How to Properly Deploy the iPad Within the Pharma Sales ForceTo fully realize the value of iPads, pharmaceuticals companies need a robust mobility strategy from the get-go that better integrates these proliferating devices with existing processes and systems.

Executive SummaryPharmaceuticals companies are facing multiple challenges, from patent expirations and fewer blockbusters, to a weakening pipeline. This is further complicated by stringent regulatory compliance, intense competition from generics, shorter product lifecycles and heightened cost pressures that are directly impacting sales orga-nizations across the industry. These organizations are also facing critical sales challenges of their own, from reduced physician face time, increased promotional spend compliance, to a fast-chang-ing sales environment that is influenced by new media and mobile technology that requires more personalized and targeted messaging.

These combined pressures are forcing the phar-maceuticals sales and marketing teams to seek more innovative ways for driving sales and marketing effectiveness. It has therefore become vital for the pharma sales force to be empowered with information and tools to facilitate faster decision-making and engage with customers in ways that improve their sales performance. Using mobile technology can give pharma sales the boost it needs to improve marketing effective-ness and sales performance.

With the widespread adoption of smart phones and tablets by physicians and patients, mobility can no longer remain solely a technology question but must become an integral part of the sales strategy and process. Pharma companies have begun adopting mobility in sales and marketing, but only in certain areas and functions. While the iPad has clearly emerged as the device of choice, pharma companies are still asking important questions related to implementation challenges, such as security and infrastructure requirements, actual usage and presentation by sales reps, back-end data, connectivity and systems integra-tion. Additional issues that must be considered early on include:

• Discovering the right device strategy.

• Planning the end-state application landscape.

• Developing a mobile device content management strategy.

• Creating an ROI measurement plan that properly captures mobile implementation efficiency and effectiveness and forecasts a tangible results timetable.

This white paper provides answers to many of these key questions including how to define

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a holistic mobility strategy, how to integrate mobility into sales processes, how to develop a detailed implementation roadmap and, ultimately, how to get more value from your iPad deployment.

The iPad Is Pharma’s Clear Device of Choice Pharmaceuticals sales representatives have for some time realized the potential of the touch-screen tablet. Given their reduced period of time in front of physicians, pharma sales reps still struggle to differentiate themselves and make an impactful presentation. The ability to provide clinical information in a visually stimulating and interactive format at the point of contact is clearly satisfying for both the healthcare profes-sional and the sales rep.

Of all mobile devices, Apple’s iPad is making the greatest impact. With an all-day battery life, an impressive form factor and user experience and a rapidly expanding portfolio of applications, the iPad has captivated pharma sales reps and customers alike. This device, which is easier to turn on and operate and is lighter and more user-friendly than laptops, is quickly becoming the de facto choice at most pharma organizations as well as many medical device companies. Many have already invested in iPads for their sales forces, including the following:

• Abbott Laboratories, Medtronic Inc. and Boston Scientific Corp. are among those tightly embracing the iPad.1

> For example, medical device giant Medtron-ic, a Minneapolis-based maker of implant-able heart devices and other products, has bought 4,500 iPads for its sales and marketing team, and could buy as many as 6,000 iPads in total.

• Otsuka Pharma and Novartis are also adopting iPads to help improve sales force performance.2

From our work with pharma companies we have learned that eight of the “Big 10” global pharma firms are at various stages of iPad deployment for their pharmaceuticals representatives. The iPad is such a hit because it is not only proving useful for conducting impactful and engaging conver-sations with physicians but has the potential to transform the way pharmaceuticals sales rep-resentatives conduct all of their core activities, such as call planning and reporting, training and other administrative tasks. These, and many other iPad applications, are driving pharma enterprises towards accelerated deployment of the devices.

iPad Pharma Sales Force Benefits The iPad provides capabilities similar to tradi-tional laptops and tablets, but delivers additional benefits that resonate with pharma sales forces:

• Instant power-on and battery life: The iPad comes alive with the touch of a button, unlike laptops which take time to boot. It also has a long battery life, which allows for an always-on feeling.

• Weight and size: The new iPad is only about 1.46 pounds, making it easy to carry.

• Connectivity: While laptops and tablets are fitted with Wi-Fi, the 4G/LTE capability of the iPad provides an edge over these other devices.

• User interface fluidity: The iPad has a slick and stylish user interface that is easy to navigate. The responsiveness of the touch screen gives a far more real and involving experience. The sales rep can move among different content types and video, animation and media with relative ease and a fluidity that doesn’t come with traditional laptops.

