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Pharma new bus model St Petersburg Russia
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Pharma new bus model St Petersburg Russia

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This is my Keynote presentation to Pharma Forum Russia, St. Petersburg, May 23rd, 2013. ...

This is my Keynote presentation to Pharma Forum Russia, St. Petersburg, May 23rd, 2013.
It gives an outline of crucial elements in building a new market approach to different markets.

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  • 1. Pharmas new business model:consumer centric approachesto increase ROIHealth Business ConsultInnovating the way we care
  • 2. Assistant  professor  of  professional  developmentConsultant  pharma  >25  yrsTrainer  of  HC  specialists  &  doctorsChairmanISATTDevelopment  Retail  formula  pharmacistsStrategic  advisorSocial  media#hcsmeu  Classic  MusicHealth  care  technology Ehealth  -­‐  TelecareChronic  diseases  challengeDrums  &  TromboneDisc  jockeyDrimpy  ParIcipatory  HC  PlaJormRob Halkes@rohalThe  FOX  group  LLCUSPharma  commercialdevelopment
  • 3. On fundamentals of Protection of Public HealthRussian Federation, Jan. 1st 2012... A new system of accountable officials and ..responsibility of healthcare budget holdersRules of interaction between the pharmaceuticalindustry and physiciansStandards of providing medical and drug aidRegional structure under which high cost nosologies will bepurchased and supervised by regionsCegedim white paper april, 2012
  • 4. CEO Panel at RussianPharmaceutical Forum 2012
  • 5. CEO Panel at RussianPharmaceutical Forum 2012• Uncertainty / Stability ? / Predictability?• Goals of the Government?• Access for patients to medicines?• Reimbursement?• Local market conditions?
  • 6. What makes your influenceas a pharma company?
  • 7. What makes your influenceas a pharma company?“ What you actually DO in the local market willmake that your voice can be heard...
  • 8. What makes your influenceas a pharma company?“ What you actually DO in the local market willmake that your voice can be heard......It makes the differencebetween being seenas ‘helping’ instead of ‘exploiting’”
  • 9. Elections to RussianState DumaModernization program- the stage of activedevelopment of thebudgetPresidential ElectionYear of treatmentstandardsRegional modeling ofdrug compensationprogramsPreparing of patientregistriesSlow down ofconcentration processin distribution chainFirst innovationproducts of RussianPharma companiesThe beginning ofactivity of self-regulatoryorganizationsLicensing ofhealthcareprofessionalsStart the process ofconsolidation ofregional programsreimbursementLaunch ofreimbursementpilotprogram inregionsLaunch ofreimbursementprogram inregionsThe massprivatization ofHCPBln$25Bln$752011 2012 2013 2014 2015 2016 2017 2018 2019 2020Figure 1:Long Term Development Scenario of Russia Pharmaceutical industrySource: Cegedim aggregated opinion from industry experts:government employees, industry leaders, anlaysts
  • 10. May 2013: “- -” and “++” to pharma?
  • 11. • Healthcare, life expectancyRussia not in good shape• Is there enough budget?(Popovich)• No reimbursement• Uncertainty of policy andregulations• Procurement issues• “Interchangeability”• No data• Formal - Informal• Many different (competing)players in the channel• Advertising rules are not clear• Russia too big for “big pharma?”May 2013: “- -” and “++” to pharma?
  • 12. • Healthcare, life expectancyRussia not in good shape• Is there enough budget?(Popovich)• No reimbursement• Uncertainty of policy andregulations• Procurement issues• “Interchangeability”• No data• Formal - Informal• Many different (competing)players in the channel• Advertising rules are not clear• Russia too big for “big pharma?”• Healthcare, life expectancy Russianot in good shape• PharmaMed 2020• Roadmap for health care• Market is still growing (12%)• Middle class is growing• Collaboration with authorities,national, regional, local(physician committees)• Patients’ access to medicine• Standards of medical treatment• Not so much cooperation betweenprotagonists in care..May 2013: “- -” and “++” to pharma?
