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How to Properly Deploy the iPad Within the Pharma Sales Force
 

How to Properly Deploy the iPad Within the Pharma Sales Force

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Pharmaceuticals companies are deploying adopting mobility solutions, especially Apple's iPad, for their sales staff, with benefits including enhanced detailing, cost savings, better targeted ...

Pharmaceuticals companies are deploying adopting mobility solutions, especially Apple's iPad, for their sales staff, with benefits including enhanced detailing, cost savings, better targeted presentations, and much more. We outline a holistic strategy for adopting pharma mobility for an array of sales and marketing activities.

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    How to Properly Deploy the iPad Within the Pharma Sales Force How to Properly Deploy the iPad Within the Pharma Sales Force Document Transcript

    • • Cognizant 20-20 InsightsHow to Properly Deploy the iPadWithin the Pharma Sales ForceTo fully realize the value of iPads, pharmaceuticals companies need arobust mobility strategy from the get-go that better integrates theseproliferating devices with existing processes and systems. Executive Summary With the widespread adoption of smart phones and tablets by physicians and patients, mobility Pharmaceuticals companies are facing multiple can no longer remain solely a technology question challenges, from patent expirations and fewer but must become an integral part of the sales blockbusters, to a weakening pipeline. This is strategy and process. Pharma companies have further complicated by stringent regulatory begun adopting mobility in sales and marketing, compliance, intense competition from generics, but only in certain areas and functions. While the shorter product lifecycles and heightened cost iPad has clearly emerged as the device of choice, pressures that are directly impacting sales orga- pharma companies are still asking important nizations across the industry. These organizations questions related to implementation challenges, are also facing critical sales challenges of their such as security and infrastructure requirements, own, from reduced physician face time, increased actual usage and presentation by sales reps, promotional spend compliance, to a fast-chang- back-end data, connectivity and systems integra- ing sales environment that is influenced by new tion. Additional issues that must be considered media and mobile technology that requires more early on include: personalized and targeted messaging. These combined pressures are forcing the phar- • Discovering the right device strategy. maceuticals sales and marketing teams to seek • Planning the end-state application landscape. more innovative ways for driving sales and • Developing a mobile device content marketing effectiveness. It has therefore become management strategy. vital for the pharma sales force to be empowered with information and tools to facilitate faster • Creating an ROI measurement plan that properly captures mobile implementation decision-making and engage with customers in efficiency and effectiveness and forecasts a ways that improve their sales performance. Using tangible results timetable. mobile technology can give pharma sales the boost it needs to improve marketing effective- This white paper provides answers to many of ness and sales performance. these key questions including how to define cognizant 20-20 insights | february 2013
    • a holistic mobility strategy, how to integrate iPad Pharma Sales Force Benefitsmobility into sales processes, how to develop a The iPad provides capabilities similar to tradi-detailed implementation roadmap and, ultimately, tional laptops and tablets, but delivers additionalhow to get more value from your iPad deployment. benefits that resonate with pharma sales forces:The iPad Is Pharma’s Clear • Instant power-on and battery life: The iPadDevice of Choice comes alive with the touch of a button, unlikePharmaceuticals sales representatives have for laptops which take time to boot. It also has asome time realized the potential of the touch- long battery life, which allows for an always-onscreen tablet. Given their reduced period of time feeling.in front of physicians, pharma sales reps stillstruggle to differentiate themselves and make • Weight and size: The new iPad is only about 1.46 pounds, making it easy to carry.an impactful presentation. The ability to provideclinical information in a visually stimulating • Connectivity: While laptops and tablets areand interactive format at the point of contact is fitted with Wi-Fi, the 4G/LTE capability of theclearly satisfying for both the healthcare profes- iPad provides an edge over these other devices.sional and the sales rep. • User interface fluidity: The iPad has a slick and stylish user interface that is easy to navigate.Of all mobile devices, Apple’s iPad is making the The responsiveness of the touch screen givesgreatest