation X (born 1965-1980) to millennials (born 1981-2000). There are big differences between the generations, including different expectations and preferences when it comes to how they communicate, how they want to be managed, what they are looking for in a job, and how they approach their work. There are also things that the generations have in common.
As a leader, it’s important to be able to flex your style to meet the needs and expectations of all of your employees.
One of the questions you should ask is: How can I tailor my approach according to generational preferences and help meet individuals’ expectations to ensure an aligned, engaged and productive pharmaceutical sales team.
Try the following four strategies to harness the power of a multigenerational workforce.