  • 13. NL as compared with Russia
  • 14. NL as compared with Russia
  • 15. 2006 - Liberalisation of HC market:• Health Care Insurance (HCI) foreveryone - obliged;• HCI companies have:- Power of selection of care providers- Buying power: pharma tenders, totheir patients,- Policy towards integrated, chroniccare -> initiated cooperations of careproviders in health care groups forfamily care• Regional / Local Rx decisions by localprotocol committeesNL as compared with Russia
  • 16. 2006 - Liberalisation of HC market:• Health Care Insurance (HCI) foreveryone - obliged;• HCI companies have:- Power of selection of care providers- Buying power: pharma tenders, totheir patients,- Policy towards integrated, chroniccare -> initiated cooperations of careproviders in health care groups forfamily care• Regional / Local Rx decisions by localprotocol committeesNL as compared with Russia
  • 17. 1.6 Prijsontwikkeling receptgeneesmiddelen op basis van SFK prijsindex (januari 1996=100),afzet gewogen gemiddelde)Bron: Stichting Farmaceutische Kengetallen100%Invoering Wet GeneesmiddelenprijzenInvoering claw backStart convenantsperiodeIntroductievrije prijzenTransitieakkoordTijdelijke invoeringmaatregel “De Geus”(Individueel)PreferentiebeleidVerhoging claw backAkkoord VWS - KNMP90%80%70%60%40%50%19961997199819992000200120022003200420052006200720082009201020112012//
  • 18. 1.6 Prijsontwikkeling receptgeneesmiddelen op basis van SFK prijsindex (januari 1996=100),afzet gewogen gemiddelde)Bron: Stichting Farmaceutische Kengetallen100%Invoering Wet GeneesmiddelenprijzenInvoering claw backStart convenantsperiodeIntroductievrije prijzenTransitieakkoordTijdelijke invoeringmaatregel “De Geus”(Individueel)PreferentiebeleidVerhoging claw backAkkoord VWS - KNMP90%80%70%60%40%50%19961997199819992000200120022003200420052006200720082009201020112012//• Diminishing access to prescribers: about 50% in 2006;• Growing influence of new stakeholders Rx:health care insurance companies, local protocol committees,• Growing pressure to prescribe generics,• More Regulation of Pharma promotion, by the government,• Deteriorating image of the pharmaceutical industry in general,• Growing Costs of health care on national political agenda• Slower registration and decisions about reimbursement
  • 19. The Dutch Case
  • 20. The Dutch CaseIf pharma wants to distinguish itself, it needs toshow first that it understands the way their direct(Rx)customers, health care providers are todevelop!
  • 21. The Dutch CaseIf pharma wants to distinguish itself, it needs toshow first that it understands the way their direct(Rx)customers, health care providers are todevelop!
  • 22. The Dutch Case....is all about“being there, locally”to demonstrate thatpharma doesunderstandand can make thedifference tosituations!If pharma wants to distinguish itself, it needs toshow first that it understands the way their direct(Rx)customers, health care providers are todevelop!
