Development of Sales

Effectiveness



S C I E N C E E T P A S S I O N D E L A V I E
If you consider the level of
an average Rep at 100...

For you :
What would be the rate of
a Top Performer ?

What would be the rate of
a Weak Performer ?
If you consider the level of
an average Rep at 100...

a Top Performer is about 150

a Weak Performer is about 60



164


69
140


63
161


55
133


66
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Commercial Effectiveness =
(Good Hiring) X (Development of Selling
skills) X (Motivation)
PFIZER BUSINESS SCHOOL
Pfizer Business School
Pfizer Salesforce will need to change significantly in the
future...
Develop "new" salesforce roles using competency based
approach
Raise salesforce to a product expertise
Create a real customer focused culture by the development of
a commercial effectiveness for all reps.
Support representatives in the knowledge of the customers
environment
Help the sales force by acquiring organisational skills to
better know customer needs and prescribing behaviours
..Increased Pfizer salesforce effectiveness and
differentiation through a world Class Representative
Business School.







Products
Expertise
commercial
effectiveness
Customer
Environnement
Organisational
skills
Rep
Pfizer Business School
4 main sections
3 levels in each
section :
Foundation
g Construction
@ Perfection
Pfizer Business School
3 levels in each section :
Foundation : for all new reps from
the integration to the end of the first
year.
g Construction : between 1 and 3
years of representative experience
@ Perfection : between 3 and 5 years
(or more) of representative experience
Pfizer Business School
Develop "new" salesforce roles using
competency based approach :
+ Implementation of a development review for all reps
taking account of :
Selling skills competency model
g Previous experience
@ Results
Objective : Define the best R.O.I by putting
all relevant reps into the Pfizer Business
Programme.
Foundation
Initial
Training
Period
CAPSYDIA
(8 weeks)
Initial
Training
Period
R.I.U (8
weeks)
Improvment
Training
Session
Psychiatry
(5 days)
Construction
Improvment
Training
Session
Cardiology
(5days)
Improvment
Training
Session
Infectiology
(5 days)
Products Expertise
Training department+Field
Coach Trainers
Training department +
External praticians
Products Expertise
PFIquiz
Cardiology
Infectiology
Psychiatry
Urology
Diabetology
Rhumatology
Neurology
Oncology
Training Department
Perfection
Initial
selling
skills Pfizer
(4 days)
Foundation
g Commercial effectiveness
Construction
FCT Core Curriculum
Preparation,
objective and
close of a call
(2 days)
Active
listening and
investigation(
2 days)
The
pharmacist
call (1 day
1/2)
Conduct a
customer
meeting (3
days)
Handle
objections
(1 day 1/2)
Training departmentor FCT
Neurolinguistic
Programmation
and
Communication
4 days)
Perfection
g Commercial effectiveness
Selling with
Style (3 days)
Assertivity and
verbal
expression (3
days)
Speaking to an
audience (3
days)
External consultants
Foundation
Initial ETMS
and NTIC
session
(5 + 2 days)
@ Organisational skills
Construction
ETMS
Improvment
(2 days)
ETMS Trainer
ETMS Trainer
Perfection
Pack office
for senior
reps (3 days)
@ Organisational skills
Training Departement
Foundation
The hospital
company
j Customer Environnement
1999
Construction
Understand the
hospital
functionning (3
days)
External consultant
Sales Effectiveness Process :
What have we done since April, 1999
Define and present the Pfizer Sales Business School
to all Area and District Managers (April 1999).
Send informations about Sales Business School to all
field forces.
Implement the Sales Effectiveness Development
Review (SEDR) between the DMs and their reps:
Sales effectiveness Competence Review (SECR) ( May- July
1999).
g Training and experience Historical with Pfizer or previous
companies (September 1999)
@ Sales result for each rep (September 1999)


Sales effectiveness Competences Review
(RCEC) ( May- July 1999).
All the districts (44) have achieved the SECR
415 reps into the SECR database
Binary quotation of the Sales effectiveness on
43 competencies.
National / Area / District / Reps SECR
Sales effectiveness Competences Review
Results
Concerning 415 reps and 43 competencies :
National result = 29.3 / 43 and 68 % of commercial
effectiveness.
g Homogeneity of results between the 2 BUs :
29/43 and 67,5 % Capsydia.
29.5/43 and 68.7 % RIU
@ 196 reps under the national result / 219 reps above

Rpartition des DM PFIZER selon la performance RCEC 1999
10%
38%
42%
10%
Faibles : de 0 20 Moyens : de 21 29 Bons : de 30 37 Performants : de 38 43
The Strong points of the RCEC
A good Knowledge of the Pfizer Products and
their medical environment
A good knowledge and respect of the
marketing communication
Reps who know how to develop a confidence
climate with their customers
Good management of medical meetings
A well built an convincing argumentation
reps who listen to the customers needs and
answer to it.
The Weak points of the RCEC
The calls are not enough focused on the
competitors.
Field force doesn t really use the available tools
of qualification and targeting (Icomed / Logimed)
Inexisting calls to the pharmacist in order to
follow the sales.
Reps insufficiently organised in the call structure
(lack of preparation / objective of call / next call
objective)
Reps without a real selling Close of the calls.
Reps who don t use ETMS as it should be.