• Security: Information security on the iPad is equivalent to that of laptops when the appro-priate mobile device management (MDM) software is deployed. There are few issues with virus attacks as a result of Apple’s robust iOS operating system and frequent updates that protect the device from malware and virus threats.

• Slick and stylish form factor: The iPad has a look and feel that is very appealing. It has the right size to make it easy for personal viewing and for physician demonstrations, making it a more engaging experience.

Among the key benefits for pharma sales reps and organizations using iPads for detailing (face-to-face informational meetings between sales reps and physicians) and other purposes include:

• Improved physician interaction and engagement:

> Digital detailing is undoubtedly one of the primary drivers of mobility adoption in pharma sales. The iPad has the ability to easily demonstrate video, animations and anatomical or product images to physicians at any place or time. Specialty detailing, in particular, would be greatly enhanced by using the iPad with its sharp visual display and advanced processor capabilities. Since specialty care sales reps typically get more

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face time with physicians, an iPad can be a powerful tool to help tell the “story” of a product or procedure, especially if the nar-rative is complex and better told using vi-sual aids.

> eSampling and eCouponing: Another feature that helps improve physician in-teraction is a mobile application that can electronically collect physician signatures for sampling or coupons. eCoupons can be redeemed and samples ordered during a physician call, making response and ful-fillment almost immediate. For example: Veeva’s iRep3 is a physician detailing ap-plication that can collect digital signatures from physicians for samples.

• Process transformation improving productivity:

> Sales reps enabled with iPads can per-form call management activities as well as administrative tasks such as e-mail, ex-pense reporting, event management setup, samples management and call activity re-porting while on the move between physi-cian visits. Representatives do not need to wait until day’s end for reporting and other administrative tasks. iPads also enable pre-call preparation and access to critical detail-ing material when on the move. The ease of operation of the iPad makes it more likely that sales reps capture data throughout the day, thus enabling more accurate call reporting and improving overall efficiency.

> Some other applications include:

» Availability of training and marketing content: iPads enable the use of mobile apps that can electronically deliver this content on request to the sales reps. With wireless-enabled (3G or 4G) iPads, on-demand product learning material and certification tools can be made available to the sales force for skills enhancement while they are on the road.

» Dynamic call routing using the iPad geo-location and data visualization capabili-ties: iPads enabled with geo-location ca-pabilities can actually help with real-time call activity changes by dynamically re-routing the sales reps based on proximity, traffic and other parameters in the case of cancelled appointments (see Figure 1). These capabilities can help increase sales reps’ productivity and efficiency.

• Faster decision-making through closed-loop marketing and analytics: With an effective mobile pharma detailing application integrated with any CRM system, pharma sales reps can record the information that shapes the direction of business and establish plans for the next call, almost immediately, either directly after a sales call, in the elevator or in the waiting room. Information on products or physician orders is captured through easy drop-down menus that limit the amount of text entry required. If diligent, the representative need only plug the device into the cradle to upload

Figure 1

Dynamic Call Routing Enabled by iPads

4 | ©2011, Cognizant

Basic Account Information

Including Product NRx/TRx Info

Account Related Info and Services Icons

(e.g., Phone, E-Mail, Route from Current

Location, Weather)

HCP Account Locations

Hospital Account – Cancelled

Appt Shown as Red Icon

Sales Rep Current Location

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the day’s activities to the server. With the right mobile application in place, crucial feedback

from the field becomes immediately available so sales management and marketing teams no longer need to wait until the end of the week for the sales reps to type in their reports to gain front-line insights. The marketing team can react immediate-ly to needs from the sales force with instant alerts and actionable insights for the sales reps, greatly improving efficiency and productivity.

• Brand differentiation and development: According to an online survey of 341 U.S. healthcare professionals (HCPs) completed in February 2011, 79% would choose Apple’s iPad for professional use.4 There is a strong preference from physicians for digital detailing with an iPad. Pharma companies have an opportunity for brand building and to influence physicians to re-think the level of engagement with their sales reps. The improved quality of detailing, faster fulfillment of sampling and medical information requests and other value-adds provided through useful mobile applications and tools for customers can help with pharma companies’ brand-building efforts.