  • 23. Key Customer Focus
  • 24. Key Customer FocusA new commercial Approach for PharmaPutting (the right) customers first
  • 25. Key Customer FocusA new commercial Approach for PharmaPutting (the right) customers first☑  Focused Development
  • 26. Key Customer FocusA new commercial Approach for PharmaPutting (the right) customers first☑  Focused Development☑ Customer Centric
  • 27. Key Customer FocusA new commercial Approach for PharmaPutting (the right) customers first☑  Focused Development☑ Customer Centric☑ Value Innovation in Proposition
  • 28. Key Customer FocusA new commercial Approach for PharmaPutting (the right) customers first☑  Focused Development☑ Customer Centric☑ Value Innovation in Proposition☑  New ways to co-operate to better care
  • 29. Key Customer FocusA new commercial Approach for PharmaPutting (the right) customers first☑  Focused Development☑ Customer Centric☑ Value Innovation in Proposition☑  New ways to co-operate to better care☑  Integrating classic, SalesMarketing and Medical
  • 30. Key Customer FocusA new commercial Approach for PharmaPutting (the right) customers first☑  Focused Development☑ Customer Centric☑ Value Innovation in Proposition☑  New ways to co-operate to better care☑  Integrating classic, SalesMarketing and Medical☑  Integrated Business Cycles
  • 31. Key Customer FocusA new commercial Approach for PharmaPutting (the right) customers first☑  Focused Development☑ Customer Centric☑ Value Innovation in Proposition☑  New ways to co-operate to better care☑  Integrating classic, SalesMarketing and Medical☑  Integrated Business CyclesEffective adaptationto different market conditions
  • 32. Focus And CollaborationCustomer Centric
  • 33. Focus And Collaboration• ThinkCustomer Centric
  • 34. Focus And Collaboration• Think• What is going onCustomer Centric
  • 35. Focus And Collaboration• Think• What is going on• With what can you helpto create better careCustomer Centric
  • 36. Focus And Collaboration• Think• What is going on• With what can you helpto create better care• Pull resources togetherCustomer Centric
  • 37. Focus And Collaboration• Think• What is going on• With what can you helpto create better care• What customers - how to select• Pull resources togetherCustomer Centric
  • 38. Focus And Collaboration• Think• What is going on• With what can you helpto create better care• What customers - how to select• Take the journeystep by step• Pull resources togetherCustomer Centric
  • 39. Focus And Collaboration• Think• What is going on• With what can you helpto create better care• What customers - how to select• Take the journeystep by step• Pull resources together• ActCustomer Centric
  • 40. Focus And Collaboration• Think• What is going on• With what can you helpto create better care• What customers - how to select• Take the journeystep by step• Pull resources together• Act• Market intelligence• Added value• Align and Integrateinternal silo’s•SegmentationTargeting• Tactics andoperations• Develop partnershipCustomer Centric
  • 41. Strategic Starting Points
  • 42. Strategic Starting PointsCommodityTrap
  • 43. Strategic Starting PointsCommodityTrapAddValue
  • 44. Strategic Starting PointsCommodityTrapLow costpositionAddedValuepositionPricesMarket Top ValueAddValue
  • 45. AddValue
  • 46. AddValueThe general principle for business growthworks the same for pharmaceutical marketingCommoditiesSpecialtiesServicesExperiencesCompetitionClients’needsDifferentiatedPricesAlikeMarket Top ValueDesiredNot relevant
  • 47. AddValue
  • 48. AddValueCreate an integrated offeringFrom Product to Care
  • 49. AddValueCreate an integrated offeringFrom Product to CareProduct Core1st layertherapy2nd layertherapy
  • 50. AddValueCreate an integrated offeringFrom Product to CareRxDrug profilePharmaceuticaland pharma economicallyProduct Core1st layertherapy2nd layertherapyProductInformation onCharacteristics, features,functionality and effects
  • 51. AddValueCreate an integrated offeringFrom Product to CareRxFocus on adequate usefor the individual patientin the right conditionDrug profilePharmaceuticaland pharma economicallyProduct Core1st layertherapy2nd layertherapyProductInformation onCharacteristics, features,functionality and effectsAugmented brandSupport, service bymarketing toolsthrough different channels
  • 52. AddValueCreate an integrated offeringFrom Product to CareRxA. Professional Support fromHC professionals and othersfor the patientB. Cooperation and synergybetween co-actingcare providersFocus on adequate usefor the individual patientin the right conditionDrug profilePharmaceuticaland pharma economicallyProduct Core1st layertherapy2nd layertherapyProductInformation onCharacteristics, features,functionality and effectsAugmented brandSupport, service bymarketing toolsthrough different channelsValue propositionA. Patient oriented healthcare activities by HealthCare ProfessionalsB. Increasing HC effects byimprovement of care andhealth processes
  • 53. The Chalkboard Sketch ofA new Commercial Market ApproachBasic Considerations.What market conditions,what tools,what applications?
  • 54. Tools specifically:Access and Added ValueProfiling, segmentation, targetingSales teamsMultidisciplinary accountplan designEdetailing multi channel social mediaPartnership developmentThe Chalkboard Sketch ofA new Commercial Market ApproachBasic Considerations.What market conditions,what tools,what applications?
