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wakefulchardDéveloppement de logiciels

17 févr. 2014 (il y a 3 années et 10 mois)

59 vue(s)

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1

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential


Pharma Marketing & Sales

Beyond

2005

Cap Gemini Ernst & Young



Eye for Pharma, Amsterdam


22 October 2001

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3

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential

The industry is currently facing a changing landscape
threatening its historical profitability

More complex
set of
influencers

Unsustainable
sales force
arms race

Increasing
availability of
connecting
technology

Reliance on
blockbusters

Margins
erosion

Empowered
patient

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4

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential

Most companies are responding to these challenges by
investing in their marketing and sales activities


Major investment in enabling
technologies



“Roche Pharmaceuticals (Italy) is deploying Siebel
ePharma among its 700 medical reps and support staff.
The goal is to develop a single comprehensive
understanding of its customer base by enabling these
professionals to compile and share customer information.”

Siebel.com Case Study
-

2000

Marketing and sales is becoming the critical battleground for Phama companies

“We cannot continue to grow as we have in the past by
relying on science alone…we are expanding our salesforce
by 30% over the next 18 months”.

R Gilmartin, CEO Merck Dec 2000


Dramatic salesforce recruitment

“In 2000, the global marketing budget of Claritin exceeded
that of Coca
-
cola”.

The Economist, April 2001


Massive marketing expenditure


Last month, GSK conducted its biggest
-
ever US launch with
Advair, a new asthma medicine. The launch involved 2,300
sales reps contacting 70,000 doctors who write 80% of
asthma prescriptions in the first week, backed by a massive
television advertising campaign.





FT.com April 2001


High impact product launches

"Traditional detailing is still important but will need
augmenting. Lilly has been running a number of pilot
schemes…one for remote e
-
detailing involves thousands of
doctors in the US and Scandinavia.”



Newt Crenshaw, e
-
Lilly, FT April 2001



Innovations in e
-
Business

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5

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential

Looking beyond the current wave of investment, what does
the future hold?

Pharma
Beyond
2005 ?

Blockbuster Launches

Industry Consolidation

CRM

e
-
detailing

Salesforce Expansion

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6

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential

Today’s workshop is about preparing for the future
-

beyond

2005

Workshop Objectives


To explore the driving forces shaping the industry


To review the implications for the key players


what it will take to win in the pharma marketplace in 2005 and beyond


To identify the actions needed to prepare for the future

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7

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential

Our approach is centred on the identification of the
‘Megatrends’ which will shift the industry

Workshop Input

Synthesis

Workshop Output

Mega
-
trends


Uncertainties

Actions

Implications
for Strategy

Observable
Changes


Industry trends


Economic trends


Political trends


Consumer trends


Societal trends

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8

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential

Agenda

Time

Session Name

9.30
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9.50

Introduction, Objectives, Agenda, Methodology

9.50
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10.10

10.10
-

11.00

Megatrend Generation Exercise

Current Trends

11.00
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12.10

Report Back and Discussion


Megatrends


Implications

12.10
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12.25

Imperatives for action

12.25
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12.30

Bs, Cs and Close

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Examples of Megatrends from
previous workshops

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10

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential


There will be an emergence of a premier league of pharmaceuticals companies, or
‘Blockbuster Chasers’, primarily concerned with producing mass market products for the
empowered patients in the Western World

Megatrend


Need to be more aggressive in marketing and sales


More selective mergers and tactical acquisitions and investments


Cross functional teams between R&D and Marketing


Premier league companies will need to work on their image as potential backlash from the
public


Areas of unmet needs will be met by a secondary league of players who will focus on
specialist drugs

Implications


Future demand is driven by the empowered patients and the ageing population


The fastest growing products are the ones addressing these two segments


Stockmarket pressure and declining R&D profitability are forcing pharmaceuticals to
recognise this trend


As a result, companies are starting to harness consumer marketing to communicate with
their patients base

Megatrend
Storyboard

Emergence of a Premier League

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11

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential


Patients will become more responsible and proactive about their health


As key stakeholder, the empowered patient will drive pharma companies’ strategies to a
greater extent

Megatrend


Marketing and Sales will become the driving force behind driving pharmaco businesses


Branding increasingly important to differentiate me
-
too products in the eye of the patient


Need to target drugs portfolio at the consumer i.e.: lifestyle drugs


New channels required to reach customers and consumers

Implications


Led by baby boomers, with costs shifting to the individuals, and used to the level of
sophistication from other industries, patients are becoming more demanding and pro
-
active
about their health


The increasing amount of online information and rapid progress of genomics enable the
concept of personalised healthcare


Many patients ask doctors for specific drug and are prescribed it most of the time


Pharmaceuticals are answering by communicating directly with the patient


Pharmacists and Insurance companies are also gearing up to the challenge of answering
the needs of the customers with tailored services

Megatrend Storyboard

Consumer is King

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12

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential


Healthcare provision will move from the ‘patient
-
doctor’ relationship to a ‘networked’ decision:


The advent of P
-
2
-
P healthcare will mean that consumers will talk directly to people who are in the same situation as them, with

the
same disease or illness.


