• Like
  • Save

A Framework for Commercial Transformation

  • 799 views
Uploaded on

Wielding agility, effectiveness, efficiency and innovation, pharmaceuticals companies are enhancing their end-to-end commercial value chain, cutting costs and risks while improving speed to market and …

Wielding agility, effectiveness, efficiency and innovation, pharmaceuticals companies are enhancing their end-to-end commercial value chain, cutting costs and risks while improving speed to market and revenues. Key approaches in this shift include virtual brand management, virtual sales operations, managed markets, multichannel management, digital marketing and knowledge and insight.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
799
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
0
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. • Cognizant 20-20 InsightsA Framework forCommercial TransformationFacing daunting hurdles, pharmaceuticals companies are leveraginga combination of efficiencies, effectiveness, agility and innovationto cut costs, increase speed, reduce risk and improve revenue. Executive Summary That is, potentially profitable niche and late - lifecycle brands and molecules are The pharmaceuticals industry’s litany of business marginalized, with some brands under- or challenges is all too familiar: patent expirations non-promoted, while too many resources and loss of exclusivity and revenues; declining are allocated to old customer engagement R&D and commercial innovation; continued and marketing models. Traditional marketing pricing pressures; regulatory uncertainty; infrastructure also is largely unsuited to the increasing competition, particularly from inevitable retooling required to market more generic manufacturers (see Figure 1). individualized products and therapies to new What may be less familiar is how pharmaceuticals industry players such as accountable care companies’ commercial organizations should organizations (ACOs). correlate each of these challenges to a concrete The results: Lost revenue opportunities, corporate finance benchmark: revenues, challenging cash flows, greater operating operating costs and capital investment. costs and little financial or process flexibility For example, commercial teams need to available to support innovation. This indicates wring more revenue out of mature brands a clear need to transform commercial and new molecules. That objective is achieved strategies and operations to align with today’s in part by reducing operating costs, shifting realities and improve the top and bottom line investment to support the best opportunities while remaining nimble. and launching new products faster and more effectively. Simultaneously, steps toward To accomplish this transformation, leading greater efficiency, effectiveness and innovation pharmaceuticals companies are applying a set also help prepare commercial teams for of powerful value generation levers — agility, dealing with other major industry shifts, such efficiency, effectiveness and innovation — to as marketing to smaller targeted populations. their commercial operations. The results transform not just commercial operations, but Yet many commercial models remain entrenched the entire enterprise. in traditional views of product lifecycles. cognizant 20-20 insights | july 2012
  • 2. Industry Business Challenges •  n 2011 (through September 30), just 31 NME applications were submitted to the I Pipeline: FDA for approval. 1 Declining •  1% fewer drugs approved between 2006-2011 than in preceding five years. Only 1 Approvals five blockbuster launches expected by EOY 2012. •  95 billion at risk to generic competition in the U.S. by 2014. 2 $ Generics: Loss of Market •  pending on generics, which now account for 80% of all dispensed prescriptions, S increased $5.6 billion in 2011; retail prescriptions declined on average 1.1% and Exclusivity fell more than 3% in 10 U.S. states. 3 Missed Brand •  iche market brands being marginalized. N Opportunities •  on-promoted brands common. N Misaligned •  15 billion in ineffective promotional spending. 4 $ Promotional •  011 spending using all classes is $29.3 million; $15.7 million is spent on detailing. 