  • 55. The new CommercialCycleof PharmaChalkboard SketchHealth Business ConsultInnovating the way we care
  • 56. The new CommercialCycleof PharmaChalkboard SketchMarketConditionsHealth Business ConsultInnovating the way we care
  • 57. The new CommercialCycleof PharmaChalkboard SketchMarketConditionsRX AccountsHealth Business ConsultInnovating the way we care
  • 58. MarketConditionsRX AccountsHealth Business ConsultInnovating the way we care
  • 59. MarketConditionsRX AccountsHealth Business ConsultInnovating the way we care
  • 60. MarketConditionsRX AccountsHealth Business ConsultInnovating the way we careIndividual RxPhysicians
  • 61. MarketConditionsRX AccountsHealth Business ConsultInnovating the way we careIndividual RxPhysicians
  • 62. MarketConditionsRX AccountsHealth Business ConsultInnovating the way we careIndividual RxPhysiciansPromotion
  • 63. MarketConditionsRX AccountsIndividual RxPhysiciansPromotion
  • 64. MarketConditionsRX AccountsIndividual RxPhysiciansPromotion#Costs ofmarketApproach?
  • 65. MarketConditionsRX AccountsIndividual RxPhysiciansPromotion#Costs ofmarketApproach?☹UP - If notfocused enough
  • 66. MarketConditionsRX AccountsIndividual RxPhysiciansPromotion#Costs ofmarketApproach?☹UP - If notfocused enoughDown! IfFocused rightly☺
  • 67. MarketConditionsRX AccountsIndividual RxPhysiciansPromotion#Costs ofmarketApproach?☹UP - If notfocused enoughDown! IfFocused rightly☺
  • 68. MarketConditionsIndividual RxPhysiciansPromotion#Costs ofmarketApproach?☹UP - If notfocused enoughDown! IfFocused rightly☺
  • 69. MarketConditionsIndividual RxPhysiciansPromotion#Costs ofmarketApproach?☹UP - If notfocused enoughDown! IfFocused rightly☺RX decisionAccounts
  • 70. MarketConditionsIndividual RxPhysiciansPromotion#Costs ofmarketApproach?☹UP - If notfocused enoughDown! IfFocused rightly☺RX decisionAccounts
  • 71. MarketConditionsIndividual RxPhysiciansPromotion#Costs ofmarketApproach?☹UP - If notfocused enoughDown! IfFocused rightly☺RX decisionAccountsDifferentiateFrom StandardIndividual PromotionToKey Customer Focus!!!
  • 72. MarketConditionsDifferentiate approachesTo Key Customer Focus !Individual Rx promotionKEYAccounts•Fulfillment• Evaluating•Planning• Selecting• Managing
  • 73. MarketConditionsDifferentiate approachesTo Key Customer Focus !Individual Rx promotionKEYAccountsMake Focus yourmain streamBusinessAPproach•Fulfillment• Evaluating•Planning• Selecting• Managing
  • 74. MarketConditionsDifferentiate approachesTo Key Customer Focus !Individual Rx promotionKEYAccounts?What are thePoints of interventionto create focusMake Focus yourmain streamBusinessAPproach•Fulfillment• Evaluating•Planning• Selecting• Managing
  • 75. • MarketConditionsDifferentiate To Key Customer FocusIndividual Rx promotion• What arethe points ofINterventionto createFocus ?KEyAccounts• Care &TherapyConditions• RxConditions• AccountConditions• Patients’Conditions
  • 76. •Individual Rx promotion• MarketConditions• Care &TherapyConditions•RxConditions• AccountConditions• Patients’ConditionsKey FocusAccountsWhat tools to use?
  • 77. •Individual Rx promotionROS• MarketConditions• Care &TherapyConditions•RxConditions• AccountConditions• Patients’ConditionsKey FocusAccountsWhat tools to use?
