In this day and age, pharmaceutical consulting firms provide a strategic service for companies involved in this dynamic industry and provide a crucial extra element as the company battles through uncertain times. Generally, pharmaceutical consultants are industry experts and have often assumed key roles in other areas within the healthcare industry before joining the consulting organisation. Their knowledge and recommendations do not come from textbooks, but from passion, ability and a wide range of personal experiences.

Now more than ever, it’s important for the pharmaceutical company to make the right, strategic decisions as they develop new products and continue to market existing products into the field. The journey between product manufacture and the patient involves numerous layers of bureaucracy, regulatory restrictions and enforcement, even though the patient is much in need of a product. It is in such a taught environment that the pharmaceutical consultant can be worth his or her weight in gold.

After many decades of consultation, it looks like legislation will soon change how the US healthcare industry looks and affect one of the world’s most complex industries. Nobody is sure just how these changes will affect organisations directly involved in the business and this change is likely to unfold over a period of many months and years. As everyone concerned must engage these changes and learn afresh, the prepared organisation will surely be able to capitalise on these opportunities in the years ahead. Change brings threats, but also opportunities and a forward thinking company will employ pharma consulting firms to make the most of these advantages and opportunities.

The selection of the pharmaceutical and healthcare consulting firm must be made on the basis of an organisation’s track record and its ability to operate on the leading edge. The consulting company must balance this experience with its ability to make judgements from a knowledgeable perspective and help to recommend that the organisation take certain steps to address specific challenges. Pharmaceutical consultants should be close at hand at all times as decision makers within the organisation will require their expert input and advice on a regular basis.

If key management decisions appear to be built on shaky ground, the pharmaceutical consultant should always be available and ready to implement a challenge to these positions, if better tactics and an alternate approach could result in a more profitable outcome. This is not to say that the consultant should take the upper hand, but it’s important that the consulting firm retains a somewhat unbiased or even a “devil’s advocate” position, drawing on experience and knowledge of other situations to provide valuable intelligence.

A pharma consulting firm should be able to anticipate trends by looking into its crystal ball and making sure that the organisation is advised of any potential threats or emerging issues that it should be aware of, if likely to impact a position. Sometimes market developments could serve to affect the development of a product that is under consideration and these developments may not be intuitive, so early intervention could in such circumstances make the difference between success or failure. We can see that a relationship between senior executives of the company and the pharmaceutical consulting firm should be very close, with proven synergy and results.

Alan Gillies is the CEO of L2L Consulting, a cutting-edge pharma consultancy firm which specialises in optimising productivity and performance within international companies by applying tailored organisational strategies.

While straightforward economics may dictate that a pharmaceutical company’s bottom line is really driven by the need to sell its products for monetary gain, a more holistic view should be taken. The company is in a critical position, market wise in relation to government regulators and the end consumer. There is a complex understanding and relationship between all the main players and pharmaceutical consultants help to emphasise these individual roles, as they disseminate information to help oil all the moving parts of this complex machine.

FDA regulations require pharmaceutical companies to be in strict compliance, make use of established practices and all safety criteria as they produce products for final use. Marketing plays a critical role in this arrangement and is far more than just a means to an end. As the advisor to the consumer, a pharmacist or physician has a lot of input and must satisfy the patient, whilst also adhering to budgetary restrictions, insurance company stipulations and positions.

The direct communication between health care professionals and the pharmaceutical companies through various marketing channels ultimately dictates the efficient delivery of products and services to the end-user, the patient. There is a lot at stake as the patient’s ability to lead a healthy and productive life can be affected by the quality and standard of the marketing trail. Marketing in this environment is most certainly a two-way operation. The company must not only communicate the benefits and risks of its product to the professional, the reasoning and science behind its introduction and instructions for its use, but the professional must give real world feedback and crucial data to the company.

The contribution of pharma consulting should never be underestimated as it can help to emphasise how certain conditions can be treated by emerging products and help to reveal how other illnesses, previously under-served, could be addressed. Where treatment gaps may have previously existed, the research and work done by the pharmaceutical companies can also raise awareness and enable treatment for patients who may not have realised the treatment was available. There is no guarantee that such amazing products may even find their way into the hands of the sufferer. As such, marketing is pivotal in helping to relay this information from the manufacture, through the professional to the end-user.