• Cost reduction: Mobile devices like the iPad require an initial investment in hardware, technology and supporting infrastructure, but in the long term they can help lower overall operating costs. All content ranging from marketing material to training content can be pushed to the mobile device and made available almost immediately to pharma sales reps. The costs of physical distribution and implementation are significantly lower as most sales processes can be digitized and virtual-ized. In addition, the overall increase in produc-tivity and efficiency has the potential to result in substantial cost savings.

These benefits are steering pharma companies toward aggressive adoption and deployment of mobility solutions, and particularly iPads.

The Current State of iPad Adoption As noted, many pharmaceuticals companies are deploying iPads and developing mobile appli-cations for the iPad and iPhone. One example

is patient-facing regimen reminders for oral therapies. The patient registers on a product Web site or downloads an application and enters basic information (weight, dosage, start date of treatment, etc.). Using the same logic contained in the approved dosing guide and official package insert, the app provides continuous automated reminders (e.g., “Remember to follow your treatment plan today.”) for either taking the medicine or for creating calendar entries via iCalendar that indicate scheduled follow-up visits with a physician. Patient anonymity is paramount in making the acceptance of these applications successful. To preserve information privacy between the patient, doctor and the pharmaceu-ticals company, these apps rely only on inputs the patient self-discloses. For example, consider apps that provide the option of selecting the country rather than “harvesting” IP addresses and carrier information. Clear guidelines for these practices are specified in the terms and conditions for the application and in many cases are also part of the “social media agreement” between the company and the patient.

As highlighted above, pharmaceuticals sales representatives and brand/marketing teams are beginning to use iPads to deliver interactive eDetailing presentations. This has become the foremost reason for adoption of the iPad in the industry. eDetailing and “closed-loop marketing” (CLM) build on a 10-year tradition that began with the first widespread use of tablet PCs. The workflow process for medical, regulatory and legal reviews and approvals is also made more manageable by using the iPads in combination with an asset library platform. Acting as a col-laboration center, the asset library also stores the release version of every presentation along with its component assets. A practical example of this benefit is when a graphical image needs to be replaced throughout all presentations. The asset library can be used to identify where a graphic has been used and can bring up a list of presentations that need modification, enabling the marketing team to quickly change and redeploy a specific presentation.

Finally, end-user services are key to the success of product reminders and eDetailing. These include raising awareness and training of product support teams that handle phone or chat support for a product and the redeployment of released pre-sentations following a break-fix incident with the sales representative. Integration with CRM data also provides an enhanced view of the customer and enables the sales representative to manage

The asset library can be used to identify where

a graphic has been used and can bring up a list of presentations

that need modification, enabling the marketing team to quickly change and redeploy a specific

presentation.

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an ongoing sequence of presentations with the physician over several weeks that build upon a common theme or message.

Pharma companies are at various stages of iPad deployment. Pilots and implementations for eDetailing, sales training and mobile CRM are currently under way. Figure 2 offers a snapshot of the current stage of deployment of various mobility initiatives by pharma companies for use by their sales forces.

Based on work with multiple pharma companies, we have developed a maturity model to capture the journey many organizations have followed to implement iPads across their sales forces. Figure 3, which depicts the current state of mobility adoption in pharma, reveals that most pharma companies are somewhere in the middle. They

are either evaluating or beginning to implement mobile devices for their sales forces and have integrated mobility only partially into their sales processes and strategies. Most pharma companies today are deploying mobility solutions in a very fragmented manner, for a few specific functions in the sales process. For example, iPads are being deployed for eDetailing and branded mobile apps targeted at the patient or doctor. These mobility deloyments, therefore, are apt to become silos of information unto themselves. The systems are not able to share data, making it diffcult for sales forces to achieve the full value from their investment in mobile technology and its potential capabilities.

In this regard, pharma companies have many unexplored opportunities. Moreover, some are facing challenges in their attempt to implement

Figure 2

Top-Eight Global Pharma Status on Sales and Marketing Mobility

Pharma 1

Exploring

Underway

Deployed

Pharma 2

Pharma 3

Pharma 4

Pharma 5

Pharma 6

Pharma 7

Pharma 8

HCP Medical Information

Requests/Delivery

Brand/TA Apps for Physicians

(Diagnostic Tools, Patient Interaction, etc)

Field Force Education

Courseware

SFA Deployment to Field Force

iPad Deployment to Field Force

Figure 3

Pharma’s Current State of Mobility Adoption and Maturity

Stages of Mobility Adoption

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f M

ob

ility

Inte

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tio

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Barely any pharma companies are in the very early or very mature stages of mobility adoption.

