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Earlier we examined the noteworthy differences among millennial healthcare providers (mHCP) and their older counterparts.

Today’s article concludes those findings with four suggestions to communicate with mHCPs for a sales process that accommodates current trends and delivers value added outcomes.

Healthcare providers (HCP) are in a period of change that is reshaping the challenges of communicating and selling healthcare products. Millennials are on trend to represent a majority of HCPs within the coming decade, and with them comes an entirely new set of operating protocols for adding value and driving engagement through sales and marketing communications.

In-field execution is the combination of all primary engagement activities conducted by the pharma sales rep (PSR) over the course of the workweek, not including call planning, reporting, events, and continuous learning.

In-field execution has evolved significantly since the 90’s, and at this moment several competing trends are adding friction and delays to an already complex and time-strained sales process.

Today we explore the pharma sales process for in-field activities, and offer two viable alternatives for addressing the challenges.

Pre-call prep time is a crucial part of any sales rep’s day, but healthcare sales have seen a renaissance of pre-call planning, and new challenges are being introduced as a result of this evolution.

Problems take shape as the pre-call planning process starts to consume more and more valuable selling time – something pharma sales reps (PSRs) can’t spare.

Today’s article explores the pre-call planning process for healthcare sales, and offers solutions for enhancing the process.

There is no doubt that things are changing in healthcare sales and marketing, and many in the industry are in dire need of an adaptive sales enablement approach that can optimize costs, enhance multi-channel capability, and enable an inbound digital sales and marketing strategy.

So, what is adaptive sales enablement, and why do healthcare industry sales reps need adaptive discussions? Today’s article explores these questions and provides an answer to many sales and marketing challenges in the healthcare industry.

In our last article we looked at the need for multi-channel excellence in the healthcare industry. We already know that many pharmaceutical executives are looking into adopting a multi-channel strategy for cost controls and as a top priority for future growth, but the need goes much deeper than that.

Today’s article builds off our previous discussion and reveals the benefits of using a multi-channel approach for your pharma sales and marketing communications, as well as tactics for implementing a multi-channel strategy today.

Multi-channel, or omni-channel (device agnostic decision journey progression) excellence is a growing challenge in any industry, but none needs it more than the healthcare industry.

A majority of healthcare industry executives have stated that multichannel excellence is a top priority (the second highest priority behind cost controls) and several factors are influencing the growing need for a multichannel strategy.

Today’s article will explore the reasons why traditional in-person approaches are losing favour to multichannel tactics, and what this means for the future of communications.

In our previous post we discussed the growing challenge of sales and marketing costs for life science companies. Sales costs continue to represent more than a quarter of pharma company revenue, meanwhile up to 53% of U.S. physicians place moderate to severe restrictions on who can visit them to make a pitch (Source: ZSassociates, 2015).

This gap calls into question the value of traditional wide-scale in-person healthcare professional (HCP) engagement, and demonstrates the need for an efficient and cost-controlled digital transformation. This can be achieved through the use of digital interactions and analytics.

This week we are continuing our discussion about the top priorities for pharma executives, and we’re revealing the remaining two priorities, an example of success, and recommendations for achieving these results.

Over the last decade, several trends have impacted the life science industry. The most notable changes have occurred in the behaviours of healthcare providers (HCPs), and their feelings towards the industry and pharmaceutical sales reps (PSRs).

Face-to-face trust-based relationships are very important for pharma sales and marketing success, but HCPs are increasingly inaccessible for in-person sales presentations. Worse still, many HCPs distrust the sales content and communications that they receive from pharma.

Today we explore what this means for the pharma industry, and how pharma can turn the tables on these trends.

The behaviour of healthcare professionals (HCP) is changing. Pharma sales reps (PSR) need to adjust the way they engage, and the communications they choose, in order to add value and develop trust with HCPs.

Today’s article explores two concerning trends impacting HCP interactions with PSRs – declining trust, and slow regulatory evolution.