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Redoing Customer Engagement Practices in the Biopharmaceutical Industry
knowMCM Action Paper
By Sanjay Virmani
Table of ContentsThe biopharmaceutical industry
has been adopting novel
technologies and models to better
engage Health Care Providers
(HCPs). While the industry
continues to seek innovation, the
question of scaling the successes
is equally key. How can deeper
levels of customer engagement
and proximity for sales, services,
marketing, as well as medical
functions be achieved at scale?
How can customer experience be
improved across the multitude of
interactions? In an environment
where content and services are
expected in all possible live,
remote, and digital channels,
common practices in the industry
need a redo.
Introduction
Multichannel Tele-detailing and Remote Engagement
Enterprise Digital/Multichannel Marketing Infrastructure
Digital/MultichannelPerformance Management
Multichannel Sampling
Multichannel HCP Access
Conclusion
1
3
5
7
9
11
13
1
2
3
4
5
The biopharmaceutical industry is increasingly knowledgeable about the behaviors and preferences of HCP customers. Physician use of digital channels, such as e-mail and mobile devices has been increasing
significantly. For instance, 99% of physicians use a desktop or a laptop and 87% of physicians use a smart phone or a tablet in their clinical practice. Physicians spend twice as much time using online resources for clinical decision making compared to print resources. Physicians spend 6 hours per week watching videos online on average, half of which is for professional and clinical purposes.1
Although “content is still king,” HCPs do not just need clinical and product-related information. They also seek credible data related to reimbursement, health economics, quality, and outcomes.
HCPs are themselves dealing with multiple new forces such as the shift to performance-based payment models, more participative consumers and caregivers, and greater use of automation and information technology in clinical practice. Such shifts are modifying long-established HCP needs.
The industry is also increasingly a more complex environment to operate in. Pressures to increase profit margins and make tough resource allocation decisions are
part of everyday life, so is the need to be compliant with more involved regulatory and compliance requirements.
Growth in multiple global markets along with the move to become more integrated and standardized across these markets has increased the level of operational complexity.
Field sales forces have reduced or have taken on more specialized roles, while other roles catering to customer needs, enhancing reach and frequency of customer interactions have been migrating to remote channels such as tele-reps and video chat.
The use of increasingly diverse specialized technologies internally as well as with customers is affecting execution timelines, budgets, and is getting challenging to operationalize.
Mergers and acquisitions are creating disruption while at the same time opening up new opportunities to bring forth proven ideas from different worlds.
Introduction
The industry is
increasingly
knowledgeable about the
behaviors and preferences
of HCP customers but it is
also increasingly a more
complex environment to
operate in
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Redoing Customer Engagement Practices in the Biopharmaceutical Industry
complex environment to complex environment to
1. Google/Manhattan Research, The Doctor's Digital Path to Treatment, Think With Google July 2012.
2
In the midst of such complexities and challenges, the need to design and then bring to life, advanced and future-oriented customer engagement strategies is indisputable. The biggest questions are very often not what, but how?
How do you prepare an organization for major forces that are reshaping customer needs as well as behaviors, for instance the move from solo practices to institutional settings?
How do you deliver seamless and rich interactions to customers across multiple channels?
How do you transform an organization from a field-force-is-the-only-oar-in-the-boat approach to a more-the-oars-faster-the-boat paradigm?
How do you collect, organize, and draw valuable insights from the trove of data generated from customer interactions?
How do you simplify execution in spite of the increasing array of technologies, partners, and systems that all need to work together?
Innovations in each of these areas are aplenty. However, success stories are as much a matter of scale as of innovation. In this Action Paper series, we share some concrete examples of how biopharmaceutical organizations are responding to these challenges and complexities. Our emphasis in this Action Paper series is indeed on action. Based on observations from our vantage point of collaborating with multiple leading organizations in multiple large markets around the world, we share our perspective on both the ineffective way of doing things and practices that have proven to be effective.
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Redoing Customer Engagement Practices in the Biopharmaceutical Industry
Redoing Customer Engagement Practices in the Biopharmaceutical Industry
3
Ineffective PracticeBrands or central organizations often deploy tele-reps at a call center or home office using simple off-the-shelf video conferencing technologies. Reps either call a target list of customers or await HCP contacts to come through. Productivity is limited and the total quantum or quality of HCP engagement is not large enough for the channel to be cost effective.