impact. With an all-day battery life, an a far more real and involving experience. Theimpressive form factor and user experience and sales rep can move among different contenta rapidly expanding portfolio of applications, types and video, animation and media withthe iPad has captivated pharma sales reps and relative ease and a fluidity that doesn’t comecustomers alike. This device, which is easier to with traditional laptops.turn on and operate and is lighter and more user-friendly than laptops, is quickly becoming the de • Security: Information security on the iPad isfacto choice at most pharma organizations as equivalent to that of laptops when the appro-well as many medical device companies. Many priate mobile device management (MDM)have already invested in iPads for their sales software is deployed. There are few issues withforces, including the following: virus attacks as a result of Apple’s robust iOS operating system and frequent updates that• Abbott Laboratories, Medtronic Inc. and protect the device from malware and virus Boston Scientific Corp. are among those tightly threats. embracing the iPad.1 • Slick and stylish form factor: The iPad has a >> For example, medical device giant Medtron- look and feel that is very appealing. It has the ic, a Minneapolis-based maker of implant- right size to make it easy for personal viewing able heart devices and other products, and for physician demonstrations, making it a has bought 4,500 iPads for its sales and more engaging experience. marketing team, and could buy as many as Among the key benefits for pharma sales reps 6,000 iPads in total. and organizations using iPads for detailing (face-• Otsuka Pharma and Novartis are also adopting to-face informational meetings between sales iPads to help improve sales force performance.2 reps and physicians) and other purposes include:From our work with pharma companies we havelearned that eight of the “Big 10” global pharma • Improved physician interaction and engagement:firms are at various stages of iPad deployment fortheir pharmaceuticals representatives. The iPad >> Digital detailing is undoubtedly one ofis such a hit because it is not only proving useful the primary drivers of mobility adoption infor conducting impactful and engaging conver- pharma sales. The iPad has the ability tosations with physicians but has the potential to easily demonstrate video, animations andtransform the way pharmaceuticals sales rep- anatomical or product images to physiciansresentatives conduct all of their core activities, at any place or time. Specialty detailing, insuch as call planning and reporting, training and particular, would be greatly enhanced byother administrative tasks. These, and many other using the iPad with its sharp visual displayiPad applications, are driving pharma enterprises and advanced processor capabilities. Sincetowards accelerated deployment of the devices. specialty care sales reps typically get more 2
    • face time with physicians, an iPad can be a >> Some other applications include: powerful tool to help tell the “story” of a product or procedure, especially if the nar- »» Availability of training and marketing content: iPads enable the use of mobile rative is complex and better told using vi- apps that can electronically deliver this sual aids. content on request to the sales reps. With >> eSampling and eCouponing: Another wireless-enabled (3G or 4G) iPads, on- feature that helps improve physician in- demand product learning material and teraction is a mobile application that can certification tools can be made available electronically collect physician signatures to the sales force for skills enhancement for sampling or coupons. eCoupons can while they are on the road. be redeemed and samples ordered during a physician call, making response and ful- »» Dynamic call routing using the iPad geo- location and data visualization capabili- fillment almost immediate. For example: ties: iPads enabled with geo-location ca- Veeva’s iRep3 is a physician detailing ap- pabilities can actually help with real-time plication that can collect digital signatures call activity changes by dynamically re- from physicians for samples. routing the sales reps based on proximity,• Process transformation improving traffic and other parameters in the case productivity: of cancelled appointments (see Figure 1). These capabilities can help increase sales >> Sales reps enabled with iPads can per- reps’ productivity and efficiency. form call management activities as well as administrative tasks such as e-mail, ex- pense reporting, event management setup, • Faster decision-making through closed-loop marketing and analytics: With an effective samples management and call activity re- mobile pharma detailing application integrated porting while on the move between physi- with any CRM system, pharma sales reps can cian visits. Representatives do not need to record the information that shapes the direction wait until day’s end for reporting and other of business