JULY-AUGUST 2025CONSTRUCTIONBUSINESSREVIEW.COM 19of both these 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 are some of the challenges you have 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 in maintaining our connection with customers. Traditional face-to-face interactions have been replaced with digital channels, which present their own 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 a daunting task. This is a challenge not just in Japan, but universally across pharmaceutical companies, as we all grapple with similar regulatory environments.The resource allocation for these digital efforts has also been a difficult puzzle to solve. Amid these changes, we are constantly reassessing our strategy to ensure we are effectively reaching our customers and providing them with the information they need, when they need it. It is a challenging time, but it is also an opportunity for us to innovate and find new ways to engage with our customers.What are some of the opportunities and challenges in utilizing real-world data in the pharmaceutical industry?One area ripe for improvement in our industry is the utilization of real-world data. Recently, many pharmaceutical companies, including Pfizer where I spent a significant part of my career, have sought to leverage this type of data. 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 lacks specialists who can handle this intricate work, as these individuals are few and far between. In my view, 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 in a timely and effective manner. This would allow us to better inform them 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. I believe 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, in my view, the sheer volume of content now available may not necessarily align with our customers' expectations or needs. The challenge for us, then, is to refine our content and our strategies for delivering it to our customers. We need to carefully consider our data strategy, ensuring that our digital content and delivery methods truly 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 very few sales leads have a background in marketing. Here in Japan, most sales lead primarily have sales experience. However, I firmly believe that future sales leaders need to have marketing experience as well.The reason is simple. Marketing, especially area marketing, plays a crucial role in communicating our messages to our customers and patients on a daily basis. If a leader lacks sufficient marketing knowledge, it can hinder effective communication with our 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 in the near future. This shift is not just inevitable, but also necessary for the growth and evolution of our industry. If a leader lacks sufficient marketing knowledge, it can hinder effective communication with our customers and patients. This could, in turn, impact our relationships and overall business performanceThis article is based on an interview between Construction Business Review APAC and Yojiro Kamiya.
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