  • 78. •Individual Rx promotionROIROS• MarketConditions• Care &TherapyConditions•RxConditions• AccountConditions• Patients’ConditionsKey FocusAccountsWhat tools to use?₷ $€ £¢ ¥
  • 79. •Individual Rx promotion• Market Access•Account profiling•Segmentation & targetingFor quantity & quality!• Mutlidisciplinairy Designof Account PLans!• Account specificdevelopment ofpartnership!ROIROS• MarketConditions• Care &TherapyConditions•RxConditions• AccountConditions• Patients’ConditionsKey FocusAccounts• KAM, CRM andcLosed loop marketing• Multi channel management•Care Support Services•Social Media•Social Media•EhealthWhat tools to use?₷ $€ £¢ ¥•eDetailing• Standards oftreatment
  • 80. •MarketConditionsKEyCustomers• Care &TherapyConditions•RxConditions• AccountConditions•Patients’Conditions
  • 81. •MarketConditionsKEyCustomers• Care &TherapyConditions•RxConditions• AccountConditions•Patients’Conditions• Market Access
  • 82. •MarketConditionsKEyCustomers• Care &TherapyConditions•RxConditions• AccountConditions•Patients’Conditions• Market Access& added value
  • 83. We need a Market Approach
  • 84. We need a Market Approach.. that selects , focuses and builds on the right customers
  • 85. We need a Market Approach.. that selects , focuses and builds on the right customers1 System of Market Access :Keyword: Localizing to local Rx committees“Guided Navigation”
  • 86. We need a Market Approach.. that selects , focuses and builds on the right customers2 Segmentation and Targetingon both Potential and Quality Characteristics1 System of Market Access :Keyword: Localizing to local Rx committees“Guided Navigation”
  • 87. We need a Market Approach.. that selects , focuses and builds on the right customers3 System of promotion2 Segmentation and Targetingon both Potential and Quality Characteristics1 System of Market Access :Keyword: Localizing to local Rx committees“Guided Navigation”
  • 88. We need a Market Approach.. that selects , focuses and builds on the right customers3 System of promotion- edetailing/online/social media- multichannel management2 Segmentation and Targetingon both Potential and Quality Characteristics1 System of Market Access :Keyword: Localizing to local Rx committees“Guided Navigation”
  • 89. We need a Market Approach.. that selects , focuses and builds on the right customers3 System of promotion- edetailing/online/social media- multichannel management- multidisciplinary accountdesign2 Segmentation and Targetingon both Potential and Quality Characteristics1 System of Market Access :Keyword: Localizing to local Rx committees“Guided Navigation”
  • 90. We need a Market Approach.. that selects , focuses and builds on the right customers3 System of promotion- edetailing/online/social media- multichannel management- multidisciplinary accountdesign- tailormade propositions2 Segmentation and Targetingon both Potential and Quality Characteristics1 System of Market Access :Keyword: Localizing to local Rx committees“Guided Navigation”
  • 91. We need a Market Approach.. that selects , focuses and builds on the right customers3 System of promotion- edetailing/online/social media- multichannel management- multidisciplinary accountdesign- tailormade propositions4 Development of Partnership2 Segmentation and Targetingon both Potential and Quality Characteristics1 System of Market Access :Keyword: Localizing to local Rx committees“Guided Navigation”
  • 92. We need a Market Approach.. that selects , focuses and builds on the right customers3 System of promotion- edetailing/online/social media- multichannel management- multidisciplinary accountdesign- tailormade propositions4 Development of PartnershipFrom promotion via collaboration to cocreation2 Segmentation and Targetingon both Potential and Quality Characteristics1 System of Market Access :Keyword: Localizing to local Rx committees“Guided Navigation”
