A New Paradigm in Pharmaceutical Sales and Marketing

The post-pandemic era is ushering in crucial transformations in the pharmaceutical sales sector, particularly in digital communication and data utilization. The necessity of remote engagements has amplified the need for robust digital channels, while the increasing importance of real-world data presents its challenges and opportunities. As companies scramble to attract the right talent to analyze this data, a new emphasis on marketing expertise is emerging among sales leaders. The rapid expansion of digital content requires careful curation to ensure it meets customers’ expectations. These trends reflect the evolving landscape of pharmaceutical sales, where adaptability, digital proficiency, and data literacy are becoming indispensable assets.

In an interview with Kamiya, the Country Sales Director for Regeneron in Japan, he shared insights drawn from his extensive experience to address current transformations in the pharmaceutical sector. With his unique blend of sales and marketing expertise, he’s navigating challenges from digital communication shifts to real-world data utilization, driving strategic change in this evolving landscape.

How did your previous experiences at Pfizer Japan help you in your current role at Regeneron?

Being a Country Sales Director for Regeneron in Japan, I have a multifaceted role that revolves around our product for atopic dermatitis. Currently, one of my key responsibilities is building a new sales organization. It is a tremendous mission, but by this year's end, we expect to have a strong team of 100 members. I find great satisfaction in leading this growth and seeing our sales team evolve.

Before stepping into my role at Regeneron, I spent 23 enriching years at Pfizer Japan. My journey there was diverse and fulfilling, with sales and marketing experiences. These years of varied roles equipped me with a deep understanding of the pharmaceutical landscape and prepared me for my current position at Regeneron. It is an exciting time at Regeneron, and I look forward to what the future holds for us.

What skills and competencies have you developed in your past roles, and how does that equip you to handle the job of Country Sales Director?

In my past roles at Pfizer Japan, I held multiple positions in sales leadership, serving as a District Manager and later as Sales Director. These roles gave me invaluable hands-on experience in managing and growing sales teams.

After completing my MBA program, I transitioned into the Marketing Department, where I led a brand team. This was a pivotal phase in my career as it allowed me to delve deeper into brand strategies and marketing dynamics.

I have a balanced and rich background in both sales and marketing. This dual expertise has shaped my understanding of the business and is vital to my success as a sales director. Deep knowledge of both domains is crucial to effectively driving business growth. I am proud to bring this comprehensive skill set to my role at Regeneron.

How has the COVID-19 pandemic impacted the pharmaceutical sales landscape, and what challenges have you faced in adapting to the new environment?

In the wake of the COVID-19 pandemic, the pharmaceutical sales landscape has undoubtedly been transformed. Like many others in the industry, we have faced challenges maintaining our customer connection. Traditional face-to-face interactions have been replaced with digital channels, which present their unique hurdles.

Navigating these digital channels is not straightforward, especially in our industry, where regulations are complicated and stringent. Providing appropriate and timely information to our customers through these platforms can be daunting. This is a challenge in Japan and universally across pharmaceutical companies as we grapple with similar regulatory environments.

The resource allocation for these digital efforts has also been a complex puzzle. Amid these changes, we are constantly reassessing our strategy to ensure we effectively reach our customers and provide them with the information they need when they need it. It is a challenging time but also an opportunity for us to innovate and find new ways to engage with our customers.

What are some opportunities and challenges in utilizing real-world data in the pharmaceutical industry?

One area ripe for improvement in our industry is utilizing real-world data. Many pharmaceutical companies like Pfizer, where I spent a significant part of my career, have recently sought to leverage this data type. However, effectively using real-world data remains a challenge.

The struggle lies not just in collecting the data but also in analyzing and interpreting it. The industry needs specialists who can handle this intricate work, as these individuals are few and far between. One potential solution is to secure the right talent from other industries, people who can bring fresh perspectives and skills to our sector.

The goal, of course, is to get this real-world data to our customers promptly and effectively. This would allow us to inform them better and improve our services. However, finding the right timing and speed for this process is a challenge we are actively working to overcome.

According to you, where do you in envision the industry moving forward in the coming years? What role do you see yourself playing in shaping that direction?

Looking forward, I foresee two significant shifts in our industry. First, there will likely be a decrease in the number of salespeople. While major pharmaceutical companies, including ours, are currently working to build strong sales teams, we also recognize that our sales tactics need to evolve. Many companies are starting to invest more in field medical teams as a way to adapt to the changing landscape. This trend will only continue to gain strength.

Second, the digital transformation of our industry is accelerating. There has been a surge in digital content and data-driven approaches. However, I believe the sheer volume of content now available may not necessarily align with our customers’ expectations or needs. The challenge for us is to refine our content and our strategies for delivering it to our customers. We must carefully consider our data strategy, ensuring that our digital content and delivery methods meet our customers’ requirements and add value to our interactions with them.

What advice would you give aspiring professionals who aim to reach the same position as you in the pharmaceutical industry?

A trend I have noticed recently, including in my own experience, is that only some sales leads have a background in marketing. Here in Japan, most sales leads primarily have sales experience. However, I firmly believe that future sales leaders also need marketing experience.

The reason is simple. Marketing, especially area marketing, is crucial in communicating our daily messages to customers and patients. A leader needs more marketing knowledge to communicate effectively with customers and patients. This could, in turn, impact our relationships and overall business performance.

Therefore, it is clear that marketing experience will be a highly sought-after qualification for sales leaders shortly. This shift is not just inevitable but also necessary for the growth and evolution of our industry.