Healthcare will become networked and “intelligent” with information being neither centralised nor de
-
centralised


Healthcare providers will create their own niche followings and consumers will have more choice and more providers

Megatrend


They will have to understand the need of each player and the new decision
-
making dynamics


Pharmaceutical companies will need to influence and play a key role in the new provider network

Implications


The empowered patient is more pro
-
active about healthcare decision and will rely less on doctors for
advice


Advance in genomics and technology will enable personalised medicine and open up new markets beyond
drugs: Diagnostics, Preventative medicine, Follow
-
up treatments


Doctors are not equipped to cater for these new needs; the number of healthcare providers will therefore
increase to fill the gaps


Advances in communication technology/Internet will enable efficient exchange of information between the
different players/providers


The number of alliances increase to create a health network; E
-
health companies are maturing


Pharmaceuticals are seizing the opportunity in investing into internet marketing/e
-
detailing to help the
doctor in his new role and communicate directly with the patient

Megatrend Storyboard

Towards P
-
to
-
P Healtcare

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13

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential


The role of the salesperson as currently defined, will no longer be valid


There will be a move from the traditional one
-
way ‘push’ model to a two
-
way
interactive/consultative’ model

Megatrend


Pharmaceutical companies need to re
-
orient the salesforce to support doctors facing new
problems, helping less with the rational and more with the emotional = a shift from selling
to advising


Pharmaceutical companies must ‘ take control’ of the new channels to market to avoid
being knocked off balance by them

Implications


Doctors are under pressure to spend less time on admin and more face
-
to
-
face time with
patients


Doctors are more inclined to get knowledge in their own time and rely more and more on
other channels than traditional sales reps


They also have to answer the needs of a more demanding, more pro
-
active patient


They are limiting access to sales reps who are still bombarding high prescribers with ‘one
way’ product details


Therefore, the marginal return on extra sales rep investment is decreasing


E
-
detailing is gaining ground as a convenient alternative to convey tailored information to
doctors

Megatrend Storyboard

The Death of the Sales Rep

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14

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential


Personalised healthcare will open up new markets beyond the drug itself. There will be a
shift from treating illness to managing wellness


Alternative therapies, preventative medicine, follow up treatments, diagnostics, devices, delivery technology

Megatrend


Pharma will no longer be concentrated solely on the drug, rather it will encompass a
complete package or service

Implications


With healthcare costs increasing, governments are shifting its financing to the private
sector


The empowered patient is encouraged to manage more pro
-
actively his wellness


In doing that, he will rely less on doctors and will look for information/advice across
different sources (P
-
to
-
P healthcare)


In an increasingly competitive market and with price control mechanisms, pharmaceuticals
are finding hard to maintain historical growth rate, focusing solely on drugs


Genomics and technology will create new markets beyond drug treatment; targeted at the
individuals (diagnostics, preventative medicines, etc.)

Megatrend Storyboard

The Death of the Molecule

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Imperatives for action

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16

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential

What does a pharma company need to do today to prepare
for the future
beyond

2005?

Death of the Sales Rep

Death of the Molecule

Consumer is King

Emergence of a Premier League

Towards P
-
to
-
P Healthcare

Implications

For example:

Megatrends

Actions
















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17

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential

Imperatives


Where will your company sit once consolidation is complete?


Ensure you have a clear definition of your focus, proposition and positioning for 2005 and beyond


Your may need a ruthless cull of your portfolio to align it with your strategy


How are you sizing your future sales force?


If you are using historic benchmarks, stop! You need to develop a new model which takes into account the
impact of e
-
detailing and other channels to market


Are you implementing CRM fast enough? (…and not just installing the software)


A revolution is underway. The winners will be the companies which learn first how to exploit the richness of
their customer data. Deploy ‘accelerators’ to become customer
-
centric.



Is your company culture focused on science...or on customers?


The winning companies are learning to love (or at least value) their marketers. How many FMCG experts
have you hired lately? Hire more.



Is e
-
Business now established as a mainstream channel?



It is time to make bold moves in redefining your channel strategy to adjust for DTC and e
-
Business
opportunities.

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Additional materials

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19

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential

Effective marketing and sales requires the integration of
people, process and technology


Pharmaceuticals Marketing and Sales Framework

Customer and Product
Strategy

Business Goals
and Objectives

Supply
Chain
Interface

Marketing and Sales Operations

Organisation Capability

Information Management

Product
Launch


Product and
Channel
Management

Customer
Contact
Management

Organisation
Alignment


People and
Team
Development


Scorecard/
Performance
Management

CRM Platform, Touchpoint Integration and Support Tools


Customer
Segmentation
and Targeting


Market
Analysis and
Sizing


Product
Portfolio
Management


Product
Positioning
and Channel
Strategy

Datawarehousing, analytic support and Knowledge Mgmt.

Systems Infrastructure and Application Support

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20

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential

Connectivity

Mindset

Relationship

Focused

Customer

Focused

Market

Focused

Unconnected

Departmental

Integrated

Relationship
Managers

Relationship
Optimizers

Pleasant
Transactors

Customer
Satisfiers

Customer
Connectors

Basic
Transactors

Basic
Connectors

Relationship
Builders

Enterprise
Connectors

CGEY defines CRM in terms of Mindset and Connectivity

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21

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Eye for Pharma Workshop Panels

Cap Gemini Ernst & Young • Proprietary and Confidential

Source: Winning in the relationship economy: Realizing a CRM Transformation, CGEY, 2001



Phase 1

Lay the foundations

Phase 2

Demonstrate the Power

Phase 3

Raise the bar

(Institutionalise)


Establish a cross
-
fuctional
CRM advisory board


Develop a CRM vision and
mission statement


Perform economic
-
value
customer segmentation


Define customer needs and
preferences


Develop customer
scorecard for measurement


Benchmark your
capabilities


Build the business case


Establish pilots


Measure results and
communicate success


Leverage/Strengthen
customer/target profiles


Identify key processes and
technology enablers for
full
-
scale operation


Establish CRM Center of
Excellence


Establish entreprise
-
wide
customer routing scheme


Enable real
-
time point
-
of
-
contact (POC) decision
-
making


Synchronise and integrate
touchpoints to create consistent
customer experience


Adopt balanced performance
employee measurement system


Establish role of Chief
Customer Officer


Engage in full customer
collaboration

Successful CRM implementation requires a structured
approach and sustained effort

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