Pharmaceutical Sales and Marketing Trends 2011
The Pharmaceutical Marketing and Sales Survey 2011 was designed to take the “industry temperature” with respect to current challenges, and to understand how industry leaders plan to overcome those challenges in the next several years. Booz & Company and National Analysts Worldwide collaborated to gather and analyze online survey results from more than 150 pharmaceutical executives. This set of slides presents the findings: 68% of respondents believe that the current pharmaceutical model is broken and needs significant repair, most see major challenges ahead, many expect sales-force time for their products to decrease, and they expect to shift their spending from an emphasis on physicians to nontraditional stakeholders. They also expect to rely more on innovative pricing, payor collaboration, pharmacoeconomic studies, and new service models – along with social media and other new technologies. Less than half of all respondents have engaged with payors on their products prior to Phase III.
Pharmaceutical sales and marketing trends 2011 Key insights
Rolf Fricker Partner Munich, Germany firstname.lastname@example.org +49-89-54525-648 Tobias Handschuh Partner London, England email@example.com +44-20-7393-3368
National Analysts Worldwide
Susan Schwartz McDonald, PhD President & CEO Philadelphia, PA firstname.lastname@example.org +1-215-496-6850 Jill Glathar, PhD Vice President Philadelphia, PA email@example.com +1-215-496-6848
This report was originally published by Booz & Company in 2012.
The Pharmaceutical Marketing and Sales Survey 2011 reflects the views of more than 150 industry executives
• The Pharmaceutical Marketing and Sales Survey 2011 was designed to take the “industry
temperature” with respect to current challenges, and to understand how industry leaders plan to overcome those challenges in the next several years results from more than 150 pharmaceutical executives. resources within their organization.
• Strategy& and National Analysts Worldwide collaborated to gather and analyze online survey – Respondents currently influence, or have responsibility for, commercial sales and/or marketing – They are experienced, having held their positions for an average of five years: They are VPs
(15%), directors (52%), and managers (20%).
– Most are responsible for a product portfolio (46%) or a specific brand (33%). – Their responsibilities are primarily for in-line products (83%); the rest focus on products in
late-stage clinical development (Phases II to III).
• All survey participants work in either the United States or one of the big five European Union
countries, and they represent a diverse range of pharmaceutical companies.
68% of respondents believe that the current pharmaceutical model is broken and needs significant repair
Q: Many people have raised the idea that the current commercial pharmaceutical model is broken and needs significant repair. To what extent do you agree with this assessment? Is the Pharmaceutical Model Broken? - % of Respondents (n=156)
Fewer than 10% believe the model is not broken 68% believe the model is broken
Disagree Neutral Agree Strongly Agree
Respondents see significant challenges: Growing price pressure, emphasis on cost-effectiveness, and more restrictive market access
Q: Looking ahead, please rate how challenging you believe each of the following industry trends will be over the next two years. Upcoming Industry Challenges [Challenges rated significant by >50% of respondents] - % of Respondents (n=156) 70% 69% 60% 53% 50%
Growing healthcare system price/ budget pressures
Growing need to demonstrate costeffectiveness/ outcomes
More restrictive market access
Increasing generic competition
Decreasing sales-force access to MDs
Patient ability to pay
Note: Challenges rated significant (4 or 5) by >50% of respondents; 1–2 = Insignificant challenges; 3 = Neutral; 4–5 = Significant challenges Strategy& 5
Many expect sales-force time for their products to decrease
Q: Will the total amount of sales-force time that is allocated to your product(s) change over the next two years? Projected Change in Sales-Force Time Allocated to Primary Product - % of Respondents (n=156)
Decrease 26% Mean Projected Decrease = 31% 43%
Increase Mean Projected Increase = 58%
32% No Change
Note: Predictably, products slated for increase in SF time have longer mean patent life remaining Strategy& 6
Many also expect to shift spend from their current focus― community MDs―toward key accounts, payors, and hospitals/GPOs
Q: How, if at all, do you believe the percent of sales and marketing expenditures allocated to these targets will change over the next two years? Projected Change in S&M Expenditure Allocation by Marketing Target - % of Respondents (n=156)
Current Mean Expenditure Community MDs Key Accounts Key Opinion Leaders Other HCPs Hospitals/GPOs Payors 29% 13% 11% 10% 9% 7% 2% 3% 12% 10% 5%
Decrease No Change
Projected Expenditure Trends 32%
50% 58% 60% 59% 49%
19% 47% 30% 30% 36% 47%
Those who believe the model is broken plan to disproportionately reduce spending on physicians and increase spending on nontraditional stakeholders
Q: How, if at all, do you believe the percent of sales and marketing expenditures allocated to these targets will change over the next two years? Projected Change in S&M Expenditure Allocation by Marketing Target (Comparison of planned spending between those who are convinced the model is broken and those who are not) - % of Respondents Projected Decrease