Multichannel Tele-detailing andRemote Engagement
Productivity is
limited and the total
quantum or quality
of HCP engagement
is not large enough
for the channel to
be cost effective
1
Call Center + Technology Effective Customer Engagement
VideoConferencingTechnology
Contact List
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2
1
3
4
5
Effective ApproachSuccessful programs are specifically designed to meet the business objectives of a brand or franchise, end-to-end across all aspects from targeting, reaching, converting and achieving effective customer experiences. Execution is driven to achieve accountability and coordination between each aspect of the program as well as optimal integration of multiple engagement types, access points, and rep types. A high quality experience for the HCP is facilitated through use of video as well as content sharing.
High-Performing Remote Engagement Program
Resulting Impact Achieve higher rep productivity Increase customer engagement rates Reduce wasted efforts leading to lower cost and greater ROI Leverage effective brand messaging Achieve appropriate level of customer reach frequency
Redoing Customer Engagement Practices in the Biopharmaceutical Industry
Targeting Reach
EffectiveCustomer
Experiences
BrandObjectives
End-to-EndApproach
Conversion
2
1
3
4
5
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Redoing Customer Engagement Practices in the Biopharmaceutical Industry
Ineffective Practice It is typical practice for each brand or franchise to independently develop its own programs, using its own selection of content, channel, operations, and data management practices. Best practices are only occasionally transferred between programs, even less between brands or countries. Data cannot be easily aggregated to evaluate effectiveness of any particular channel.
Enterprise Digital/MultichannelMarketing Infrastructure
Brand Program 1 Brand Program 2
Data Management
Analytics 1
ChannelCapabilities
1
Content 1
Operations1
Data Management
Analytics 2
ChannelCapabilities
2
Content 2
Operations2
Best practices are
only occasionally
transferred between
programs, even less
between brands
or countries
2
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Effective ApproachTruly enterprise wide scale has been achieved at a country, region, or even global level with certain proven channels by creating centralized shared services. Similar to how field forces are centrally operated for multiple brands, programs then “plug in” their particular content into these backbones. The infrastructure is built and operated centrally using the best operating procedures, channel capabilities such as resources or technology, and data management practices.
Shared Services Approach to Multichannel Marketing
Brand 3Content
Brand 2Content
Brand 1Content
Operations(Shared Service)
ChannelCapability
(Shared Service)
DataManagement
Analytics(Shared Service)
Resulting Impact Drive scale, while driving costs down
Improve and ensure consistency across brands and countries
Facilitate implementation of best practices across brands, globally
Redoing Customer Engagement Practices in the Biopharmaceutical Industry
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Redoing Customer Engagement Practices in the Biopharmaceutical Industry
7
Ineffective PracticeEach brand program typically reports its own measures of performance, often driven by the ability of the vendor to track certain data such as open rates, completed calls, etc. More often, these performance measures are not clearly defined and differentiated from one another. In fact, a particular measure could even represent different data points in different programs making aggregation or comparison impossible.
Digital/MultichannelPerformance Management
Effective ApproachThe use of a consistent “waterfall” taxonomy of performance channel measures has proven to be an effective methodology by which measures for all significant channels can be defined centrally and made available to all brand programs or vendors to report on. Special strategies based on country, product lifecycle, or other factors are deployed as an exception rather than the norm.
Inconsistent Measures, Challenges in Aggregation and Comparison
Performance
measures are not
clearly defined and
differentiated from
one another
3
Key MetricsInteraction:Presentationsstarted
Completion:Reach Beyondcertain message/ slides
Data Challenges• Low/decreasing participation• Difficulties providing physician identities• Unable to provide the identity of physicians recruited via SF and 3rd party
Vendor A
Key MetricsInteraction:Presentationsstarted
No measurement of completion
Data Challenges• Does not track e-detail completion; total presentation during is tracked• Programs often associated with conferences and meetings• Provides the identities of all HCPs started e-details on its platform
Vendor B
Key MetricsInteraction:Presentation Longer than10 seconds
Completion:Reach the end of presentation content
Data Challenges• Only provides the identity of physicians who are on the company’s target list
• In most cases, less than 20% of physicians’ identities were reported back
• Very few identifiable physicians complete presentation
Vendor C
Key MetricsInteraction/Viewership:Presentation longer than15 seconds
Data Challenges• Lowest costs but bare bones• Does not track or report e-detail completions • Reports # of emails sent, # of opens as well as # of e-details viewed (>15 seconds)• Target list match % unknown
Vendor D
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Dissatisfaction Rate
12
Revenue8
ROI9
Quality10
CustomerSatisfaction
11
8
Consistent Waterfall-Based Approach To Multichannel Program Measurements
MCM Initiatives HCP Interactions Impact
ResponseRate
+Customer“Pull”
Engagements• E-mail opened• Direct mail BRC returned• Calls answered• E-detail launched• Web/mobile visits• Video detailing requested
43
ConversionRate
Direct Mail
3rd party: ePocrates, Reachnet,Etc.
