Implications for biopharmaceutical companies
Every company may not have a launch product or the ability to promote multiple products, but the key to access is for pharmaceutical manufacturers to think differently about how reps can deliver unique, tailored and relevant offerings to oncology providers.
"There are several areas where manufacturers can help oncologists, but these needs vary by practice setting, geography and the type of cancer they treat," said Roffman.
Companies must adapt their message and approach to meet the varying and evolving needs of their customers. In particular, companies can focus on three areas to improve access. First, they must rethink their approach to academic institutions and large practices.
"The traditional one-to-one selling is no longer sufficient and companies are piloting different account management models to increase the customization and relevance to a large customer," said Roffman.
Second, pharmaceutical companies must customize the portfolio of products that each sales rep carries to become more customer-focused. For example, some companies have evolved their product-focused sales teams to become more tumor-focused. This enables reps to tailor their offerings to particular treatment areas of interest to each oncologist.
Third, to maintain long-term access and relevance to oncologists, companies must develop new, innovative customer engagement models – designed not from the perspective of the pharmaceutical company, but from the perspective of the customer. The trend is toward improving the sales process to optimize customer experience.
Roffman said, "Many companies are building systematic ways to identify the drivers of positive customer experienc
|SOURCE ZS Associates|
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