  • 93. We need a Market Approach.. that selects , focuses and builds on the right customers3 System of promotion- edetailing/online/social media- multichannel management- multidisciplinary accountdesign- tailormade propositions4 Development of PartnershipFrom promotion via collaboration to cocreation2 Segmentation and Targetingon both Potential and Quality Characteristics1 System of Market Access :Keyword: Localizing to local Rx committees“Guided Navigation”5 Integrated Care Support
  • 94. We need a Market Approach.. that selects , focuses and builds on the right customers3 System of promotion- edetailing/online/social media- multichannel management- multidisciplinary accountdesign- tailormade propositions4 Development of PartnershipFrom promotion via collaboration to cocreation2 Segmentation and Targetingon both Potential and Quality Characteristics1 System of Market Access :Keyword: Localizing to local Rx committees“Guided Navigation”5 Integrated Care SupportAccount- Marketing en Medical management
  • 95. .. that creates results just like these:
  • 96. We need a Market Approach.. that selects , focuses and builds on the right customers
  • 97. We need a Market Approach.. that selects , focuses and builds on the right customersSome Examples:Market AccessDetaile-DetailPromote& EngageConnect& InteractDevelop &CreateCo-CreateCo-OperateSegmentationTargetingPromotion Partnership
  • 98. Market Access
  • 99. Market Access- National & Regional & Local- Not just launch and registration- KOL - DMU ~ (in)formal- Committee’s (EDL - Standards)- Status Quo of Care- Profiles of markets- Org/Inst/DMU/Care Providers
  • 100. Market Access- National & Regional & Local- Not just launch and registration- KOL - DMU ~ (in)formal- Committee’s (EDL - Standards)- Status Quo of Care- Profiles of markets- Org/Inst/DMU/Care Providers❍ MA = Pharma & Health Economy ≠ Promotion
  • 101. Market Access- National & Regional & Local- Not just launch and registration- KOL - DMU ~ (in)formal- Committee’s (EDL - Standards)- Status Quo of Care- Profiles of markets- Org/Inst/DMU/Care Providers❍ Education and communications characteristics❍ MA = Pharma & Health Economy ≠ Promotion
  • 102. Market Access- National & Regional & Local- Not just launch and registration- KOL - DMU ~ (in)formal- Committee’s (EDL - Standards)- Status Quo of Care- Profiles of markets- Org/Inst/DMU/Care Providers❍ Added valueDepending upon stage of development process❍ Education and communications characteristics❍ MA = Pharma & Health Economy ≠ Promotion
  • 103. Market Access
  • 104. Market AccessInternal Department“Heath Care Affairs”Working with marketing and Medical/KOL- mngmnt
  • 105. Market AccessStimulating developments in the marketDepending on stage of process:Internal Department“Heath Care Affairs”Working with marketing and Medical/KOL- mngmnt
  • 106. Market AccessStimulating developments in the marketDepending on stage of process:Internal Department“Heath Care Affairs”Working with marketing and Medical/KOL- mngmnt❍ Building relationship between Physicians & Pharmacists
  • 107. Market AccessStimulating developments in the marketDepending on stage of process:Internal Department“Heath Care Affairs”Working with marketing and Medical/KOL- mngmnt❍ E.g.: innovation fund for local care providers❍ Building relationship between Physicians & Pharmacists
  • 108. Rx AccountsSegmentation -Targeting
  • 109. Rx AccountsSegmentation -Targeting
  • 110. Individuals Networks AccountsDMU’sRx AccountsSegmentation -Targeting
  • 111. Individuals Networks AccountsDMU’sNot just individuals,but their networks too,their accessibility and feasibility for successto You!Rx AccountsSegmentation -Targeting
  • 112. “You don’t want to spend time and money in a lost case”
  • 113. Profile and Classify“You don’t want to spend time and money in a lost case”Profile and Classify
  • 114. Profile and Classify“You don’t want to spend time and money in a lost case”
  • 115. Profile and ClassifyPotential:• Estimate of feasible volume of business with this account,i.e.: Factual numbers x Chance of Success“You don’t want to spend time and money in a lost case”