Media
Opt Out13
Impressions• E-mail sent• Direct mail sent• Calls made• Messages sent• Web/mobile/ EMR links• SEO
DeepEngagements• Video detailing completed• E-Detail completed (self)• Samples ordered• Information downloaded
New6 Repeat7
21 5
Sample Multichannel Measurement Dashboard Based on the Waterfall Model
Impr
essi
ons
Channels OverallPerformance
AccumulatedActual
Change fromMonth Prior
Change fromYTD Goal
% of YTDGoal Obtained
Average ResponseRate (Last 6 Months)
E-mail Sent Watch
Direct Mail Sent Acceptable
Dee
p En
gage
men
ts
Channels OverallPerformance
AccumulatedActual
Change fromMonth Prior
Change fromYTD Goal
% of YTDGoal Obtained
Average ResponseRate (Last 6 Months)
E-Details Completed Underperforming
E - Sampling Orders Watch
3rd PartySample Orders
Acceptable
Video DetailsCompleted
Underperforming
Inbound –Sample Orders
Acceptable
InformationDownloaded Acceptable
Channels OverallPerformance
AccumulatedActual
Change fromMonth Prior
Change fromYTD Goal
% of YTDGoal Obtained
Average ResponseRate (Last 6 Months)
Enga
gem
ents
E-Mail Opened Acceptable
Direct Mail BRC Underperforming
Video DetailingRequested Underperforming
HCP Portal Visits Watch
E-Detail Launched Underperforming
Resulting Impact Establish common expectations for goals and business outcomes
Achieve consistent ROI measures and financial measurements
Drive decision making and improve performance measures
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Redoing Customer Engagement Practices in the Biopharmaceutical Industry
Redoing Customer Engagement Practices in the Biopharmaceutical Industry
9
Ineffective PracticeIn addition to the field channels, samples are commonly offered to HCPs through e-sampling via third-party providers or company web portals as well as through tele-sampling via call centers, or other direct mail campaigns. However, each channel is siloed from others and standard sample offers are used for all customers, thus limiting the level of control to a few generalized business or compliance rules.
Multichannel Sampling
Traditional Approach to “Multichannel” Sampling
e-Samplesor 3rd PartyPortal
StandardOffer
Brand A
StandardOffer
Brand A
Tele
Brand A
Brand B
DirectMail
Brand B
DirectMail
StandardOffer
Brand B
Rep RepDecision + Fulfillment
StandardOffer
Brand B
Brand A
OrderProcessing
OrderProcessing
OrderProcessing
OrderProcessing
Sampling channels
are siloed from
each other and
standard sample
offers are used for
all customers
4
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offers are used for offers are used for
Effective ApproachA more effective approach has been to integrate sample order intake across multiple channels and brands. Such a cross-channel and cross-brand approach can be made feasible by sophisticated technology platforms that can keep track of multiple business rules and compliance requirements in a robust and highly automated environment.
Robust Cross-Brand Cross-Channel Integration
Full SF integration ensures synergy with sales rep sampling
Rep’s right-of-first refusal allows SF to manage any sample request from their targeted physicians in person
Full access to HCP universe without impacting SF access
Provides “hot lead” for reps regarding targeted physicians with unmet needs
“Push” tactics for underserved HCPs based on targeted strategy
Outbound tele-samplling
Auto subscription sampling to create enduring relationship and eliminate calling costs
E-mail and direct mail campaigns that drive toward e-sampling programs
“Pull” tactics for eligible customers proactively seeking samples
Inbound call center HCP portal e-sampling 3rd Party e-sampling
solutions
10
Resulting Impact Increase reach of the sampling channel and drive scale
Shift volume toward less expensive channels over time while optimizing coverage through the field channel, thereby reducing overall cost
Access a broader target list through integration, without impacting field force access
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Redoing Customer Engagement Practices in the Biopharmaceutical Industry
Redoing Customer Engagement Practices in the Biopharmaceutical Industry
Ineffective PracticeHCP access is typically established as a “media buying” operation managed by centralized organizations, or sometimes by brands individually negotiating purchases of lists/databases or impressions. Neither model enables access to HCPs in multiple channels. Even in digital channels where the media are usually purchased, overlapping HCPs are not fully optimized and, hence, duplicative costs are spent on accessing the same customers. HCP level data are usually not available or consolidated.
