“Can you answer the difficulty, priority, and resource allocation for customers with four different share values objectively and quantitatively?”

With the introduction of digital tools for sales support such as SFA/CRM, MRs now receive an overwhelming amount of customer analysis data from the headquarters, and basic marketing activities are now centrally managed by the headquarters.

The previously self-managed, subjective MR activities based on individual thinking and action management are no longer necessary, and the scope of responsibilities entrusted to MRs has become minimal.

However, there have been reported cases where even with accurate data created by the headquarters, effectiveness is not achieved.

Unlike consumer goods marketing, which involves extracting prospective customers from potential customers, pharmaceutical marketing requires MRs to individually tackle targeted customers who need a physician’s prescription.

Therefore, the market-in approach of understanding the needs and preferences of customers and providing better services and products is not sufficient. Subjective factors such as experience and intuition are essential to unconsciously adapt to customers.

The role of digital tools in pharmaceutical marketing is not to “manage” MRs but to “support sales activities.” This needs to be recognized again. Using market share theory, it is possible to quantitatively understand the customer profile through analysis and support appropriate sales activities of MRs.