Few pharma companies are still in the awareness and evaluation stage.

Most pharma companies are here.

Fully Integrated into Sales Strategy

Mobility as an

Enabler

Maximum use of mobile technology

– geo-location services, real-time

analytics ,etc.

Mobile SFA deployed – call management

and reporting .

Deployed mobile devices for detailing

and marketing information.

Mobile enabling all Web sites and providing mobile

devices for detailing.

Piloting use of eDetailing through iPads.

Trial and proof of concept on training and

detailing content-based

processes.

Rolling out iPads to sales

force for detailing and

SFA processes.

Aware of mobility tools but still using

traditional sales tools.

Internal discussions in progress. No

enterprise-wide initiative.

Partially Integrated/

Select Processes

Internal discussions in progress. No

enterprise-wide initiative.

Developing a holistic mobility strategy for the

sales force.

Implementing closed loop

marketing and analytics.

Aware and Interested

Evaluation & Trial/Pilot Implementing Adopted/

In Use

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mobility. Specifically, they are struggling with making the leap to fully integrate mobility into their sales strategy to realize all the potential benefits of mobile technology.

iPad and Mobility Implementation: Questions and Challenges Pharma companies are asking many questions about how to most effectively and efficiently deploy and use mobile solutions for their sales forces. Some of these important questions concern the actual purpose of these mobile devices for the sales force, the level of readiness for implementation and what challenges they will face during implementation.

Among the most common questions we have encountered in our discussions with our clients are:

• Can the iPad really replace the laptop or is it a complementary device?

• Technology-related questions such as: What should the application landscape on the iPad be? What is the most suitable CRM platform?

• Some companies, having deployed iPads as a pilot for one specific purpose, are asking how to expand functionality and scale up to address the needs of the entire sales organization, as well as how to enable additional collaboration.

• How should the content development and delivery platform be set up?

• How should they gather and act on business intelligence through the iPad?

• How should the iPad be used for detailing and demonstrations? What is the actual perfor-mance of the iPad-enabled sales rep in front of the physician?

Defining a Holistic Mobility Strategy to Fully Leverage the iPad

A holistic mobility strategy is essential for any successful iPad deployment and mobility imple-mentation. Unfortunately, many companies have deployed iPads without first developing such a strategy, and have few economic benefits to show for it.

We have a robust approach to developing a mobility strategy, which serves as a good mechanism to start defining the objectives and expectations from such an important investment (see Figure 4). This mobility strategy includes the following six dimensions:

• Architecture and device strategy: This dimension ensures that important architec-tural questions are considered and answered, including defining a device strategy, determin-ing the mode of deployment and selecting an appropriate mobility platform.

> Device strategy: Pharma companies must think about whether they want to go with a single or a multi-device strategy, where the iPad is either the only device that the sales force uses or where it is used in addition to the laptop. The device strategy is driven by how much the pharma company is willing to take advantage of the disruptive pow-

Figure 4

Principal Elements of a Holistic Mobility Strategy

Governance• Portfolio management for business value?• Standards and policies?• Decision-making/funding for PoCs?

Competitive Advantage and ROI• Build or buy?• Differentiation or transformation?• What is theROI?• Ancillary benefits?

Business Justification

• Should the mobile effort be embarked upon?

• What should the approach be?• What is the right timing and

timeframe for ths effort?• What is it going to cost?• Risks and rewards?• 2-3 year roadmap?

Architecture• Backend integration?• Mode of deployment?• Device strategy?• Appropriate platforms?

Process Impacts• What processes will change?• Any new processes?• Organizational change?• Impact on security?

Success Factors• Mobility partner(s)?• Roadmap and long-term plan?• Organizational readiness?

Skills and Competencies• Technology skills (core vs. context)?• Onshore vs. Offshore?• Buy vs. organic growth?

Quick Take Enabling iPad-Based Detailing via a Global Collaborative Marketing Platform

ers of iPad functionality, instead of merely replicating Web site capabilities on the mo-bile device. It also requires rethinking the business processes and activities that sales reps currently perform using a laptop, and whether they would continue to execute such activities on the iPad in the future. Are these activities truly adding value? From our conversations with pharma clients, only two companies so far have decided to go with a single device strategy.