Scientific breakthroughs enable the creation of products which are subsequently sanctioned by the government and this whole process focuses on the need for treatment of chronic illnesses. For example, certain side effects or by-products of a critical element may not have been apparent, or the link between illness and cure revealed, unless and until adequate marketing channels are open between the researchers, producers, professionals and patients.

Generally, pharmaceutical consulting firms are highly skilled at developing communication between vital parties and educating all players. Their interaction, encouragement and foresight can help to ensure that the marketing machine is primed and key players are aware of each other’s vital contributions, so important in this hyper-competitive environment.

Alan Gillies is the CEO of L2L Consulting, a cutting-edge pharma consultancy firm which specialises in optimising productivity and performance within international companies by applying tailored organisational strategies.

Some business practitioners use a metric termed the 80/20 rule, which dictates that 80% of an organisation’s business comes from just 20% of its clients. This can be the subject of conjecture and certain clients are always seen as more important by the pharmaceutical company, due either to their pure volume of sales, their position in the market or other important considerations such as a transition to other market areas. Key account management provisions should be brought in by the company and all members of the sales and marketing team made keenly aware of their existence and importance.

A pharmaceutical company has many different stakeholders and must satisfy a number of different “clients.” The company is always involved in industry positioning, political lobbying, public relations and media, as well as the fundamental issues of sales, marketing and financial measurements. There is so much on the plate, be it daily or weekly and there is always a danger that senior management may take on too many issues and end up being less effective overall. As key account management is only as effective as methods and levels of communication and the efforts of the sales and marketing team, a pharmaceutical consulting firm should be engaged to help the company process.

Once an account is designated as key to the success of the business, a determination should be made and a plan of action composed in concert with the pharmaceutical consultants. From the client perspective, what value do they gain from the relationship with the pharmaceutical company and vice versa? There should be an interactive approach to communication here and the goal should be to create a “win-win” scenario at all times, regardless of complexity. The key account is more likely to want to continue with the company if value is delivered over and above the core essentials.

If the client enters the comfort zone when dealing with a pharmaceutical company, it will be more inclined to not only continue the relationship, but also to enhance it or to expand it. When trust is established, the client will often not have to engage so many of its resources in trying to oversee and control the related activities and will foresee the relationship as an efficient one.

Some experts observe that account management is really about damage control. Every now and again problems and issues will undoubtedly arise. It falls to the company to try and understand how a client works and to do its best to anticipate any problems or objections before they occur. The more educated the sales and marketing team and the better the training levels initiated, the more likely it is that any potential stumbling blocks will be easily resolved.

Key account management calls for a highly intelligent assessment of the client’s interpretation of any relationship. As always, a level of satisfaction is at the top of the list and when senior management goes overboard, a long-term relationship is likely, with great potential for additional revenues. Satisfaction is top priority, according to pharma consulting firms.

Alan Gillies is the Director of L2L Consulting, an elite pharmaceutical consultancy firm which specialises in Strategy Development and Implementation Excellence for prestigious multi-national organisations.

Few industries are as competitive or are as subject to complex external dynamics as the pharmaceutical and healthcare fields. The pharmaceutical company must be at the top of its game constantly, as it strives to attract and keep the best minds in the business, as it pushes the boundaries of discovery and development, as it conforms to governmental restrictions or as it seeks to survive economically within a very competitive environment. Faced with so many pressures on a daily basis, business executives would do well to seek out the services of pharmaceutical consulting organisations, offering direct assistance, know-how and experience to form an essential backup or safety net.

The population relies on the advances made by pharmaceutical companies as health levels improve, but these companies are facing a lot of challenges nonetheless. Through cutting edge developments, a company may create products able to make a significant difference to the health of the nation, but may yet face considerable obstacles before such products could be brought to market. In addition to scientific and creative expertise, the company must ensure that its sales and marketing and lobbying teams are top-notch. While the company should concentrate on its core values, it could enlist the services of pharmaceutical consultants to ensure that sellers and marketing teams are fully trained and ready to hit the ground running.