Community MDs Key accounts Key opinion leaders Other HCPs
-12% -12% -10% -10% -28% -35% -4% -2% 28% 31% 26% 32% -4% -5% 0% -3% 16% 45% 28% 56% 14% 21% 38% 52% Respondents not convinced model is broken1) (n=50) Respondents convinced model is broken2) (n=106)
1) Population represents those respondents who answered “Strongly Disagree,” “Disagree” or “Neutral” in Q29 2) Population represents those respondents who answered “Strongly Agree” or “Agree” in Q29 Strategy&
More than 50% of respondents expect to rely more on innovative pricing, payor collaboration, pharmacoeconomic studies, and new service models
Q: How, if at all, do you anticipate that your reliance on the following marketing activities will change over the next two years? Projected Change in Marketing Focus - % of Respondents (n=156)
Pricing Strategies Innovative Pricing Payor Collaborations Pharmacoeconomic Studies New Service Models Direct-to-Consumer Initiatives Patient Adherence
6% 5% 6% 8% 6% 9% 6%
35% 36% 38% 37% 43% 43% 47%
59% 59% 56% 55% 51% 48% 47%
No Change Increase
However, to date less than half of all respondents have engaged with payors on their products prior to Phase III
Q: Still thinking about the product on which you spend most of your time, how far in advance of launch [are/did] you initially [meeting/meet] with payors to discuss unmet needs and evidence required to support reimbursement? Timing of Payor Engagement - % of Respondents by Product Responsibility (n=156)
Prior to/During Phase II
Between Phase II and Phase III
During Phase IIIa/b
After Phase III
Note: Phase I clinical trials focus on determining the safety of the compound for use in humans Phase II clinical trials check for efficacy Phase III clinical trials confirm safety and efficacy in large patient populations. IIIa trials are intended to support registration/regulatory approval. IIIb trials are started prior to approval, but are primarily intended to support publications rather than registration or label changes. Strategy&
More than 50% of respondents surveyed plan to respond with increased spending on social media, mobile technologies, and e-detailing
Q: How do you project your budget allocation for the following communications vehicles will change, if at all, over the next two years? Projected Change in Expenditures for Communication Vehicles - % of Respondents (n=156)
MD-oriented Social Media Mobile Technologies e-Detailing MD-oriented Media Channels Search Engine Optimization Product/Disease Websites Patient-oriented Social Media Platforms Video Conference Technologies Patient-oriented Media Channels Patient Advocacy Sites 8% 6% 8% 7% 5% 9% 8% 9% 4% 6%
34% 39% 40% 42% 46% 43% 45% 46% 55% 57% 58% 42%
Decrease No Change
58% 55% 52% 51% 49% 48% 47% 45% 41% 37% 30% 19%
Telereps 12% MD Print/Journal Advertising 39%
Note: Social media, mobile platforms, and e-detailing are all expected to see a boost in spending; even patient-focused social media – uncharted territory – is slated for investment Strategy&
About National Analysts Worldwide
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National Analysts Worldwide is a unique consultancy that integrates sophisticated market research methods with specialized healthcare industry expertise to guide important business decisions for manufacturers of healthcare solutions around the globe. Throughout a full century of business research leadership, including formation of the industry’s oldest specialized healthcare practice, the firm has played a pioneering role in the development of many of the tools that remain industry standards. We continue to offer clients not just the fruits of ongoing methodological evolution, but also a shrewd and pragmatic perspective on how and where to apply emerging techniques, including a full suite of advanced quantitative and qualitative research services overseen by people who qualify as genuine industry thought leaders. Project leaders work closely with a team of in-house methodologists who customize our broad repertoire of choice modeling tools and software -- some of them proprietary -- in ways that build opportunity for innovation and fresh thinking into every assignment. Types of engagements and marketing problems include opportunity assessment and forecasting, clinical trials design, pricing, portfolio strategy, segmentation, positioning, communications, and regulatory support. Our NAscence Bio-Innovation Group helps pharmaceutical companies, large and small, spawn innovative products able to flourish in a challenging, high-stakes environment. The firm is also widely known for its integrated Farsight® forecasting and ROI models that reflect the interactions of multiple stakeholders and customers. The firm’s balanced expertise in methods and marketing, its history of inventive thinking grounded in real world application, and the advantages of global reach with a cordial, boutique style of client service continue to distinguish us as leading candidates for assignments of strategic importance.
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This report was originally published by Booz & Company in 2012.
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