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SPI INSIGHT:
HOW A TOP 5 PHARMA
COMPANY CHANGED THE
NRx LAUNCH CURVE
2© Sales Performance International, Inc
HOW A TOP 5 PHARMA
COMPANY CHANGED THE
NRx LAUNCH CURVE
	
CHALLENGE
Consider these...
3© Sales Performance International, Inc
of the representatives to identify their greatest areas for improvement. The
compa...
4© Sales Performance International, Inc
more impactful discussions.
	 When asked what he thought of working with SPI, he s...
5© Sales Performance International, Inc
UNITED STATES, HQ
Corporate Headquarters:
6201 Fairview Road Ste 400
Charlotte, No...
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SPI Insight: Top 5 Pharma Company Changed the NRx Launch Curve

This eBook is a case study of a top 5 pharma company and its NRx launch.

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SPI Insight: Top 5 Pharma Company Changed the NRx Launch Curve

  1. 1. SPI INSIGHT: HOW A TOP 5 PHARMA COMPANY CHANGED THE NRx LAUNCH CURVE
  2. 2. 2© Sales Performance International, Inc HOW A TOP 5 PHARMA COMPANY CHANGED THE NRx LAUNCH CURVE CHALLENGE Consider these facts: • The cost to bring a new pharmaceutical product to market has skyrocketed to over $2.5b. • Only 2 in 10 approved medicines produce revenues that exceed average R&D costs • The average time to competition for a first-in-class product is 1.2 years. • Only a small percentage of products make significant improvements in market share trajectory beyond the first six months Armed with this information, a marketing director with over 15 years of pharmaceutical sales and marketing experience in a top 5 pharmaceutical company understoodtheimportanceofasuccessfullaunchforhisrecentlyapprovedproduct. The difficulty of achieving a successful launch was compounded by several factors: • Changes in the healthcare business and practice model created a new definition of customer value and new expectations of sales representatives • Very little pre-launch market development was deployed • The sales team chosen to launch the product was a mixture of specialty representatives and primary care representatives with varying levels of proficiency in key selling skills (i.e. clinical selling, consultative dialog) • The product had significant clinical outcomes data soon to be published Customers now expect representatives to deliver patient-focused, evidence-based solutions that solve critical clinical and/or business issues. The Marketing Director recognized that there was a misalignment between customer expectations and the ability of the sales team. “When we had a significant opportunity to launch a new pharmaceutical product with clinical outcomes, we knew we had to quickly enhance the clinical selling skills of our sales force, as well as their ability to have a consultative dialog. “ SOLUTION The Director began working with his sales and training counterparts to collaborate on their needs. They were looking for a partner that could help them craft a learning solution that would align the skills of the representatives with the market needs to maximize their launch effectiveness. Since the healthcare market was moving toward more traditional B2B business models, they were looking for a partnerthathaddeepindustryexperiencethatcouldalsoincorporatebestpractices from other B2B industries. He recalled an earlier conversation with SPI and followed up to discuss his needs. It was clear that a partnership was in order. The partnership began with a thorough discovery process. SPI’s specialists sought a comprehensive understanding of the organization’s sales process, buyers and challenges. This included a skills assessment that gauged the competencies
  3. 3. 3© Sales Performance International, Inc of the representatives to identify their greatest areas for improvement. The companies collaborated to set a timeline for the project and identify key goals and successmetrics,whichincludedincreasingtimewithphysiciansandgrowingmarket share and revenue. “We really wanted to roll out the training quickly,” said the Director. “SPI was very accommodating as far as scheduling time with us. They were flexible and able to do things in a very short period of time.” The rigorous discovery process helped SPI tailor the learning solution to align with the brand. Additionally, SPI had personnel trained on the ZINC platform, which facilitated the