You could say that there are a lot of moving parts in the life of a healthcare product as it travels from the company to the suffering patients. At the beginning of the line, investors and regulatory authorities must be on the same page before the product may be created, made available to marketers, sold to healthcare professionals and pharmacists with the blessing of the financiers. This is a difficult path and the patient may not even get to know about the option unless the pharmaceutical company has a first-class marketing set up.

A pharma consulting company will have extensive background in the pharmaceutical industry and be very aware of the complex interactions between all the players. Consultants will have hands-on experience, not text book smarts and be very aware of the loopholes and pitfalls that a company may face ahead.

One of the largest costs for a company is usually its workforce. Without proper incentives, the best tools and knowledge base, the workforce cannot be of best value to the company. Sales executives must be instilled with the ability to bring the company’s product to the attention of the buyer and must be ready to counter all obstacles that will undoubtedly be put in their way.

It makes sense from every perspective for a pharmaceutical company to engage with a top-notch consulting organisation. A company that stretches itself too thinly may end up taking resources away from its core areas of expertise. A consulting firm will train and motivate the sales and marketing team so that they are perfectly placed to be of service to the host organisation.

Alan Gillies is the Director of L2L Consulting, an elite pharmaceutical consultancy firm which specialises in Strategy Development and Implementation Excellence for prestigious multi-national organisations.

The healthcare system represents an extremely complex dynamic and due to its size can be a primary driver of a country’s economic engine. Within this industry, a new product must face complex restrictions and the attention of a variety of different parties. Before a solution to the patient’s problem may be presented, it has to face a complex path from the scientist at one end to the sufferer at the other. In the dissemination of information, pharmaceutical consultants help to ensure that all those who have an input into the decision-making process are fully aware of all the repercussions.

A pharmaceutical company faces many challenges, quite apart from the manufacture of its products. The pharmaceutical consulting firm helps the company understand how it needs to educate the consumer. Pharmaceutical companies regularly operate on the sharp end of discovery and their revelations may be truly ground-breaking. Without an adequate marketing channel, these findings might never make their way via the regulators to the front-line professionals. Those with a financial interest, especially the all important insurers, will also benefit from a good marketing approach, as they will be made aware of the positive features and benefits associated.

While regulators will ultimately determine if a pharmaceutical product may be made available and will confirm the associated claims, the pharmaceutical company must be able to market itself, its reputation and its products within the ultra-competitive and distracted healthcare industry. There are a lot of vested interests to take into account and some of these interests may promote older or generic medications, sometimes to the general detriment of the patient. Pharmaceutical companies must create a position within such a difficult marketplace, in order to push science and discovery and their own significant position forward.

Sometimes, the vested interests are very powerful and do not serve the ultimate client best. In popular opinion, healthcare reform is always controversial and the pharmaceutical company would do well to accurately and forcefully communicate its position. The harried physician must listen to many different interested parties before a decision can be made about the patient, including the views of other professionals, training and education, patient restrictions, formularies, best practices and traditions. Statistics tell us that 90% of the most frequently prescribed drugs are generics and thus it is difficult for pharmaceutical companies to ensure that they are being heard in the right place at the right time. Generally, pharma consulting firms play their part in helping to establish channels and best practices.

Pharmaceutical companies have been responsible for many of the most amazing discoveries in the world of medicine. Cures that would have been unheard-of a generation ago are now commonplace. Much emphasis must be put on marketing “the word” to ensure that our health care continues to improve.

Alan Gillies is the Managing Director of L2L Consulting, specialising in enabling pharmaceutical companies to achieve new heights of productivity and performance, throughout all levels of management and revenue generating activities.

All the work that you put into creating and positioning the product will be of no use unless the pharmaceutical company can successfully market its products to the end-user. The selection of a productive sales and marketing team is critical to the survival of the company and this team must be adequately trained in not only the value and benefits of the product, but the techniques, initiatives and strategies necessary to go out into the marketplace and actually sell. Sales force effectiveness is of such critical importance, yet it is often poorly reviewed or supervised. Invariably, pharmaceutical consultants are highly skilled in training and motivating and can bring a company’s sales team up to a high level of effectiveness, with considerable potential gain for the organisation.

