Profiling & Targeting

Current scenario:

• The concentration of revenue potential in the pharmaceutical industry also follows the “80:20 rule” in most cases
• Approx. 80% of the market potentials are concentrated on approx 20% of customers
• For special products, the concentration is clearly significantly higher in some parts
• Customer classification is often carried out only on the basis of (estimated) customer potentials
• Customer classification is mostly made on the basis of existing datasets only, with an armchair decision, without the involvement of field representatives on-site

Objectives

• Allocation of time, resources, and investment into the customers most valuable to the company (in terms of turnover, increase in turnover, ROI, etc.)
• Avoidance of incorrect allocation of resources (e.g., field visits for less important customers) and use of existing customer know-how in the company

Use of the “Potential & Penetration capability” classification approach

• The “P&P” approach was developed to avoid incorrect resource allocation, considering penetration capability through a company, in addition to customer potential
• The assessment of customers is carried out two-dimensionally
• Customers with high potential, cannot be reached or penetrated (e.g., as a result of their negative attitude towards the company) can be identified and correspondingly classified
• In addition to objective data (e.g., turnover, public patients, total patients, total beds, etc.) classification can also be performed through the subjective consideration of field representatives
• The integration of field representatives increases the acceptance of classification
• The customer know-how of field representatives can be utilized