Many companies have chosen the strategic question of whether the quantity or the quality of the doctor contacts for success is critical, for the number of visits as the action parameter. In terms of positioning, a crucial error, as the results of the exploration of the Institute for economic analysis, consulting and strategy development (IFABS) show differentiation and sustainability. But there is a solution. Dissatisfied customers are not only warning signal, but concrete action event, to fathom the causes, and to remedy the situation in all sectors. This conduct does not apply to the pharmaceutical sales. A CQS value (customer care quality score) of only 56%, a call quality, with 32% of the contacts of the visited doctors classified as borderline and more 27% negative and drastic internal / external image discrepancies staff and managers reacting accept.
But even if the operational and strategic objectives with this performance, which offers an optimization Doctor Pharmaberater communication the individual companies the opportunity of a clear profile and competitive differentiation. The exploitation of this advantage option’ is omitted but mainly because many people poorly understand the needs of “their” doctors and the clarification of the question typically follows the physician satisfaction in top-down form as macro analysis. Customer satisfaction is determined this from the answers of a representative selected participants and shown in global indices. But this analysis technique not adequately reflects the reality of satisfaction. The problem of global analyses is that they not take into account the impact of different abilities and work styles of field staff in the districts. Measuring customer satisfaction, as if the selling style of all staff would be the same. A realistic determination of the physician satisfaction can be only in the form of bottom-up as clients assessment, the total customer satisfaction from the results of regional micro-studies (so-called regional customer satisfaction studies (RKA)) will be merged. In this way, you get results forming off not only the reality but at the same time specific indications for regional improvement approaches, so a true quality management for the sales. Source: bit.ly/1bHzO56 on the topic: what pharmaceutical sales representatives should learn from archaeologists: the delving strategy for professional pharmaceutical customer management Klaus-Dieter Thill