Four Key Salesforce Strategies to Delight Oncologists

Kano-model-based research uncovers the attributes oncologists value most

Sales reps remain the best conduit to get your product in front of oncologists. But with 250+ brands competing for oncologists’ mindshare, simply getting in the door is not enough. You need to capture attention quickly and provide information oncologists find valuable. ZoomRx deployed a Kano Model research program to discover precisely what is valued—and 4 key strategies to make your salesforces more effective.

The Kano Model Framework: Satisfaction vs Dissatisfaction

The Kano Model framework is a mainstay in the consumer world. Brands use it to assess consumer response to the presence or absence of specific attributes, to classify those attributes into the ones that drive satisfaction vs dissatisfaction. We customized this framework to evaluate 30+ sales rep performance attributes, as evaluated by >60 oncologists.

We used a 5-point scale to learn what works (functional) and what doesn’t work (dysfunctional).

Based on the outcomes, we grouped the results into 4 categories:

1. Fulfillers: Attributes that drive satisfaction when reps deliver well, but are perceived neutrally when reps do not deliver well
2. Gratifiers: Attributes that drive satisfaction when reps deliver well and lead to dissatisfaction when reps do not deliver well
3. Tablestakes: Attributes that are perceived as neutral when reps deliver well, but which create dissatisfaction when reps do not deliver well
4. Trivial: Attributes that create neither satisfaction nor dissatisfaction, regardless of how reps perform

Making an Impact

Graphing each sales-rep attribute based on oncologist preference, it quickly became apparent where time, training, and resources are most impactfully deployed.

Looking at the quadrants closely, we see a hierarchical pattern in the arrangement of attributes; a strong delivery of “gratifiers” and “fulfillers” is critical to success.

1. Fulfillers: Make it specific

Oncologists appreciate reps who not only share new information, but who can customize the discussion to the oncologist’s interests; this has been a consistent expectation for years. Providing new information is a crucial driver for high call quality, improved product perceptions, and oncologists’ likelihood to increase prescribing the product. Further, knowledge about the competition is seen more as a powerful add-on.

Still, oncologists recognize that when rep visits are frequent it is not always possible to deliver new data every time, so a failure to deliver is not counted against the rep.

The bottom line: While it is crucial for sales reps to stay updated with the latest developments, using that information to suit the needs of oncologists delights them the most.

2. Gratifiers: Don’t waste time

The single most important thing sales reps can do to satisfy oncologists, is to use their time together wisely. Succeeding generates satisfaction—and failure creates intense dissatisfaction.

What does “wisely” mean? Come prepared, communicate clearly, know both the disease state and the product. The treatment landscape is constantly evolving; there are new drugs featuring novel mechanisms of action, breakthrough therapies, and frequent label expansions, so oncologists seek an effective partner who has an arsenal of deep knowledge about the space.

In addition, oncologists appreciate effective use of data, organization, and demonstrated empathy. And remember, these aren’t just nice-to-haves—failing to hit these metrics can make you plummet in the oncologist’s estimation.

3. Tablestakes: Trust is foundational

If an oncologist can’t trust what a sales rep says, why would they listen to anything? Sales reps must be armed with credible support for brand claims and be able to navigate challenges and disagreements. Fortunately, ~70% of oncologists consider sales reps to be a trusted source of information on both the disease state and the brand. Yet, success may require changing the mindset of the remaining 30%. Sales reps must consistently maintain credibility and address criticisms with a solution-oriented approach—if not, much can be lost.

4. Trivial: Samples, visual aids, and other things that don’t move the needle

Brands often get excited about producing fancy presentations—and elaborate visual aids may be necessary to convey complex data within a limited timeframe. But for oncologists, such learning devices are expected, just as samples are. Don’t count on more than a “thank you.”

Real-world Delivery

Any statistical model needs to be validated in a real-world situation. So, we asked the crucial question: How do the attributes identified as valuable by the Kano Model, rank in oncologists’ actual perceptions of call quality?

We used ZoomRx’s Oncology Promotional Benchmark database to measure which key attributes significantly impact the overall call quality across all oncology brands. The results:

• Product knowledge
• Organization
• Effective use of time
• Sharing of new Information

These mirror the key “gratifiers” and “fulfillers” identified by the Kano Model.

Time Well Spent: An Oncologist’s View

If the oncologist’s edict is “Don’t waste my time,” it is important to know what, precisely, they consider valuable. We used ZoomRx’s Promotional Benchmark data to compare sales rep-oncologist interactions that were rated as highly valuable against those that were rated of little value to understand the key input drivers. We found that highly valuable interactions include:

• Information on clinical benefits (efficacy and safety)
• Clear data validating claims
• Discussions vs monologues

Interestingly, the duration of the visits was not meaningfully different between high- vs low-value-use-of-time interactions—content and delivery matter more than the length of the interaction.

4 Keys to Keeping Oncologists Engaged

What if oncologists always greeted your sales reps with enthusiasm? How could that shift your brand’s trajectory? Based on our research, it’s possible simply by executing well on the following 4 strategies:

1. Coach your sales team to use oncologists’ time effectively, providing a clear order of priorities
2. Invest in training sales teams on both the brand and the disease state
3. Equip sales teams to discuss your brand’s clinical benefits, backed by data points
4. Guide your sales teams to tailor all discussions to the individual needs of the oncologist with whom they are meeting—and to share new information when possible

Of course, ultimate success may require customizing your strategies to meet the specific needs of the oncologists your brand is targeting. Still, the research shows: By utilizing these 4 strategies, brand teams can unlock the doors to oncologists’ interest, loyalty, and prescribing power.

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