A topic of conversation that is often asked and discussed at length is what value is really delivered from personal selling within the pharmaceutical industry and can this be quantified.
Once regarded as the primary method for engaging with the healthcare community, the traditional approach of leveraging a medical sales representative or key account manager to influence prescribing behaviour remains a widely accepted deployment strategy among pharmaceutical manufacturers, particularly for brands in the launch and growth phases of their lifecycle. After reviewing recent evidence indicating that organisational investments in medical sales representatives positively impact pharmaceutical sales performance, it is evident that these investments enhance personal selling efforts and reinforce physician loyalty1. This effect is achieved through the strategic use of persuasive skills, which play a crucial role in shaping prescribing behaviours.
At first glance, the study presents compelling findings that support the positive impact of investing in medical sales representatives. However, a closer examination of the sample and methodology raises important questions. The research is based on a survey of 338 respondents, all of whom are senior managers, middle managers, or sales representatives within pharmaceutical manufacturers, groups that may have a vested interest in the results. This raises concerns about potential bias, as the study lacks an external customer perspective. Would healthcare professionals and other stakeholders align with these findings, or might their views present a different picture?
Furthermore, while the study establishes a positive correlation between investment in sales representatives and sales performance, it does not demonstrate causation. Other critical factors such as brand reputation, pricing strategies, market access, regulatory approvals and digital marketing are overlooked. Despite their potential to be equally or even more influential in driving sales. Without accounting for these variables, the study may present an overly optimistic view of the true impact of sales representative investments.
To effectively quantify impact, we must first understand the investment required to keep a single medical sales representative in a customer-facing role for a year. How often do we truly evaluate these costs? Depending on factors such as compensation, variable pay, specialty, and expertise, the total cost per representative once fully loaded with discretionary spend typically falls between £120,000 and £150,000.
Assessing efficiency becomes essential in determining whether this investment is generating value. Key considerations include maximising customer-facing days, minimising non-essential internal meetings that divert focus and balancing the number of interactions with their quality. This often leads to a tension between hitting KPIs vs. adding real value and strengthening relationships.
With healthcare professionals (HCPs) facing increasing workload pressures and patient backlogs limiting availability, accessibility challenges continue to grow. In this environment, how can medical sales representatives deliver a strong return on investment? Assuming 165 customer-facing days per year (72% of available working days) and two meaningful interactions per day, an annual total of 330 engagements may be achievable.
But are all interactions equally valuable? Ideally, a one-to-one conversation provides deeper engagement and adds more value than a group setting, where key messages may be diluted. While lunchtime meetings and presentations help overcome access issues by providing HCPs with a break in a relaxed setting, the real challenge lies in converting goodwill into meaningful, two-way discussions. That must be the ultimate goal, ensuring interactions lead to genuine engagement, influencing behaviours, and driving long-term impact.
This values each interaction at just over £400, a figure comparable to the annual cost of a patient on Forxiga, which was identified by the NHS as the fastest-growing product in the 2023/24 annual prescription cost analysis2. However, a single interaction alone is unlikely to drive a meaningful change in prescribing behaviour, necessitating multiple touchpoints to reinforce key messages. The required number of engagements will vary depending on individual customer needs, directly influencing the reach and scalability of the personal selling model within the healthcare landscape.
The discussion has centred on the value generated by medical sales representatives, particularly their role in the launch and growth stages of a product’s lifecycle. However, how frequently is a cost vs. revenue analysis conducted? Based on an estimated average annual cost of £135,000 per FTE, can individual brands sustain this expense alone, or are these costs absorbed within a broader heritage portfolio to offset or dilute the true investment? Given that new products rarely generate a return within their first three years, the medical sales representative is often viewed as a necessary cost of doing business, simply because it has traditionally been the go-to-market model.
Is it time to reassess this approach? Instead of viewing medical sales representative investment as a fixed cost, should we be evaluating incremental return at a more granular level—measuring exactly how much growth is generated for every £1 invested?
Have we lost sight of what healthcare professionals (HCPs) truly want? A survey by Accenture of 720 HCPs, including general practitioners, oncologists, immunologists, and cardiologists, highlights shifting expectations and opportunities for pharmaceutical companies to build stronger relationships by gaining time, trust, and influence with both HCPs and their patients3.
Key Findings:
The Opportunity: Quality over quantity
A striking 88% of HCPs stated they would be twice as likely to meet with other companies or reps if they replicated their best existing relationships. This raises a fundamental question: Is the barrier one of access, or is it about capabilities? The opportunity exists, but success depends on the quality of interactions or, in other words, the customer experience.
Beyond Messaging: Delivering Real Value
Accenture’s research further reveals that HCPs place the highest value on content that supports their patients. In fact, half of the “best” content they recently received was:
This signals a shift away from traditional promotional messaging toward a solution-driven approach that prioritises what HCPs truly need. Instead of focusing solely on brand communication, pharmaceutical companies must understand what HCPs value and provide tools that help them achieve their goals, often extending beyond the product itself.
In summary, the medical sales representative remains a valuable but costly resource, with limited opportunities to influence HCP prescribing behaviour. Trust and engagement will be earned only when genuine value is provided, ensuring time is made available for meaningful interactions.
With an average of 330 touchpoints per year at an estimated annual cost of £135,000, each interaction carries a significant opportunity cost. This underscores the need for strategic deployment, focusing on a select group of high value HCPs where a trusted partnership can be established. The goal must be to align interventions with areas where they can deliver real patient benefit, ensuring every engagement is both purposeful and impactful.
Article sources
1. Dhameeth GD and Prewitt J, Journal of Marketing & Supply Chain Management: "Evaluating the Impact of Organizational Investments in Medical Sales Representatives on Pharmaceutical Performance through Physician Promotion Channels" Volume 3(6): 9-9
2. NHS Business Services Authority: “Prescription Cost Analysis – England 2023/24 | NHSBSA” Accessed January 2025
3. Accenture.com: “The New Rules of Healthcare Provider Engagement | Accenture” Accessed January 2025
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