> Mobility platform: An integrated mobil-ity platform can help scale the technology implementation to the entire pharma com-mercial organization and associated busi-ness processes. Fragmented deployment of mobility applications will only create silos of information and prevent the seamless flow of information, which will hamper decision-making. Another criterion for the selection of an appropriate mobility platform is the ability to support and target multiple mo-bile operating systems, such as Apple iOS, Android, Blackberry, Symbian and Windows Mobile.

> Application landscape: The application landscape should be developed and defined by the business purpose of the sales organi-zation and the related processes and activi-ties that these applications should support: Should the application landscape cover eDetailing for showcasing content? Do we expect to capture customer responses, questions and requests for informa-tion through the detailing process? What back-end technology integration would be needed to capture customer responses and intelligence? What kind of CRM platform and integration would be required? These questions need to be carefully considered before determining which applications to include on the iPad.

• Impact on business processes: Once the activities and functions to be performed by sales reps on the iPad have been identified, the organization should evaluate what business processes will be impacted by the implemen-tation of the mobility platform. In addition, senior decision-makers should consider: What IT systems and processes will be impacted to support the change in business processes?

Business Situation: The European regional head-quarters of a major pharmaceuticals company was committed to the benefits of having its sales force use iPads, to replace its existing tablet PCs for eDetailing. In anticipation of the wider use of iPads by the competition, its challenge was to find the best way of systematically utilizing newly created and existing marketing materials so that localized versions of master content could quickly be created and modified.

Challenge: Without an underlying common orga-nizational framework, the multitude of languages, cultural needs and regulatory requirements would require each country to initiate costly new projects with local agencies across every brand. The vision was to have a centralized and inexpensive method of reusing assets and master presentations to develop and manage local content.

Solution: We conceptualized a content devel-opment factory and digital asset library for the

creation of the presentations based on HTML5 pages that are rapidly re-tagged and converted into the final presentation format. HTML5 as a portable format allows the operating factory to rapidly build, localize and transform raw content to generate multiple versions of the original pre-sentation. The factory also offers the foundation of a scalable “core-flex” service model to increase output and meet demand during new product campaigns or product launches to ensure simulta-neous rollout of presentations in several countries.

Benefits: The digital asset library catalogues every component used in the process for reuse in future marketing initiatives. We modified the metadata model to include presentation-specific character-istics that allow marketing teams to quickly reuse, update, track approvals and replace marketing collateral on every iPad with ease.

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Quick Take One-Device Strategy and iPads for a Pharma Contract Sales Organization

Business Situation: While working to implement a new commercial model for a contract sales organization (CSO), we developed an end-to-end solution to allow the company to deploy an industry first “one-device” solution for its repre-sentatives.

Challenge: To take advantage of the unique strengths and limitations of the device, the needs of sales representatives had to be balanced with the needs of the home office.

Solution: We set up a cross-functional team of consultants with sales and marketing experience, client area sales directors and home office staff, with the goal of deconstructing a sales rep’s day and identifying which key iPad-based tasks truly create unique business value. In order to meet this challenge, we analyzed the sales force activities and business needs to automate, redesign or eliminate many activities that were

typically performed manually, or on disparate systems. This allows the representative to focus on tasks that truly add unique business value. By applying an iterative process of isolating key areas of value and then simplifying the way the user can capture that value, the team created a focused user experience that goes beyond simply replicating the functionality of existing desktop applications.

Benefits: Sales representatives conduct all their promotional and administrative activities using their iPads and will not require a separate laptop either on the road or at home. The end result is a streamlined system that delivers a user experience focused on the needs of sales representatives and healthcare providers, while delivering lower total cost of ownership and enhanced value to the home office.

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What other business processes must change to enable a global deployment?

Content creation and delivery is one of the key business processes to be impacted, and this process can impact the scale of mobile enablement. One of the core capabilities for successful iPad usage is the content creation and delivery capability. Important questions to be answered around this topic include:

> How can content development and delivery capabilities be centralized for mobile and multichannel marketing initiatives and pro-cesses?

> Will these capabilities be created internally or shifted to a partner?

> What systems are needed to support con-tent collaboration?

> How will content be delivered to the iPad?

• Skills and competencies: Depending on the analysis of business processes that get impacted (such as a core vs. context analysis that helps evaluate which processes should be entrusted to a partner or kept internal), orga-nizations will need to evaluate the skills and

competencies required for an iPad deployment as well as for ongoing support.