2 Spend •  raditional models align with outmoded view of product lifecycle. TFigure 1Empowering Value Creation disaggregates the end-to-end value chains performed by a single company into aEfficiency, effectiveness, innovation and agility networked collaboration, in which eachall create value by reducing operating costs, collaborator contributes its core specialties.increasing cash flows and improving revenue, The most common approach today is referredwhile minimizing risk and capital investment. to as business process as a service, or BPaaS.Mapping brands, business practices and challenges Virtualization reduces capital expense andto these value-creation levers helps commercial provides the company with a predictable costoperations identify where their key value- model related directly to core operatinggeneration opportunities exist (see Figure 2). metrics. In addition, BPaaS solutions enable• Reducing costs is typically the first lever  companies to remain technologically current, applied to the core commercial processes. By to collaborate more effectively with internal identifying and addressing inefficient spend and external parties and to support continuous in terms of labor, technology and process, improvement through very well-defined companies can free funds to reinvest in other service level agreements. aspects of their operations where they can • Revenue growth is achieved with the derive incremental commercial value. innovation lever, using capabilities such as• ncreasing effectiveness (speed) is generally I advanced analytics to identify and exploit new the second value driver deployed by market opportunities, new marketing campaigns commercial teams. By establishing clear that use digital and social media channels to and transparent performance metrics and create a more intimate customer connection and improvement goals, companies create a optimized sales deployment and call patterns. culture of continuous improvement. Strong Through increased efficiency, effectiveness and collaboration between employees and their agility, companies free investment to pursue business partners results in improved quality, innovations that drive top- and bottom-line reduced cycle time and optimized spend. financial results.• Reduced risk with improved agility is achieved through virtualization. Virtualization cognizant 20-20 insights 2
  • 3. Opportunities to Enhance Brand Value•  Decouple competing • Align resource   brand resources. utilization with promotional lifecycle.•  Strategic “best practices” Reduce Risk partner model. AGILITY • Drive top line while   optimizing costs.•  Sustainability in a dynamic environment. •  Extend promotional lifecycle. • LoE and niche market   launch capabilities. Reduce CapEx, Improve Utilization Impact on Business Improve Revenue Effectiveness Innovation Brand management Flexibility Bottom-line of Resource Reduce Operational Impact, Market Allocation, Expenditure Opportunity Quality•  Establish best practices.•  Improve compliance. •  One-sourcing agency model.• Leverage product  Reduce Cost • Optimize lifecycle   lifecycle insights. Efficiency stage spend.• Reassess KPIs across  • Variabilize for peak   targeted brands. support requirements.Figure 2The Commercial Value Chain future, the end -to-end value chain can be segmented into information activities, serviceCreating a roadmap is critical to deriving maximum activities and insight activities (see Figure 3).value from transformation while managing risks.In mapping the current state and the desiredActivities Comprising the Commercial Value Chain INFORMATION ACTIVITIES SERVICE ACTIVITIES INSIGHT ACTIVITIES D  ata Strategy and O  perations  esource Optimization: R Management: Field Support: •  ultichannel Optimization. M •  ata Acquisition Strategy. D •  eporting Operations. R •  ales Force Size S •C   ustomer Master Design • ncentive Compensation I and Structure. and Management. Administration. •  ajor Alignments/ M •M   aster Data Management. •  lignment Management. A Realignments. Reporting (Performance R  evenue Generation: and Execution): • nnovative Customer I •  arketing. M Engagement Models. •  ales. S •  ayor Contracting P Strategies. • Managed Markets. Performance Management:  •I  ncentive Compensation Plan Design. •  uotas and Objectives. Q Tactical Planning:  •  argeting/Call Planning. T •  ultichannel Coordination. MFigure 3 cognizant 20-20 insights 3
  • 4. Efficiency opportunities usually arise in Integration often takes place along multiplehigh-cost information activities. Effectiveness dimensions simultaneously within companiesopportunities abound among the services (see Figure 5). For example, some companiesactivities that typically include significant created global approaches to sales resourcemanual intervention and handoffs; efficiency optimization more than a decade ago whileopportunities definitely exist here as well. doing end-to-end value chain integration withinInsight activities drive innovation opportunities just their U.S. affiliate. Others have implementedwith new ideas from advanced analytics to multichannel optimization approaches acrosshelp shape sales and marketing strategies. their portfolio while “vertically integrating”Virtualization can occur in any part of this across just their sales channel.end-to-end stack of activities, referred