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3 06, 2013

Bringing Instant Insights (Not Just Charts) to Sales Planning Meetings

By |2017-05-23T15:42:02-08:00June 3rd, 2013|Blog|0 Comments

The starting point for most conversations about a candidate drug’s sales potential is a chart of drug sales by segment and time—month/quarter/year, depending on the planning horizon. Digging deeper, you are ‘treated’ to a huge table, or perhaps a bunch of bar charts, tallying the number of afflicted people, those afflicted who have insurance, those with insurance who are good candidates for a specific class of therapy, and so on, leading to an estimate of patients who will receive the firm’s medicine. Although it’s all the right information, visualizing across multiple time periods, multiple market segments, and multiple filters is an eye-crossing challenge. Like the visuals themselves, conversations jump and dart around unsatisfyingly, from “Wait, did we look at healthcare access in the out years?” to “What was the total incidence again?” until the topic is lost.

Having participated in numerous drug development review and sales planning meetings and having interviewed key stakeholders at multiple firms, we understand first-hand how long it can take participants to level-set on a drug’s go-to-market story. Yet without a concise go-to-market narrative, building consensus around how to improve a drug’s future prospects just isn’t possible. We had a hunch that the right visualization could make a big difference in these meetings, and that got us thinking…


12 03, 2013

A Tale of Two Forecasts: Using Sales Forecasting Software to Bridge the Gap

By |2017-05-23T15:42:02-08:00March 12th, 2013|Blog|0 Comments

A common problem in both portfolio management and sales and operational planning (S&OP) is reconciling product revenue forecasts between a company’s regional sales analysts and its corporate decision-makers. Typically, regional sales analysts focus on short-term objectives, and their forecasts must align with targets or commitments set by regional heads. By contrast, corporate staff tend to be strategically oriented, using long-term forecasts that extend beyond region- or country-specific details.  Forecasting is an iterative process, and without a common platform, it’s easy to lose track of the latest inputs as corporate and regional teams try to reconcile differences and harmonize assumptions. This often leads to a chaotic scramble in order to get reports and figures ready for the portfolio review.

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