> Pratique le questionnement et obtient des informations sur les habitudes de prescription des mdecins 347 83,6
> Fait rfrence la visite prcdente 283 68,2
> Exploite les informations obtenues et rpond aux attentes des mdecins (coute et reformulations) 279 67,2
> Il analyse rgulirement les rsutats de la concurrence et ajuste son plan. 262 63,1
> Se fixe des objectifs de visite adapts 261 62,9
> Trouve les moyens appropris ses objectifs 258 62,2
> Se fixe un objectif pour les visites suivantes 228 54,9
> Recherche et obtient des points d'accord 221 53,3
> Il construit son plan oprationnel sectoriel en fonction de la qualification des mdecins ralise. 209 50,4
> Prsente son objectif de visite 182 43,9
> Obtient frquemment des engagements des mdecins 180 43,4
> Gre son fichier, l'actualise d'informations recueillies dans les pharmacies 177 42,7
> Il mesure rgulierement son taux de couverture et sa pression de visite mdicale par rapport au POS 176 42,4
> Fait une synthse des points d'accord 98 23,6
> Il va chez les pharmaciens pour qualifier les mdecins cibls et vrifier l'impact de sa communication 97 23,4
> Pour chaque prescripteur, il croise les informations recueillies en pharmacie avec Icomed/ Logimed 59 14,2
Score of PPG on high value competencies 49%
High Value Competencies inside the SECR
High value competencies : the competencies for which our competitors
concentrate their efforts and exigence
Conclusion
An average level of sales effectivness
score as regards of our sales Ambitions
on the big 6 :
Lack of competitors focus.
gLack of Selling skills and processes.
@Lack of ETMS use and exigence
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Evol (P-M)
R.I.
Score RCEC = 31.9
Nbre de DM = 38 (19%)
Score RCEC = 29.4
Nbre de DM =56 (28%)
Score RCEC = 28.2
Nbre de DM =41 (21%)
Score RCEC = 27.3
Nbre de DM =64 (32%)
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3
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Score RCEC = 31
Nbre de DM = 68 (34%)
Score RCEC = 29.2
Nbre de DM = 31 (16%)
Score RCEC = 28.1
Nbre de DM = 66 (33%)
Score RCEC = 25.1
Nbre de DM = 34 (17%)
Evol (P-M)
R.I.
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1
2
3
4
Score RCEC = 29.7
Nbre de DM = 101 (50.8%)
Score RCEC = 27
Nbre de DM = 1 (0.5%)
Score RCEC = 29.6
Nbre de DM = 88 (44.2%)
Score RCEC = 27.9
Nbre de DM = 9 (4.5%)
Evol (P-M)
R.I.
Sales Effectiveness Process :
next steps : October - December 1999
Sending of the national / area / district RDEC results to all sales
managers.
g Determination of the reps to put into the 2000 Training and
Coaching Development Plan (30 september)
Selection criterias : a/ SECR < Pfizer Av.
b/ Results < Pfizer Av
c/ Low Training Investment
@ Discussion between Training Department and each DM to
determine the Training and Coaching Development Plan for the
elected reps (October 1999).
j Consolidation of needs and preparation of 2000 training
sessions and coaching (october-december 2000)
) Finalisation of the selling skills training programmes directly
managed by the training Department (Selling Skills trainer +
FCT trainers) --> September -December 1999


Finalisation of the selling skills training
programmes directly managed by the training
Department
Active listening and questionning (end of September)
g Preparation, objective, close of the call (end of
october)
@ Answer to objections (end of November)
j the pharmacist call (end of December).