to as In today’s U.S. pharmaceuticals environment,“vertical integration” (see Figure 4). where significant differences have risen acrossIn addition to reexamining the end-to-end geographies, the trend is to support localcommercial value chain, leading companies also strategies using back-end, integrated platformsconsider the integration (and sometimes the that can be customized efficiently and effectivelystandardization) of activities across channels, to address local needs.brands and the emerging dimension of geography.Virtualizing the Activity Stack Successful “vertical” integration is a critical success factor of analytics… virtualization can reduce risks. Revenue/Value Optimization Each activity can move along the virtualization dimension. Planning Insight activities typically move along the innovation dimension. Performance Service activities typically move along the effectiveness dimension. Reporting Information activities typically move along Operations the efficiency dimension. Data Mgmt. DataFigure 4A Globally Distributed Value Chain … and the value of analytics increases significantly when one integrates across channels, brands and geography. Brand D Brand C Brand B Digital Tele-Sales Service Sales Brand AFigure 5 cognizant 20-20 insights 4
  • 5. Opportunities for Value Creation issues and enable the collaboration and quality data flows required for innovation.Immediate opportunities for improvingefficiency, effectiveness, agility and innovation Each of the areas offers opportunity forexist across the spectrum of commercial improving revenues and reducing costs. Theinformation, services and insights activity. key to achieving these benefits is mappingNew operating models in six areas in each solution and its components to theparticular — virtual brand management (VBM), value-driving levers, understanding howvirtual sales operations (VSO), managed one lever affects another and developing amarkets (MM), multichannel management transformation roadmap that outlines what(MCM), digital marketing (DM) and knowledge value levers will be most effective over timeand insight (K&I) — address current market (see Figure 6). Concrete metrics for eachchallenges, from reducing costs to squeezing lever enable the commercial organizationmore revenues from maturing brands. They and its trusted third-party service provider toalso can flex to encompass future industry track results and adjust tactics.Key Value Drivers Value Drivers Opportunity Business Need Innov. Effic. Effect. A strategic brand management solution that offers an efficient VBM model to promote mature or under-promoted brands to maximize financial contribution. An end-to-end sales operations solution, enabling the client to VSO optimize its cost structure while improving performance. Contract administration operations and analytics support to MM ensure effective contract management. Plan, execute and monitor promotional campaigns across MCM channels and customer segments to maximize financial contribution of a brand. Capabilities to help the marketing team to effectively leverage DM digital channels to promote their brands and collaborate with HCPs and patients. Technology platform that provides access to critical market K&I intelligence to improve performance in an increasingly complex and competitive market. Primary SecondaryFigure 6Virtual Brand Management maximize the commercial potential of a given brand. To achieve those goals, they are turningThough best practices for mature market brand to virtual brand management (VBM). This allowsmanagement are limited, leading pharmaceutical these companies to virtualize brand planning andcompanies want more efficient and effective management using hosted solutions, therebyapproaches to managing their brands from reducing operating costs and “variabilizing”launch through and beyond patent expiration to fixed costs while effectively managing revenue.exploit competitive advantages and ultimately cognizant 20-20 insights 5
  • 6. Virtual Sales Operations sales planning, deployment, reporting, data management and analytics (see Figure 7).Fragmented IT and business solutions Virtualizing these operations via the cloudcharacterize most pharma sales operations, reduces costs, eliminates redundancy andleading to higher costs and reduced waste and cuts cycle time. VSO also supportseffectiveness. Leading companies are responding continuous innovation to respond to marketby implementing virtual sales operations (VSO). changes by leveraging technology, new businessThis concept leverages the power of cloud- models and enterprise-wide collaboration.based platforms to integrate and streamlineVSO at a Glance Program Project Data Back Office Governance Management Mgmt/MDM Support Sales Planning Targeting, Tactical