What it’s all about
For decades, the pharmaceutical sales force has been a firmly established institution in the German healthcare system, despite ongoing discussions about its relevance. Advocates emphasise that many doctors appreciate the personal exchange and that complex medications often require a direct explanation. Nevertheless, deeper structural motives, linked less to efficiency than to internal power structures and fears, appear to play a major role in maintaining this practice.
The prevailing silo mentality
Pharmaceutical companies are often characterised by a pronounced silo mentality. Here, departments act in isolation and protect their own interests. In the context of the sales force, this manifests itself in a concentration of power among managers who are rarely inclined to jeopardise their influence through change. These structures promote a culture that prioritises traditional sales methods over effectiveness and preserves existing power relations.
The fear of change
A significant aspect of the debate is the fear of the consequences of change. Managers fear that a reduction in the sales force could lead to a loss of sales figures. This fear is further exacerbated by the potential threat to their careers in the event of failure. This risk aversion inhibits innovation and supports the continuation of outdated structures.
Modern alternatives and counter-arguments
Although it is traditionally emphasised that the sales force is essential for maintaining relationships between doctors and pharmaceutical companies, empirical data suggests that successful care is also possible without this personal contact. Modern digital communication technologies such as virtual meetings and augmented reality for product demonstrations offer cost-efficient and effective alternatives. These technologies make it possible to provide detailed product information regardless of time and place and thus serve the needs of doctors more efficiently.
Conclusion
The debate about the necessity of the pharmaceutical sales force will continue. While the traditional arguments in favour of personal contact continue to exist for some highly innovative products that require explanation, these should be critically questioned for the broader product spectrum. It is essential for the future-proof pharmaceutical industry to rethink outdated structures and replace them with innovative and more efficient methods. This can ensure that sales work primarily serves patients and that medical innovations are disseminated effectively.
R2049 