  • 116. Profile and ClassifyPotential:• Estimate of feasible volume of business with this account,i.e.: Factual numbers x Chance of Success“You don’t want to spend time and money in a lost case”AND
  • 117. Profile and ClassifyQuality of Account:Potential:• Estimate of feasible volume of business with this account,i.e.: Factual numbers x Chance of Success“You don’t want to spend time and money in a lost case”AND
  • 118. Profile and ClassifyQuality of Account:• Quality of organization & organizational developmentPotential:• Estimate of feasible volume of business with this account,i.e.: Factual numbers x Chance of Success“You don’t want to spend time and money in a lost case”AND
  • 119. Profile and ClassifyQuality of Account:• Quality of organization & organizational development• Quality of care provision and development of carePotential:• Estimate of feasible volume of business with this account,i.e.: Factual numbers x Chance of Success“You don’t want to spend time and money in a lost case”AND
  • 120. Profile and ClassifyQuality of Account:• Quality of organization & organizational development• Quality of care provision and development of care• Quality of our relationship with this Account/DMUPotential:• Estimate of feasible volume of business with this account,i.e.: Factual numbers x Chance of Success“You don’t want to spend time and money in a lost case”AND
  • 121. Segment 1 Segment 2Segment 3 Segment 4
  • 122. Segment 1 Segment 2Segment 3 Segment 4Differentiate within a newsegmentation
  • 123. Segment 1 Segment 2Segment 3 Segment 4Professional&Care ProfileAccountDifferentiate within a newsegmentation
  • 124. Segment 1 Segment 2Segment 3 Segment 4RelationshipProfessional&Care ProfileAccountDifferentiate within a newsegmentation
  • 125. Segment 1 Segment 2Segment 3 Segment 4DevelopRelationshipProfessional&Care ProfileAccountDifferentiate within a newsegmentation
  • 126. Segment 1 Segment 2Segment 3 Segment 4Develop BuildRelationshipProfessional&Care ProfileAccountDifferentiate within a newsegmentation
  • 127. Segment 1 Segment 2Segment 3 Segment 4Co-createDevelop BuildRelationshipProfessional&Care ProfileAccountDifferentiate within a newsegmentation
  • 128. Segment 1 Segment 2Segment 3 Segment 4Co-create PartnerDevelop BuildRelationshipProfessional&Care ProfileAccountDifferentiate within a newsegmentation
  • 129. Segment 1 Segment 2Segment 3 Segment 4Co-create PartnerDevelop BuildRelationshipProfessional&Care ProfileAccountDifferentiate within a newsegmentation
  • 130. Develop your promotion
  • 131. Develop your promotionCreate a path of developmentFrom (e)detailing to partnership
  • 132. Develop your promotionCreate a path of developmentFrom (e)detailing to partnership
  • 133. Develop your promotionCreate a path of developmentFrom (e)detailing to partnershipDetaile-DetailCo-CreateCo-Operate
  • 134. Develop your promotionCreate a path of developmentFrom (e)detailing to partnershipDetaile-DetailPromote& EngageCo-CreateCo-Operate
  • 135. Develop your promotionCreate a path of developmentFrom (e)detailing to partnershipDetaile-DetailPromote& EngageConnect& InteractCo-CreateCo-Operate
  • 136. Develop your promotionCreate a path of developmentFrom (e)detailing to partnershipDetaile-DetailPromote& EngageConnect& InteractDevelop &CreateCo-CreateCo-Operate
  • 137. Develop your promotionCreate a path of developmentFrom (e)detailing to partnershipDetaile-DetailPromote& EngageConnect& Interact•Inform•EducateDevelop &CreateCo-Create•ShowCo-Operate•Demo
  • 138. Develop your promotionCreate a path of developmentFrom (e)detailing to partnershipDetaile-DetailPromote& EngageConnect& Interact•Service•Share•Inform•Educate•CollaborateDevelop &CreateCo-Create•Support•ShowCo-Operate•Demo
  • 139. Develop your promotionCreate a path of developmentFrom (e)detailing to partnershipDetaile-DetailPromote& EngageConnect& Interact•Service•Share•Inform•Educate•CollaborateDevelop &CreateCo-Create•Support•Co-Evaluate• Create IntegratedPatient Care• Create partnerships•ShowCo-Operate•Demo