Effort Allocation, Reporting Incentive Compensation Deployment Dashboards, Alignments, Alignment Mgmt, Performance Measures Field Force Collaboration, CRM Virtual Implementation, Call Center, Sales Ops Sample Management Solution Value-Added Data Services Management Sales Force Analytics, Data Warehouse, Data Aggregate Spend Governance, Data Management, Affiliations Mgmt. and Support Alliance Samples and Fleet Mgmt., SF Training, Speaker ProgramsFigure 7Managed Markets Multichannel ManagementWith managed and accountable care markets poised As industry leaders deploy marketing campaignsto grow, and the fact that one or two managed care across multiple channels, they require a newcontracts can have disproportionate effects on sales, approach to managing, measuring and optimizingtop pharmaceutical companies are adopting results across all those channels simultaneously.management strategies that span the managed market Using an integrated multichannel managementcontract lifecycle — from contracting strategies approach offers them end-to-end capabilitiesand account planning to contract execution, that encompass the entire campaign manage-performance measurement and collaboration ment space, from strategic planning, segmentationwith sales and marketing operations. and targeting refinement through evaluation activities such as channel optimization and ROIThis approach enables companies to devise and (see Figure 8).execute effective account-level plans, monitor The companies gain efficiencies by eliminatingtheir implementation and measure their perfor- or reducing unproductive channels and offerings,mance across payers, physicians and patients. It including digital, leading to reduced or re-improves contract administration and payment optimized spend, and by applying standardizedprocesses, even under complex contract structures. processes across brands. The multichannelFurther, it provides insights into rebate strategies, management program leverages a forward-revenue capture and performance thinking approach to market events and business changes to arrive at solutions based both on past data and future expectations. cognizant 20-20 insights 6
  • 7. Modern Multichannel Management Face to Face Interactions (inc. Details) Meetings Multichannel and Conventions Customer Capture and analyze Delivering designed Analytics data continuously to Call Center campaigns in an integrated inform segmentation, fashion across channels. messaging and channel mix. Starters Speaker Events Customer Brand Planning Interaction MultiChannel & Campaign Enablement Management Management E-Marketing E-Detailing Relationship Creating consistent digital Marketing and paper-based creative content and messaging Conducting customer for all channels. Digital Content Product and segment-based planning with Management customizable messaging and Disease Sites segment-based marketing objectives for brands. Social and Professional Networks (Social CRM)Figure 8Digital Marketing Knowledge and InsightsInnovative pharmaceuticals companies are The ability to extract and disseminate insight fromrealizing the full potential of digital and social data and then rapidly move from insight to actionmedia channels by using powerful solutions to is a crucial competitive differentiator. Building onimprove data access, integration and analysis. an integrated model of primary research, secondary“Big data” platforms delivered via the cloud data sources and sophisticated analytics providesprovide cost-effective, flexible ways to conduct an array of information advantages applicableadvanced data experimentation and modeling across the commercial value chain, from newto uncover formerly unattainable insights about product development to designing a multichannelonline consumer behaviors. This flexibility also campaign to measuring ROI. With solid knowledge,enables more rapid prototyping and modeling data and insights, pharmaceuticals companiesto correlate the business effects of increasing can quickly create more effective messagesdigital activity. customized to more specific targets disseminated through the most appropriate channels.These rich data interactions enable pharmaceuticalcompanies to get near-real-time feedback Discovering the insights fueling these advantagesabout competitive developments, potential risks is an increasingly complex process. New marketingand general market trends. Companies can more channels generate vast quantities of data. Yeteffectively target audiences and improve efficiencies gaps exist in these “big data” domains. To closeby integrating promotion, competitive intelligence, these gaps, leading pharmaceuticals companiesmarket research, etc. by customer segments instead are turning to trusted third parties to conductof traditional functional silos. They can increase the primary research and combine it with analysisreach and engagement of online initiatives of secondary data to understand behaviors andefficiently by partnering with digital and social attitudes. Virtualizing primary research, datamedia channels that customer targets already analysis and delivery via the cloud and global,use. Further, they can drive customer-centric always-available resources lowers the cost ofengagement models by understanding online data management while shortening the time tobehaviors and interactions across customer gaining insight.segments and the information required to drivebusiness transactions. cognizant 20-20 insights 7
