Maybe for the first time, the pharmaceutical company can no longer depend on the phrase “bigger is better,” as it once was the case that the more people who heard the message, the greater the return. There was a time when pharmaceutical companies used to challenge each other based on the size of their workforce and there was an assumption that such a volume would equal adequate revenue and a rate of return that would satisfy the corporate accountant. All this approach resulted in was market saturation and this occurred even as the market was reinventing itself, anyway. There is more emphasis now on “niche” products and marketability and as such there is more demand for dedicated training and focus, rather than a blanket approach to the issue. Sales force effectiveness is coming under scrutiny like never before, as it is realised that an oversized sales force could not only be neutralising, it could be detrimental to the success of the company.

These days, pharmaceutical sales training falls into two definite categories — education relating to the product itself and technical training in the area of sales and marketing technique, with the emphasis on the latest cutting-edge approaches. The salesperson should not forget that the ultimate goal is to win, but it’s no good accepting a signature on a sales contract at whatever cost. The value of the new contract must be assessed in terms of its strategic goal and logistical impact, quite apart from its economic benefit. Sometimes, a profitable sale “on paper” might turn into a very different outcome, when other factors are assessed.

With margins so narrow, the difference between success and failure so thin, sales force effectiveness is one of the most important metrics an organisation can study. Experienced consultants should be engaged to help in this facet of pharmaceutical sales training, to increase productivity, cut expenditure and boost morale among the sales force. Remember that correct motivation involves far more than just the establishment and availability of monetary bonuses. Indeed, sometimes financial compensation is not a primary driver and the organisation must be able to determine what really pushes each individual on the sales force. More often than not, a goal must not be infinitely achievable, or the sales person could be subconsciously held back as progress is made.

Sales force effectiveness can have a high impact on not only volume, but thin margins and high costs, so individual performance can have a ‘knock on’ effect in other areas. To start off with, the organisation should look at where it is right now, what factors it is using to measure success and how these factors, or metrics, may or may not be detrimental. Correct sizing of the sales force is so important, with territorial allocation and parameters such as “share of voice” optimised. Make sure that the salesperson has neither too few, nor too many sales calls scheduled in any one day and cut back on non-productive activities, such as excess travelling, where at all possible.

Every moment that a salesperson spends with the client, whether detailing or otherwise, should be optimised as part of a revised approach to key account management training.

Alan Gillies is the Director of L2L Consulting, an elite pharmaceutical consultancy firm which specialises in Strategy Development and Implementation Excellence for prestigious multi-national organisations.