and establish plans for the next administrative tasks. iPads also enable pre- call, almost immediately, either directly after call preparation and access to critical detail- a sales call, in the elevator or in the waiting ing material when on the move. The ease of room. Information on products or physician operation of the iPad makes it more likely orders is captured through easy drop-down that sales reps capture data throughout menus that limit the amount of text entry the day, thus enabling more accurate call required. If diligent, the representative need reporting and improving overall efficiency. only plug the device into the cradle to uploadDynamic Call Routing Enabled by iPads Basic Account Information Including Product NRx/TRx Info Sales Rep Current Location Account Related Info and Services Icons (e.g., Phone, E-Mail, Route from Current Location, Weather) Hospital Account – Cancelled Appt Shown HCP Account as Red Icon Locations | ©2011, Cognizant 4Figure 1 cognizant 20-20 insights 3
    • the day’s activities to the server. With the right is patient-facing regimen reminders for oral mobile application in place, crucial feedback therapies. The patient registers on a product from the field becomes Web site or downloads an application and enters immediately available so basic information (weight, dosage, start date ofThe asset library can be sales management and treatment, etc.). Using the same logic contained used to identify where marketing teams no longer in the approved dosing guide and official package a graphic has been need to wait until the insert, the app provides continuous automated end of the week for the reminders (e.g., “Remember to follow your used and can bring up sales reps to type in their treatment plan today.”) for either taking the a list of presentations reports to gain front-line medicine or for creating calendar entries via that need modification, insights. The marketing iCalendar that indicate scheduled follow-up visits team can react immediate- with a physician. Patient anonymity is paramount enabling the marketing ly to needs from the sales in making the acceptance of these applications team to quickly change force with instant alerts successful. To preserve information privacy and redeploy a specific and actionable insights between the patient, doctor and the pharmaceu- for the sales reps, greatly ticals company, these apps rely only on inputs the presentation. improving efficiency and patient self-discloses. For example, consider apps productivity. that provide the option of selecting the country rather than “harvesting” IP addresses and carrier • Brand differentiation and development: information. Clear guidelines for these practices According to an online survey of 341 U.S. are specified in the terms and conditions for the healthcare professionals (HCPs) completed application and in many cases are also part of the in February 2011, 79% would choose Apple’s “social media agreement” between the company iPad for professional use.4 There is a strong and the patient. preference from physicians for digital detailing with an iPad. Pharma companies have an As highlighted above, pharmaceuticals sales opportunity for brand building and to influence representatives and brand/marketing teams physicians to re-think the level of engagement are beginning to use iPads to deliver interactive with their sales reps. The improved quality eDetailing presentations. This has become the of detailing, faster fulfillment of sampling foremost reason for adoption of the iPad in the and medical information requests and other industry. eDetailing and “closed-loop marketing” value-adds provided through useful mobile (CLM) build on a 10-year tradition that began applications and tools for customers can help with the first widespread use of tablet PCs. The with pharma companies’ brand-building efforts. workflow process for medical, regulatory and • Cost reduction: Mobile devices like the iPad legal reviews and approvals is also made more require an initial investment in hardware, manageable by using the iPads in combination technology and supporting infrastructure, but with an asset library platform. Acting as a col- in the long term they can help lower overall laboration center, the asset library also stores operating costs. All content ranging from the release version of every presentation along marketing material to training content can with its component assets. A practical example of be pushed to the mobile device and made this benefit is when a graphical image needs to be available almost immediately to pharma sales replaced throughout all presentations. The asset reps. The costs of physical distribution and library can be used to identify where a graphic has implementation are significantly lower as most been used and can bring up a list of presentations sales processes can be digitized and virtual- that need modification, enabling the marketing ized. In addition, the overall increase in produc- team to quickly change and