  • 8. Two Approaches to Generating Value life sciences companies choose to transform gradually; others engage all four value leversHow pharmaceuticals companies engage the simultaneously across a range of functionsvalue levers depends on corporate culture, for rapid transformation (see Figure 9). Thefamiliarity with using third-party service following cases reflect these two very differentproviders and comfort levels with emerging but equally valid approaches.tools, technologies and business models. SomeExploring Value Creation Options Intermediate State Agility Effectiveness Innovation Current State Future State Agility Agility Ex Efficiency te e iz nd im pt OEffectiveness Innovation Effectiveness Innovation Efficiency Efficiency Enabling CapabilitiesFigure 9Case Study>> The Evolutionary TransformationA top-five life sciences company initially chose its entire commerical planning cycle. Analytics,to focus on commercial cost reductions, or the data management and capability developmentefficiency lever, partnering with a third-party have all been virtualized. The service providerservice provider to deliver sales force partners in strategy development, planningsize and structure assessments (SFSS) and and execution across business processes,other brand and sales analytics services. applications and infrastructure. Results include:The service provider enabled the companyto further reduce its costs and risks while • Operating cost reduction through the managedimproving effec tiveness by identifying services delivery model. Analytics costscases for vir tualizing selec t commercial alone were reduced by approxima tely 30%operation ser vices . per annum.The service provider was also able to help identify, • The life sciences company deployed a varietyevaluate, implement and monitor innovative of tools, delivered as hosted services, whichways to increase revenue opportunities (see reduced sales and marketing costs whileFigure 10 on next page). Now the llife sciences improving the effectiveness of sales tacticscompany teams with the service provider across with timely flows of more accurate information. cognizant 20-20 insights 8
  • 9. Transforming While Performing Multichannel Subnational SOV CLM Impact & Information Promotional Planning Impact Assessment Differential Messaging Dissemination Framework Subnational Rx Driver Digital Preference Key Influencer Impact Brand Launch Assessment Segmentation Assessment DashboardsSample of commercial transformation initiatives that improved efficiency, effectiveness and innovationwhile minimizing risks.Figure 10• The company is growing revenues while optimizing its marketing spend on midlife and mature brands by shifting away from the traditional creative agency model and using its service provider as a strategic sourcing partner for digital asset and brand management services, from creative development through execution. The provider hones the creative strategy and tactics through its market research and analytics capabilities as well as its intimate knowledge of the life science company’s platforms and tools.Case Study>> Rapid TransformationA global top-10 pharmaceutical company needed expertise alongside its managed services. Themore flexibility to respond to industry pressures. pharmaceuticals company and its provider haveIts internal costs were high, driven by inefficient collaborated to generate value across thesystems, high internal system maintenance balance sheet:expenses and an array of vendors delivering a • Rapid cost savings are achieved by virtualizingvariety of functions. Managing multiple vendors n o n co re a c tivities by entrus tin g th ewas inefficient; the combination of costs and service p rovid er. This has ena b le d th eineffectiveness made it difficult to deliver pharmaceuticals company to scale down itsinnovation. Yet creating an internal solution internal resources, quickly reduce operatingwould be capital intensive and risky. costs and standardize across platforms.With the division president’s sponsorship, the Where the company previously struggledpharmaceutical company was determined to to provide timely, concise and actionablevirtualize all of its U.S.-based commercial insights to its 5,000-member sales force,operations to eliminate the company’s high fixed it now uses an online reporting platform,costs and to increase cash flow and agility. developed with its service provider. This toolTo go beyond cost savings and generate revenue has cut the number of dashboards andopportunities through innovation, yet minimize reports from 64 to 32, delivered via onecapital expense, the company needed its trusted tool instead of 14 and reducing total cost ofpartner to offer mature business consulting ownership by 50%. cognizant 20-20 insights 9
