Part D Phase 2 - Pharmaceutical Executive


Part D Phase 2
Companies have been scrambling to get their Medicare contracting in order. Now it's time to figure out part D marketing and sales. Here's a checklist for the months ahead.

Pharmaceutical Executive

TRAINING With Part D, the reimbursement-related environment will become much more complex for sales reps. Training a sales force to succeed in a market heavily influenced by Part D is just as critical as securing adequate formulary access for products. Manufacturers will need to address a number of critical questions:

  • What tools and training will our sales force need to succeed in the Part D environment? How does this vary by level?
  • How can we leverage Part D training to provide our sales force with a competitive advantage in the market?
  • How can we ensure that our sales force is prepared to be successful in developing and executing Part D pull-through initiatives and activities?
  • How can we integrate Part D training into our existing training processes, programs, and materials?


While many unknowns remain with Medicare Part D, pharmaceutical companies don't have the option of waiting to see how things shake out before making critical decisions regarding their activities in brand management, managed-markets marketing, managed-markets sales, and field sales. Now is the time for pharmaceutical companies to assess their own Part D readiness; to identify changes they need to make to structures, processes, strategies, and tactics; and to implement them. This should include:

  • Developing and executing Part D readiness plans at the corporate and product levels
  • Conducting scenario-planning exercises to project how the Part D market will likely evolve
  • Modeling the financial impacts of various scenarios and decisions
  • Refining strategies and programs based on this analysis
  • Developing and implementing programs and tactics
  • Training relevant stakeholders across the organization.

By conducting these activities, companies will be better informed, they will be able to spell out many of their strategic options ahead of time, and they will be able to respond more quickly to the changes that are sure to come.

Kevin Barnett is senior vice president, managed-markets practice, at Campbell Alliance. He can be reached at


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