Brand strategy and management is a core function, but creating and delivering content, or reusing or repurposing existing content may not be a core process. Similarly, mobile technology skills may not be readily available within the organization for platform develop-ment, application development, integration and analytics. These skills will either have to be built over time or acquired more rapidly by working with an experienced partner.

• Competitive advantage and ROI: Outfitting the sales organization with iPads requires investment in a supporting platform, applica-tions, content, infrastructure and other areas. “Build or buy” will be a key question to answer here — i.e., either to build a mobile application platform from scratch or to work with a mobile platform service provider that can provide hosted solutions. What is the ROI in both these scenarios? Are there other technology invest-ments already made that can be leveraged?

Another important related element is how a pharma company can differentiate itself from

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others that are proceeding with mobility and iPad deployments. Will it be through the type of mobile applications, the ability to respond to sales rep and customer requirements? Will it be the ability of its sales reps to build better customer relationships? Clearly articulating the business objectives is a prerequisite to achieve a successful iPad deployment.

• Governance: This is among the most critical dimensions of a holistic mobile strategy. Governance is simply about policies and standards; a key element is who sets these policies and procedures, and how standards are enforced. Among the most important aspects of governance is security and infor-mation protection — especially given pharma’s regulatory oversight requirements. What will be the governance plan for the new mobile-enabled sales force for devices, applications and other information they can access or use over the mobile device? How will the pharma company enforce governance on the applica-tions and data used on the mobility platform? Should pharma companies restrict access or allow access to other applications for the sales force? Will pharma companies allow “bring your own device” (BYOD) and, if so, what will be the security requirements in terms of data, access, applications, etc.? (For more detail on this issue, please see our white paper Making BYOD Work for Your Organization.)

• Success factors: Among the critical mobility deployment success factors for organizations to consider are:

> Organizational readiness: Is the sales force ready to adopt and operate on mobile devices? How will the organization enable the transition of the sales force from their earlier devices and modes of operation to the new mobility platform, device and pro-cesses? What change management strat-egy will be used to make the sales force comfortable with the new device and pro-cesses? What will be the mode of deploy-ment of mobility to the sales force? What will be the training and adoption plan for the sales force?

> Developing a mobility implementation roadmap: A systematic and phased imple-mentation plan is critical to mobility-en-abled sales transformation. Not all sales processes and sales forces can be trans-formed together. A detailed mobility road-map will help determine the following:

» What processes, infrastructure and sys-tems are critical, and thus need to be de-veloped initially?

» How long will it take to prepare the base architecture and platform?

» What is the most cost-effective deploy-ment approach?

» How long will it take to complete a pilot implementation or a stage-by-stage im-plementation?

Benefits of a Holistic Mobility Strategy

Thinking through each of these six dimensions outlined above will be needed to define and build a holistic mobility strategy best suited to the organization. This exercise of defining the mobility strategy and roadmap will help answer important questions that provide the necessary business justification for the effort, such as:

• Will this iPad deployment help enable the company’s vision, and address the business requirements to achieve this vision?

• How long will it be before we begin to see the benefits of the iPad implementation?

Quick Take Holistic Mobility Strategy and Deployment for a Global Medical Device MakerBusiness Situation: We have assisted a global medical device firm to develop a holistic strategy and deployment roadmap for mobile devices that will address deployment in the U.S., Europe, Asia and Latin America. The strategy includes estab-lishing the client’s existing mobile device and application baseline, analyzing current and future operating expenses and content management trends as well as developing and recommending a BYOD posture and roadmap.

Benefits: When implemented, this strategy is projected to reduce annual operating expenditures by over $2 million. We are also assisting the client in developing and implementing mobility security capabilities that will enable the transition from a corporate-liable mobile device environment to one that is primarily BYOD as part of its holistic mobility strategy to reduce corporate risk and raise employee satisfaction.

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• Have we taken the best approach for this implementation?

• What is the cost associated with the entire implementation, as well as with each stage in terms of infrastructure, IT systems and resources?

• What are the associated risks and critical dependencies for this implementation?

As previously noted, defining a holistic mobility strategy will help provide a well-thought-out approach and implementation roadmap with suitable business justification on costs and expected timelines and benefits.

Such a strategic, integrated and holistic approach to defining a mobility strategy can not only greatly reduce the risks and resistance in adopting a new technology platform and approach, but can:

• Help estimate the approximate effort involved and the cost of investing in mobility transfor-mation over time.

• Help plan a two- to three-year roadmap for the transformation.

