Pharmaceutical Field

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: on the topic: what pharmaceutical sales representatives should learn from archaeologists: the delving strategy for professional pharmaceutical customer management Klaus-Dieter Thill

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Pharmaceutical Field

Despite present place lacks the perspective everyone is different! This rule also applies to the pharmaceutical field. However, certain types of employees can be identified. Using the results of client assessments, their divisions especially the Ravager is striking. The scheduled implementation of the sales targets based on the ability of pharmaceutical consultants, a most pronounced quality of care in the key areas of “Interviewing”, to create “Competence” and “Service orientation”. Quality care is defined from the relationship of satisfaction with the sales services in relation to the importance of having the areas related performance characteristics for the supervised doctors generated when the target persons (customer care quality score, CQS). In particular the balance of matching balance sheets is crucial for the quality of care in addition to the General capabilities of field staff. You describe the degree of congruence of own image consultant and Doctor external image.

A validated measurement instrument for determination of both sizes of CQS and matching footprint is the regional customer satisfaction analysis (, which enables the implementation of employee-related Betreuungsqualitats assessments. Four basic types of employees can be identified depending on the achieved quality of care. A type is the “Ravager”, the CQS care values between 0% and 50% is. His work binds hardly customers and harm the company’s image overall. A high own image image mismatch (see figure) is particularly striking in this group. So are these Pharma consultants only in a position to identify 38% (importance) customer requirements correctly and adequately allocate scored satisfaction at their targets to only 36%. The dramatic for the sales work: approximately 15% of Pharma speakers belong to this class. Klaus-Dieter Thill / IFABS