redoing customer engagement practices in the biopharmaceutical … · 2019. 4. 2. · redoing...

Redoing Customer Engagement Practices in the Biopharmaceutical Industry

knowMCM Action Paper

By Sanjay Virmani

http://www.indegene.com/

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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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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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


Targeting Reach

EffectiveCustomer

Experiences

BrandObjectives

End-to-EndApproach

Conversion

2

1

3

4

5

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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


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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

E-mail

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


AccumulatedActual


Change fromYTD Goal



E-Details Completed Underperforming

E - Sampling Orders Watch

3rd PartySample Orders

Acceptable

Video DetailsCompleted

Underperforming

Inbound –Sample Orders

Acceptable

InformationDownloaded Acceptable


AccumulatedActual


Change fromYTD Goal



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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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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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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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.


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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 … · 2019. 4. 2. · redoing...

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