One well-known football coach once claimed that “winning isn’t everything, it’s the only thing.” This is a mindset that a sales and marketing executive should retain at all times. Although valuable contacts may be made and additional experience a must, if no sales are made then no value is realised, either.

It is essential to correctly motivate a team and one of the first things that a pharmaceutical consulting firm will help initiate is the creation of meaningful measurement tools. It is important to remember that activity levels are not the “be all and end all” of sales. It should be remembered that sales volume by itself is not an indicator of efficient activity by the sales executive, as it must be related to value. The creation of the account must foster a value relationship between all the principals, quite apart from the raw dollar amounts involved. It is important to align the buyer’s strategy and position with the company’s. Sales people should not be incentivised unless there is a clear gain for the company and the client achieves value, thereby cementing the relationship.

Incentivisation requires the creation of meaningful benchmarks and goals. There must always be something for the salesperson to reach and always a further incentive throughout the sales structure. In other words, there should never really be an “achievable” end result for the sales executive, or a target that, once achieved, promotes a lack of further engagement.

Time management is essential and while a sales manager will undoubtedly have administrative elements to take care of, the company should make sure that he or she is able to complete these as efficiently as possible, using provided, high-efficiency tools as needed. Did you know that many sales executives actually spend less than 25% of their time in direct communication with clients?

In summary, a sales team can only be highly effective if they have been trained well and are involved in an ongoing process of training. This will include not only product education but also sales technique and delivery elements as well as time management and application theory, with the science of personal inter-communication. To help get this right, engage pharma consulting experts.

Alan Gillies is the CEO of L2L Consulting, a cutting-edge pharma consultancy firm which specialises in optimising productivity and performance within international companies by applying tailored organisational strategies.

Proper incentivisation is critical to the effectiveness of an organisation’s sales force. However, the methods of incentivisation are often misinterpreted, poorly devised or glossed over, ultimately leading to low levels of efficiency and morale, poorly motivated individuals and lacklustre results. The pharmaceutical company may be a leader in its field, be very creative and with cutting-edge solutions, but the organisation will only be truly effective if its sales and marketing team is well prepared and trained. The team must not only be knowledgeable about the product, its features and benefits, but must be infused with the knowledge, techniques and strategies needed to exist and produce within a highly competitive commercial environment. Most pharmaceutical consultants have a wide range of experience themselves and know full well how to motivate, manage and process a sales team.

The achievement of the sale is not the end of the story. It is true to say that without sales nothing happens, but many different factors must be used to judge the absolute value of a sale. The sales executive may appear to be very efficient, but unless a meaningful relationship has been created between the buyer and the seller, the overall or net value of the transaction can be questioned. In this analysis, incentives must be prepared and deployed selectively, with the aim of achieving a “win-win” solution all around.

It is human nature for an individual to likely be more productive if he or she is incentivised. This will require the creation of sensible goals related to existing benchmarks. Correct incentivisation will enhance the effectiveness of the sales force, but the opposite is also true. The goals set should represent a journey rather than the destination and multi-tiered targets should encourage, but always lead to a “carrot” which is just out of reach. In this way, the sales executive will be always focused.

In most cases, pharmaceutical consulting firms tell us that sales executives spend the majority of their time on ancillary and sometimes mundane administrative work and a minority of their time in direct communication with prospects or engaged with client management. This is why time management should be considered as a top priority and company executives should never put onerous administrative and accounting burdens in front of their productive sales team. Creativity and enthusiasm can be stifled within certain outgoing personality types, through the imposition of onerous or even boring demands.

If a comprehensive training program is practised by the organisation, each team member will get the feeling that he or she is dynamically engaged with the overall goal. Do not confuse administration with training – training is a priority, while administrative burdens should be minimised. This should include product awareness as well as methodology and techniques, and the latest procedures can be implemented through pharma consulting firms. Such companies have been proven to raise morale, cut out negative emotions, inject just the right amount of enthusiasm and draw on their extensive industry background.

Alan Gillies is the Director of L2L Consulting, an elite pharmaceutical consultancy firm which specialises in Strategy Development and Implementation Excellence for prestigious multi-national organisations.