uploading of content for review by the medical and legal teams and decreased the workload of the company’s training team. Since the training was to be rolled out during regional POA meetings using field trainers, SPI collaborated with L&D personnel to conduct a “train the trainer” webinar for the team that would facilitate the workshops. During the same timeframe, the sales team was preparing for the training by completing eLearning. This eLearning was part of the knowledge acquisition phase of the training and gave the representatives the background and vocabulary needed to make the live workshops (knowledge application phase) more efficient and effective. Following the eLearning, the regional workshops were conducted sequentially over a one-week period. In the workshops, representatives learned key conceptssuchas,howphysiciansaretaughttoformulateclinicalquestionsandhow to leverage that information to enter into a consultative dialog. Instead of relying solely on slide presentations, the instructional design team at SPI created exercises that walked reps through live application of the material. These real-word exercises helped the reps develop the skills necessary to have evidenced-based, consultative conversations with physicians. As an example, one exercise required representatives to create a discussion outline by aligning brand messages with the format used by physicians when formulating a patient-specific, clinical question. In another exercise, representatives had to demonstrate their ability to use an evidence-based clinical question format (PICO) to tie key clinical data for the brand to a patient-specific solution. Creating this link helps physicians see the impact that prescribing the product may have on patient outcomes. Subsequent to the training, the partnership continued as a 6 month follow- up workshop was created to reinforce the concepts and increase the proficiency of the consultative dialog. At the time of the writing of this case study, the workshop was in the process of final tailoring and roll out. IMPACT Although the second workshop has not yet been deployed, the Marketing Director reported a trend break from the early launch data amounting to an incremental40%growthandasignificantupwardbreakintheweeklyNRxresults. In fact,themarketingteamwasabletoprovideanupwardadjustmentoftheirforecast to upper management. Field observations from sales managers confirm how their representatives have changed their thinking on what they want to focus on during calls. This has allowed them to get a little extra time with a physician, or to have
  4. 4. 4© Sales Performance International, Inc more impactful discussions. When asked what he thought of working with SPI, he said, “SPI had the right process and the right people to help us develop impactful training and messages that set our sales team up for success. The results have been nothing short of amazing!” i. “BIOPHARMACEUTICALS IN PERSPECTIVE:” PhRMA.org, Spring 2015. Accessed 18 Jan 2016 http:// chartpack.phrma.org/biophrma-chartpack/research-and-development/drug-development-costs- have-increased ii. “BIOPHARMACEUTICALS IN PERSPECTIVE:” PhRMA.org, Spring 2015. Accessed 18 Jan 2016 http:// chartpack.phrma.org/biophrma-chartpack/research-and-development/few-approved-medicines- are-commercially-successful iii. “BIOPHARMACEUTICALS IN PERSPECTIVE:” PhRMA.org, Spring 2015. Accessed 18 Jan 2016 http:// chartpack.phrma.org/biophrma-chartpack/research-and-development/increasing-competition- within-therapeutic-categories iv. IMS Health, “Launch Excellence IV: a new launch environment.” 2013. Accessed 18 Jan 2016 https:// www.imshealth.com/files/web/Global/Services/Services%20TL/IMS_Launch_Excellence_WP.pdf
  5. 5. 5© Sales Performance International, Inc UNITED STATES, HQ Corporate Headquarters: 6201 Fairview Road Ste 400 Charlotte, North Carolina, USA 28210 +1 704 227 6500 EUROPE Corporate Village – Figueras Building Da Vincilaan 11 B-1930 Zaventem, Belgium +32 2 2525004 UNITED KINGDOM 1st Floor 3 More London Riverside London, SE1 2RE + 44 203 283 4090 GREATER CHINA Room 1707 East Century Building, No. 345 Xian Xia Road, Chang Ning District, Shanghai 200336, China +86 21 3257 7030 CANADA 1200 McGill College Bureau 1100 Montreal Quebec H3B 4G7 Canada +1 514 904 0655 info@spisales.com www.spisales.com www.solutionsellingblog.com

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