  • 10. • Savings and efficiencies enabled the company service provider, the company is designing and to pursue greater innovations in applying measuring the impact of new customer analytics to sales planning that spanned interaction models, including how to compress technology and business functions. For new the time to make a go/no-go decision on product launches, performance models more scaling pilots. For a newly created sales force quickly determine the activities and behaviors being deployed in a new market, the company’s that differentiate high performing territories. service provider is deploying a mobile account In addition, a territory planning and collaboration profiling and planning platform to drive rapid system was customized and deployed across understanding of patient flows and influence the entire sales force within six months, networks. enabling the organization to respond more • The risk of the strategy is greatly reduced quickly to changing market conditions. by transferring much of it to a trusted Standard, automated functions have been third-party service partner. incorporated across business units, from refining call plans to improving account Evaluating Opportunities for affiliations to efficiently cascading marketing Commercial Transformation spend down to the territory level. Whether a company chooses to engage one• New revenue generation opportunities are being or two value levers in a single commercial created through new customer engagement operations solution like VBM or implements a models supported by more effective processes comprehensive transformation, it’s important and use of “millennial generation” tools such as to identify the value creation opportunities that tablet computers, smartphones and “anytime, align with overall goals and generate roadmaps anywhere” data availability. Working with its that achieve that value (see Figure 11).Value Generation Assessment Framework Scope Definition Strategic, Financial, end state Final recommendations & Data & Operational definition and roadmap creation Collection Analysis DIAGNOSTIC X Weeks X Weeks X Weeks X Weeks X Weeks Scope Definition Data Collection Cost Benefit Analysis End State DefinitionConduct executive level Conduct interviews, Conduct cost-benefit analysis Define level of frameworkmeetings to understand workshops and gather data on of the recommendations and for each identified activity,priorities and define the business objectives, operations, define a go-forward plan. including optimization, strategyscope. revenue expectations, profit and risk-sharing approaches. expectations and pain points. Final Recommendations & Assessment Contribution Comparison Roadmap Creation Conduct a contribution Compare the spend on Noncore recommended framework assessment of core vs. noncore activities across and implementation roadmap. noncore activities. the portfolio.Figure 11 cognizant 20-20 insights 10
  • 11. Understanding the commercial organization’s and enable sales professionals to participatepriorities is the first step in identifying and in virtual teams.defining the scope of transformation activities. Trusted Partner AbilitiesIn particular, defining “core” vs. “noncore”processes and brand activities and assessing • Broad and deep industry expertise.the resources devoted to these is critical. Creating new revenue streams means“Core” activities and brands are those that partnering with a managed servicesdirectly generate competitive advantage for the provider who fully understands lifepharmaceutical company. Comparing projected sciences processes from a clinical as well asrevenues and returns of noncore activities with commercial perspective to help generatethe resources allocated to them often helps and anticipate internal and industryidentify areas that can be managed by a trusted innovation (see Figure 12). For example, aservice provider, thus quickly reducing costs and service provider should understand howimproving quality. Concurrently, the commercial R&D, pharmacovigilance and commercialorganization has more resources