Have any TNS offices been successful in accomplishing that goal?
Our group in Germany offers an example of how to work in a more integrated fashion with pharmaceutical companies. That
group interfaces with market research teams, but it also works with brand managers, facilitating workshops with them and the
various country leaders to help them derive value from the research and think about the actions they need to take in their
respective areas of responsibility.
In order to do that, clients not only have to value and pay for the research, they have to value and pay for the workshops.
Which of industry's issues most affects market research?
The dynamics in the marketplace are changing. The world of the past is exactly that—the past. We're dealing with fewer
new products. There are so many established brands that are losing patent protection. The most recent safety-related issues,
with Vioxx being the trigger, will probably result in FDA being more conservative. That may not mean there will be fewer new
products, but it does mean they're likely to come to market more slowly. To compound that problem, there's added pressure
on the cost of drugs in the United States. I don't foresee any of this going away in the short term.
How will drying pipelines change the way pharma companies conduct research?
I expect pharmaceutical companies to say, "I can't hang my hat solely on new products. I need to ensure that I'm doing
the best to optimize the pipeline and doing the best with each and every brand I have in the market."
So they will start to see performance management as a key area, which allows them to focus on in-market brands and ensure
that everything is being done to optimize those products in every market in which they're operating.
How do you define performance management?
Making every opportunity work. Making sure the sales force has everything going for it. Looking at what companies already
have as assets to see where else they can leverage them.
We see it as an emerging area where there are not yet fully formed solutions in the marketplace. But we think the essence
of performance management lies in bringing together solutions from different parts of the healthcare division to form a cohesive
program. We're focusing on brand performance and sales force performance (as distinct from sales force effectiveness) and
augmenting that with our communications and pricing and reimbursement capabilities. The goal is to create a suite of services
that logically fit together, talk to one another, and give clients a tool to manage the performance of a brand in countries
where it is marketed.
The concept sounds great, but it must be tough to implement at a time when standards are rapidly changing.
The industry isn't going to lie down and play dead. They're going to redefine how they're going to be successful, and we
have to follow.
We're recognized for our expertise in stakeholder management. One of the stakeholders in pharma is the sales force. We've
evaluated sales forces in Europe and the United States on several key dimensions: product knowledge, service, responsiveness,
ability to provide access to important information, and so forth. We've then compared the result to how the competition's
sales forces are viewed and how they stack up. You may see that you're doing well generally but your sales force doesn't deliver,
let's say, the same caliber of product knowledge that the competition does. Therefore, physicians are more satisfied with
the competition and tend to prescribe their drug more often than yours.
You have an opportunity to better train your sales organization. You might then ask, "If I improve my performance on this
dimension, how much is it going to cost me? And how much am I going to get in return?"
Volumetric forecasting will help clients answer those questions and assess their sales forces in ways they may not have in
the past. And once we've identified the key measures they need to maintain, we can track them on an ongoing basis so they
can ensure that the things in which they're doing well continue to do well and those areas in which they need improvement
are seeing improvement and increased productivity.
Information Industrialist Elaine Riddell began her career in 1974 at Abbott Laboratories in Montreal, Canada, and rose through the ranks to become
manager of sales administration in 1979. She made the switch out of Big Pharma and into market research in 1982, when she
joined IMS Canada as a senior account executive. Riddell flourished at IMS during her more than ten-year tenure there, rising
to product director of the market research division, vice-president of finance, administration, and operations, and then vice-president
of marketing for IMS America. In 1993, she became president of Market Measures Interactive, and then in 1999, CEO of the research
behemoth NOP World Health. Since 2003, she has served as CEO of TNS’ Healthcare Sector, the largest primary research provider
to the healthcare industry.