• Outline the clear goals and outcomes expected at each stage of implementation.

• Highlight the risks and dependencies involved and the key areas of focus for this transforma-tion.

• Provide approximate timelines for implemen-tation and for when the transformation will actually begin to yield results.

Looking AheadWith its high-quality aesthetics and robust capa-bilities, the iPad has generated a lot of excitement in the pharma and medical devices industries; the iPad has proven to be the device of the future for the sales force. Most pharma companies have started deploying or are looking to deploy the iPad for their sales force, but they understand and appreciate that it is not a silver bullet.

This paper provides thoughts on how to increase the chance of success of an iPad implementation, such as defining the mobility strategy and imple-mentation roadmap that will guide and enable a successful deployment. The key is to realize that the iPad will only deliver its full value when it is enabled by transformed business processes as well as being integrated with the other key systems the sales organization uses. We have invested significantly in this area and stand ready to help pharma companies to get the most value from mobility in general and iPads specifically.

Footnotes1 Wall Street Journal, “iPads Are Latest Weapon in Medical Sales” — http://online.wsj.com/article/SB1000

1424052748703493504576007723119984758.html and “Abbott, others using iPad in medical sales” — http://archive.chicagobreakingbusiness.com/2010/12/abbott-other-using-ipad-in-medical-sales.html.

2. “Future Pharma: A closer look at the iPad in pharma/physician relations” — http://social.eyeforpharma.com/uncategorised/future-pharma-closer-look-ipad-pharmaphysician-relations.

3. “Next-generation CRM for the Apple iPad“ — http://www.veevasystems.com/crm/irep/.

4. “iPads Are the Tablet of Choice Among U.S. Physicians”— Aptilon corporation press release — http://www.pharmiweb.com/pressreleases/pressrel.asp?ROW_ID=36931&channel=5#.UQnBwIblDvh.

About CognizantCognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50 delivery centers worldwide and approximately 156,700 employees as of December 31, 2012, Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.

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About the AuthorsThierry Kahane is a Principal in Cognizant’s Life Sciences Business Consulting Practice, with 12 years of management consulting experience in designing and delivering complex business and IT transforma-tion programs across life sciences and other industries. He has expertise across the life sciences value chain, with a particular focus on sales and marketing (new commercial models, mobility and closed-loop marketing) and R&D (clinical development). Thierry has established credentials in the design and delivery of strategic initiatives, the program management of large and complex enterprise transfor-mations and change management and communications. He holds an M.B.A. from Columbia Business School, and a master’s degree in commercial engineering from Brussels University. He can be reached at Thierry.Kahane@cognizant.com.

Dr. Elby Nash is a Principal with Cognizant Business Consulting’s Mobility, Social Media, Analytics and Cloud Practice. Dr. Nash has been a senior management consultant, executive and innovation leader in the pharmaceuticals, medical device and other industries for over 30 years and is an expert on mobile technology, eHealth and the deployment of emerging technologies to drive business differentiation and productivity. Dr. Nash is a thought leader and successful practitioner on the establishment of enterprise innovation capabilities and has successfully led the development and deployment of mobile solutions for patient-centered medicine for the “Big Five” global pharmaceuticals firms. He can be reached at Elby.Nash@cognizant.com.

Robert Yawn is a Senior Manager in Cognizant’s Life Sciences Business Consulting Practice in Swit-zerland, with 15 years of management consulting experience in Europe and North America focused on pharmaceuticals commercial transformation initiatives. His experience ranges from developing strategies for engaging key opinion leaders via social media to directing pan-European implementa-tions in customer relationship management (CRM) and closed-loop marketing (CLM) involving large-volume and highly complex customer master and sales data. Robert has bachelor’s degrees in finance and information and decision sciences, both from the University of Illinois. He can be reached at Robert.Yawn@cognizant.com.

Seema Raman-Jayakumar is a Senior Consultant in Cognizant’s Life Sciences Business Consulting Practice, with nine years of experience in business development and marketing, product develop-ment, technology and process consulting across life sciences and other industries. She has expertise across the life sciences value chain, with a particular focus on sales and marketing (customer and sales data management, reporting and multichannel marketing). She has considerable experience in business analysis and project management of large transformation programs and application develop-ment projects. Seema holds an M.B.A. in marketing from T.A. Pai Management Institute, India, and a bachelor’s degree in computer technology from PSG College of Technology, India. She can be reached at Seema.Raman@cognizant.com.