freed to focus activities will increasingly intertwine ason core brands and activities. payers demand lower costs and higher therapeutic value and safety.As specific functions reveal value creationopportunities, it’s important to consider • Compelling value proposition.these factors in determining how and when to  What bottom line impact will the serviceexploit them. provider create through efficiencies, effectiveness, agility and innovation? TheEvolutionary vs. Radical provider should be comfortable assigningTransformation Models metrics to its assumptions so results are• Assessing holistic value measurable and apparent. optimization opportunities. • Partnership capabilities. Where do commercial processes overlap  fu n c ti o n s e a m l e s s l y w i th a pharma- To with brand marketing and business technology ceuticals company, as well as identify functions? Applying broader virtualization opportunities for savings and growth, in such areas can net greater savings and trusted providers must understand efficiencies than a gradual approach. how life sciences companies operate–• Maturity in understanding core their cultures, project management and competencies and functions. emerging best practices — and integrate The readiness to entrust noncore activities this understanding into existing processes to an experienced third party is key to and templates. the speed with which a transformation Reshaping balance sheets with stronger cash strategy generates cost savings and flows, reduced costs and increased revenues enhances revenues. by transforming commercial operations is a• Progress in segmenting commercial critical requirement for today’s pharmaceuticals business support functions to develop a companies. Traditional commercial models global services partnership framework. are ineffective in the face of existing and emerging industry pressures. While transformation More life sciences leaders are adopting itself can be challenging, experienced service new commercial structures easily adaptable providers offer the technology, tools and to working with trusted third parties. practices today to enable companies to• Acceptance of connected, mobile, embrace it. Further, the power of virtual, collaborative technology platforms. cloud-based managed solutions greatly Such technology is proving vital to successfully reduce the risk associated with adopting marketing brands and therapies to smaller, powerful new ways of extending brand value tougher-to-reach audiences, whether physicians, and positioning for future marketing challenges. managed accounts or consumers. Adopting Whether evolutionary or immediate, now is this technology requires a willingness to the time to choose transformation. embrace new customer engagement models cognizant 20-20 insights 11
  • 12. Factors when Assessing ServiceProviders to Transform Commercial Operations STRATEGIC PARTNER FOR COMMERCIAL OPERATIONS OUTSOURCING Partnership Capabilities Value Proposition Expertise Pharma Commercial Solution Flexibility Risk Mitigation Domain •  cale, Experience & Commitment S•  usiness Process B •  ultichannel Sales & Marketing M •  rogram Management, P•  onsulting, Operations C •  izing, Alignment, Targeting, etc. S Governance•  taffing Model S •  rimary Research P •  tability: Skills, Depth, Turnover S Soft Skills Effectiveness & Efficiency Analytics •  ost (Cognizant, C• Cultural Awareness •  pproaches, Tools & Templates A Internal, Third Party)• Project Management •  ata Integration, Reporting D •  nhanced Capabilities E• Communications •  ulti-industry Exposure M •  trategic Partnerships S Transition Capability Innovation Data/Technology• Experience • Thought Leadership •  harma Data Management P• Processes • Innovation Process • nfrastructure I• Tools & Templates • Implementation Capabilities •  pplication Development AFigure 12 cognizant 20-20 insights 12
  • 13. Footnotes1 http://www.fda.gov/downloads/AboutFDA/CentersOffices/ OfficeofMedical Product sandTobacco/CDER/UCM282984.pdf2 http://ncpo.hdma.net/pdfs/long.pdf3 “The Use of Medicines in the United States: Review of 2011, IMS Institute for Healthcare Informatics.” http://www.imshealth.com/portal/site/ims/menuitem.d248e29c86589c9c30e81c033208c22a/?vgnextoid=81c63fc68b87631 0VgnVCM10000076192ca2RCRD&vgnextchannel=3e382115cc4be210VgnVCM10000071812ca2RCRD&vgnextfmt=default4 “2011 U.S. Pharma Company Promotional Spending, Cegedim Strategic Data, February 2012.” http://www.google.co.in/rct=j&q=cegedim%202011%20pharma%20spend%20us&source=web&cd=5&ved=0CEIQFjAE&url=ht tp%3A%2F%2Fwww.forums.pharma-mkting.com%2Fattachment.php%3Fattachmentid%3D223%26d%3D1331748428&ei=xN N6T7IV0cytB_flyaAC&usg=AFQjCNGOdzX4atLOT7IvmlUIShjQIDVwYA&cad=rjaAbout the AuthorsBob Gabruk, Practice Leader, Cognizant