Multichannel HCP Access
Media Buying Model For HCP Access
Overlapping HCPs are not fully optimized and duplicative costs are spent on accessing the same customers
5
11
BrandWeb/Mobile
Email ListProvider
Third PartyPortal
SearchEngine
CompanyWebsite
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Overlapping HCPs
accessing the same accessing the same
Effective ApproachFew brands and organizations have deployed centralized hubs to manage the flow between multiple HCP access points and their customer engagement activities. An HCP access hub is a combination of technology and operational procedures that enable HCP level authentication, targeting and tracking. Configurable business rules that work across channels optimize customer targeting. Open integration technologies enable syndication of internal assets and third party affiliates, and facilitate integration of multiple channels not just the digital ones.
Resulting Impact Achieve efficient HCP access syndication between multiple access points and
channels, for many customer engagement activities Streamline process across multiple third party affiliates as well as internal assets
even as these sources become more fragmented Consolidate HCP-level data over time to improve response rates Improve yield by eliminating duplicative spending to reach the same HCPs
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Redoing Customer Engagement Practices in the Biopharmaceutical Industry
Digital Content
Customer Services
Live Interactions
Medical Events & Surveys
OnlineThird-Party
Access
OnlineCompanyAccess
DirectAccess
MobileAccess
HCP Level Data Business Rules Invitation Management Channel Management
Technology &Operation
Multichannel HCP Access Hub
ConclusionWhile there is not a “one-and-only-one” magic wand solution to achieve the goal of engaging customers across multiple channels in the biopharmaceutical industry, there are some effective practices and then there are some current practices that are not as successful at scale. In this paper, we have illustrated how the challenges of today can be better addressed and how practices can be adopted to take advantage of the opportunities of tomorrow. We will delve into each of these illustrative examples in the following five papers in this series covering the specifics of what was accomplished, and how it was done.
Redoing Customer Engagement Practices in the Biopharmaceutical Industry
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About IndegeneIndegene is a leader in delivering customer engagement solutions to the life sciences industry in several major markets across the globe. We partner with brand/product marketing, sales, service, and medical functions to advance their capabilities to engage HCPs in multiple traditional and novel channels of communication. Such capabilities have proven to improve reach and frequency, increase customer access, augment sales, enhance marketing campaigns, and achieve higher proximity for medical and customer service teams. These initiatives are enabling the biopharmaceutical industry to evolve new commercial and customer engagement models, in an environment where customer access is changing fundamentally while customers expect content and services to be available in all possible live, remote, and digital channels.
About knowMCMWould you like to be in the know about what customers (HCPs, consumers, other health stakeholders) want from life sciences marketers? Would you like to be in the know about what other life sciences marketers (brand teams, franchise leaders, enterprise leaders) are doing to engage customers? Would you like to be in the know about what key regulators around the world want and do not want life sciences marketers to do?
Then this is the resource for you. A simple to access and use, continuously updated and refreshed repository, tailor made for those with an interest in life sciences multichannel marketing (MCM). Our MCM experts, also practitioners in the field with years of industry experience, keep an eye out for the important stuff. Our editors constantly sift through the riches of information available be it publications or studies from peer reviewed journals, informative videos, surveys, and articles from the business press, as well as guidance issued by key regulatory agencies. We bring all this to you, summarized in one place, in knowMCM.
www.indegene.com, © 2014 Indegene. All rights reserved. INDEGENE and the INDEGENE LOGO are trademarks of Indegene Lifesystems. All other company and product names may be trademarks of their respective companies.
the resource forthe multichannel marketer
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Redoing Customer Engagement Practices in the Biopharmaceutical Industry