For each module, realisation of a participant book
and a trainer manual.
All the FCT trainers will be trained (TTT) before end
of December to the 4 modules.
CAPSYDIA
Moyenne
RCEC
Jours
Hommes
Formation
Jours
Hommes
Coaching RIU
Moyenne
RCEC
Jours
Hommes
Formation
Jours
Hommes
Coaching
Total
Formation
Niveau 1 Stage Technique de vente Pfizer 20 25 80 20 Nouveaux DM 80 160
Parcours FCT (Formation + Coaching) 61 26 427 305 70 22 490 350 917
Ecoute et invest. 13 26 7 14 40
Niveau 2A Prpa, objectif et conclusion 22 44 13 26 70
Rponses aux objections 6 9 4 6 15
Visite en pharma 10 15 16 24 39
Coaching 38 38 31 31
Niveau 2B Conduire une runion 18 28 54 33 29 99 153
Perfect. Teams 29 32 58 32 33 64 122
Expres. orale 16 33 48 9 32 27 75
Niveau 3 Prise de Parole en Public 23 32 69 12 33 36 105
PNL et Vente 8 31 32 13 33 52 84
Vendre avec Style 46 31 138 33 32 99 237
TOTAL 1000 1017 2017
Nombre de Jours de Formation + Coaching / DM pour l'anne 2000 = 5,7
Develoment needs consolidation PPG :
Sales Effectiveness 2000
Field Coach Trainers :
10 People
5 FCT Capsydia + 5 FCT
3 territories in each BU :


Field Coach trainers : objective
help the district manager to increase
the commercial effectiveness of the identified reps in each
team by
both coaching on field and specific training solutions
Each FCT :
- has 6 to 8 districts
- has 13 to 16 reps
- spend 8 days on specific training
and 6 days on coaching with each
rep during a year
Field Coaching 1D
Active listening and questionning training 2D
Field Coaching 1D
Preparation, objective and close of the call 2D
Field Coaching 1D
Answers to objections 2 D
Field Coaching 1D
Pharmacist call 2 D
Field Coaching 1D
Final coaching 1 D
The Commercial Effectiveness Curriculum
145 reps
concerned
in 2000
Field Coach Training : How to measure the ROI ?
+ Both qualitative and quantitative approach :
Qualitative : Selling Strategic Indicator(SSI) filled by the rep at the start
and the end of the curriculum ---> objective : measure the strengths
and weaknesses in terms of sell behaviours, work on the identified
weaknesses and
measure the Gap the end of the process ---> the SSI is calibrated with the
results
of the 5000 best sales people accross the world
Quantitative : BCG matrix with evolution ratio and implementation ratio for
each
rep in the curriculum
The partnership between FCT and District manager is strong :
- same business objective
- same strategy : more DM coaching for the reps into the Curriculum
- same tools : SSI/ BCG matrix / follow up of doctors calls
- frequent reporting of the FCT to the DM : feedbacks of training/ coaching...
To sumarize the training and development
process to increase the field force
effectiveness
A Competency based approach linked
with results approach
A strong investment for 2000 :
C an average of 6 days /rep of selling skills
training (300 people concerned)
C 145 reps into the comercial effectiveness
curriculum (FCT)
A systematic measure of the R.O.I
Management
Core Curriculum
POOL OF TALENT NEW MANAGERS EXPERIENCED MANAGERS
GOALS
To be prepared to take up a
position as manager in a few
month
To support a new manager
who is taking up new position
To assure that the manager is managing as the other Pfizer
managers
CONCERNED
Employees identified by their
manager. This first choice is
validated by a committee.
They have demonstrate
Pfizer cross-skills such as
Respect for people,
Teamwork
The committee is sure that
their candidacy will be short-
listed if there is any manager
vacancy
External review of
managerial skills
Issued from
Pool of talent
Not issued from pool of talent
Or new recruited
Managers Pfizer in position for
2 years (or more)
Managers who have recently
joined Pfizer and who were
already manager in an other
company
TRAINING
PLAN
General Management
Training programme with
external schools (ISM,
CRC).
International Pfizer Core
Curriculum (implemented by
Tand D France)
Coaching
Review of managerial skills
after one year in the new
position
Training geared to needs
(based on the skills assessment
made while recruiting)
International Pfizer Core
Curriculum (implemented by
Tand D France)
Coaching
Review of managerial
skills after one year in the new
position
Training geared to needs
(based on the skills review)
International Pfizer Core
Curriculum (implemented by
Tand D France)
Coaching
Review of managerial skills
after one year
If OK
INSEAD or HARVARD
(Decision of the Executive
committee)
International Pfizer Core
Curriculum (implemented by
Tand D France)
Review of managerial
skills after one year in the new
position
IF OK
INSEAD or HARVARD
(Decision of the Executive
committee)
THEY WILL
BE
PFIZER MANAGER EXPERIENCED PFIZER
MANAGER
EXPERIENCED PFIZER
MANAGER
LEADER OF THE FUTURE
PFIZER
LEADER OF THE FUTURE
PFIZER
Management Improvement Centre