Enterprise Analytics Practice, North America, leads a global team of consultingand analytics experts. His professional experience spans over 20 years, with specific interests in strategic consultingand quantitative analysis. Mostly recently, Bob has focused on analyzing and influencing key buyer decision-makingprocesses to create competitive advantage and leveraging transformational change — particularly strategicmarketing, promotional resource planning, selling effectiveness and business development. He has also alignedhuman capitalmanagement to business strategy through organization design and process reengineering. Prior toCognizant, Bob worked at Deloitte Consulting within its life sciences practice and Titan Research & Technologyin its statistical analysis and stochastic modeling group. He holds an M.B.A. from New York University as well asa B.S. and an M.S. in mechanical engineering from Virginia Tech. He can be reached at Robert.Gabruk@cognizant.com.Don Otterbein is a Cognizant Vice President in the Life Sciences Business Unit, leading its Sales and MarketingPractice. He is responsible for the development, launch and promotion of new, innovative offerings to support thesales, marketing and managed markets functions within life sciences companies. Don has more than 20 years ofexperience in a variety of global leadership roles spanning consulting and services; offerings development; marketing;and operations within Fortune 500 companies supporting the life sciences industry. He holds a B.S. degree incomputer science from Villanova University. He can be reached at Don.Otterbein@cognizant.com. cognizant 20-20 insights 13
  • 14. About Cognizant’s Enterprise Analytics PracticeCognizant’s Enterprise Analytics Practice (EAP) combines business consulting, in-depth domain expertise, predictiveanalytics and technology services to help clients gain actionable and measurable insights and make smarterdecisions that future-proof their businesses. The practice offers comprehen­ ive solutions and services in the sareas of sales operations and management, product management and market research. EAP’s expertise spanssales force and marketing effectiveness, incentives management, forecasting, segmentation, multichannel marketingand promotion, alignment, managed markets and digital analytics. With its highly experienced group of consultants,statisticians and industry specialists, EAP prepares companies for the future of analytics through its innovative“Plan, Build and Operate” model and a mature “Global Partnership” model. The result: solutions that are deliveredin a flexible, responsive and cost-effective manner. http://www.cognizant.com/enterpriseanalytics.About Cognizant’s Life Sciences PracticeCognizant’s Life Sciences Practice partners with 27 of the top 30 global pharmaceuticals/biotech organi­ ations, zin addition to serving companies in the medical devices, CRO and life sciences product sectors. Whetherit’s driving process improvements to your clinical operations, increasing sales and marketing effectiveness, meetingregulatory requirements or enhancing drug safety, we are redefining the way companies benefit from andexperience global services. We enable business transformation by delivering consulting, analytics, IT and businessprocess support to fuel innovation and competitive advantage. http://www.cognizant.com/life-sciences.About CognizantCognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business processoutsourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquarteredin Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deepindustry and business process expertise, and a global, collaborative workforce that embodies the future of work.With over 50 delivery centers worldwide and approximately 140,500 employees as of March 31, 2012, Cognizant is amember of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among thetop performing and fastest growing companies in the world.Visit us online at www.cognizant.com for more information. World Headquarters European Headquarters India Operations Headquarters 500 Frank W. Burr Blvd. 1 Kingdom Street #5/535, Old Mahabalipuram Road Teaneck, NJ 07666 USA Paddington Central Okkiyam Pettai, Thoraipakkam Phone: +1 201 801 0233 London W2 6BD Chennai, 600 096 India Fax: +1 201 801 0243 Phone: +44 (0) 207 297 7600 Phone: +91 (0) 44 4209 6000 Toll Free: +1 888 937 3277 Fax: +44 (0) 207 121 0102 Fax: +91 (0) 44 4209 6060 Email: inquiry@cognizant.com Email: infouk@cognizant.com Email: inquiryindia@cognizant.com©­­ Copyright 2012, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by anymeans, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein issubject to change without notice. All other trademarks mentioned herein are the property of their respective owners.