Segmentation and targeting

Every sales force prioritises. The question is on what basis: the rep’s judgement, a category someone assigned three years ago, or what that physician actually prescribes.

The audited prescription data already exists in your organization — it is bought every month and arrives in a spreadsheet very few people open. Kipken loads it and puts it where it gets used: on the physician’s record and on the screen the rep looks at before walking into the office. With that, prioritising stops being an opinion.

Three questions then order the work of the cycle. How much this physician is worth — their commercial category, in your company’s own nomenclature and with a history of every reassignment, because a recategorisation with no trace is an argument without evidence. How much they prescribe and whom they buy from today. And how often they need to be seen, which is what turns segmentation into a plan rather than a label.

That last question carries a known trap: «coverage» means two different things — whether the rep followed their plan, and whether the account was attended to by anyone at all. They are different numbers, and here they carry different names.