  • 140. Develop your promotionDetaile-DetailPromote& EngageConnect& InteractDevelop &CreateCo-CreateCo-Operate
  • 141. Develop your promotionIn the course of this roadmapfrom (e)detailing to partnershipyou might want to:Detaile-DetailPromote& EngageConnect& InteractDevelop &CreateCo-CreateCo-Operate
  • 142. Develop your promotionIn the course of this roadmapfrom (e)detailing to partnershipyou might want to:Detaile-DetailPromote& EngageConnect& InteractDevelop &CreateCo-CreateCo-Operate• Expand physicians’ internal relations withexternal ones through social media
  • 143. Develop your promotionIn the course of this roadmapfrom (e)detailing to partnershipyou might want to:Detaile-DetailPromote& EngageConnect& InteractDevelop &CreateCo-CreateCo-Operate• Expand physicians’ internal relations withexternal ones through social media• Multi Channel ManagementUse different channels of communication
  • 144. Develop your promotionIn the course of this roadmapfrom (e)detailing to partnershipyou might want to:Detaile-DetailPromote& EngageConnect& InteractDevelop &CreateCo-CreateCo-Operate• Expand physicians’ internal relations withexternal ones through social media• Multi Channel ManagementUse different channels of communication• Add mobile
  • 145. EngagePromoteDevelop
  • 146. Profiling DMU’sSegmentation&TargetingDMUManagementDevelopmentofPartnershipEngagePromoteDevelop
  • 147. DevelopmentofPartnership
  • 148. 4.Level ofIntegration3.PartnerLevel1.Level ofTransaction2.Level ofCooperationDevelopmentofPartnership
  • 149. 4.Level ofIntegration3.PartnerLevel1.Level ofTransaction2.Level ofCooperationServiceOfferingSponsoringThese are ourservicesSponsor contract:Utilizing capacity,Experience and“know how”.DevelopmentofPartnership
  • 150. 4.Level ofIntegration3.PartnerLevel1.Level ofTransaction2.Level ofCooperationServiceOfferingSponsoringCommitmentonmutual effortCooperation torealizegoalsImplementation Contract:Agreement at DMU level, on effort.These are ourservicesSponsor contract:Utilizing capacity,Experience and“know how”.DevelopmentofPartnership
  • 151. 4.Level ofIntegration3.PartnerLevel1.Level ofTransaction2.Level ofCooperationServiceOfferingSponsoringCommitmentonmutual effortCooperation torealizegoalsImplementation Contract:Agreement at DMU level, on effort.These are ourservicesSponsor contract:Utilizing capacity,Experience and“know how”.DevelopmentofPartnership
  • 152. 4.Level ofIntegration3.PartnerLevel1.Level ofTransaction2.Level ofCooperationCommitmentto jointResultsServiceOfferingSponsoringCommitmentonmutual effortDesignand realization oftailor madesolutionsContract to design and implementBased on customer knowledge,and in co-maker-ship.Cooperation torealizegoalsImplementation Contract:Agreement at DMU level, on effort.These are ourservicesSponsor contract:Utilizing capacity,Experience and“know how”.DevelopmentofPartnership
  • 153. 4.Level ofIntegration3.PartnerLevel1.Level ofTransaction2.Level ofCooperationMulti party dealon HealthOutcomesCommitmentto jointResultsServiceOfferingSponsoringCommitmentonmutual effortTargetinghealthcareoutcomeswith morestakeholdersContract to integrated carewith more parties:outcome directed, long term,In development and improvement.Designand realization oftailor madesolutionsContract to design and implementBased on customer knowledge,and in co-maker-ship.Cooperation torealizegoalsImplementation Contract:Agreement at DMU level, on effort.These are ourservicesSponsor contract:Utilizing capacity,Experience and“know how”.DevelopmentofPartnership
  • 154. Key Customer Focus Cycle
  • 155. Key Customer Focus Cycle
  • 156. Drs.A.R.J. Halkes MHArob.halkes@healthbusinessconsult.comP.O. Box 2925050 AG GoirleThe NetherlandsM +31 6 31 66 2595T http://www.twitter.com/rohalF http://www.facebook.com/rob.halkes L http://nl.linkedin.com/in/arjhalkes W www.healthbusinessconsult.com