redeploy a specific tivity and efficiency has the potential to result presentation. in substantial cost savings. Finally, end-user services are key to the success of These benefits are steering pharma companies product reminders and eDetailing. These include toward aggressive adoption and deployment of raising awareness and training of product support mobility solutions, and particularly iPads. teams that handle phone or chat support for a product and the redeployment of released pre- The Current State of iPad Adoption sentations following a break-fix incident with the As noted, many pharmaceuticals companies are sales representative. Integration with CRM data deploying iPads and developing mobile appli- also provides an enhanced view of the customer cations for the iPad and iPhone. One example and enables the sales representative to manage cognizant 20-20 insights 4
    • Top-Eight Global Pharma Status on Sales and Marketing Mobility Field Force HCP Medical Brand/TA Apps iPad Deployment SFA Deployment Education Information for Physicians to Field Force to Field Force Courseware Requests/Delivery (Diagnostic Tools, Patient Interaction, etc) Pharma 1 Pharma 2 Pharma 3 Exploring Pharma 4 Underway Pharma 5 Deployed Pharma 6 Pharma 7 Pharma 8Figure 2an ongoing sequence of presentations with the are either evaluating or beginning to implementphysician over several weeks that build upon a mobile devices for their sales forces and havecommon theme or message. integrated mobility only partially into their sales processes and strategies. Most pharma companiesPharma companies are at various stages of iPad today are deploying mobility solutions in a verydeployment. Pilots and implementations for fragmented manner, for a few specific functionseDetailing, sales training and mobile CRM are in the sales process. For example, iPads are beingcurrently under way. Figure 2 offers a snapshot deployed for eDetailing and branded mobile appsof the current stage of deployment of various targeted at the patient or doctor. These mobilitymobility initiatives by pharma companies for use deloyments, therefore, are apt to become silosby their sales forces. of information unto themselves. The systems are not able to share data, making it diffcult forBased on work with multiple pharma companies, sales forces to achieve the full value from theirwe have developed a maturity model to capture investment in mobile technology and its potentialthe journey many organizations have followed to capabilities.implement iPads across their sales forces. Figure3, which depicts the current state of mobility In this regard, pharma companies have manyadoption in pharma, reveals that most pharma unexplored opportunities. Moreover, some arecompanies are somewhere in the middle. They facing challenges in their attempt to implementPharma’s Current State of Mobility Adoption and Maturity Fully Internal Maximum use of Developing a Implementing mobile technology Integrated discussions in holistic mobility closed loop – geo-location into Sales progress. No strategy for the marketing and Level of Mobility Integration enterprise-wide services, real-time Strategy sales force. analytics. analytics ,etc. initiative. Few pharma companies Trial and proof are still in the awareness Partially Internal Rolling out Mobile SFA of concept on and evaluation stage. Integrated/ discussions in iPads to sales deployed – call progress. No training and Select force for management enterprise-wide detailing Processes detailing and and reporting . Most pharma initiative. content-based SFA processes. companies are here. processes. Aware of Mobile enabling Mobility Piloting use of Deployed mobile Barely any pharma companies are mobility tools all Web sites and as an eDetailing devices for detailing in the very early or very mature but still using providing mobile through and marketing stages of mobility adoption. Enabler traditional devices for detailing. iPads. information. sales tools. Aware and Evaluation & Adopted/ Implementing Interested Trial/Pilot In Use Stages of Mobility AdoptionFigure 3 cognizant 20-20 insights 5
    • mobility. Specifically, they are struggling with • How should the iPad be used for detailing andmaking the leap to fully integrate mobility into demonstrations? What is the actual perfor-their sales strategy to realize all the potential mance of the iPad-enabled sales rep in front ofbenefits of mobile technology. the physician? Defining a Holistic Mobility Strategy to FullyiPad and Mobility Implementation: Leverage the iPadQuestions and Challenges A holistic mobility strategy is essential for anyPharma companies are asking many questions successful iPad deployment and mobility imple-about how to most effectively and efficiently mentation. Unfortunately, many companies havedeploy and use mobile solutions for their sales deployed iPads without first developing such aforces. Some of these important questions strategy, and have few economic benefits to showconcern the actual purpose of these mobile for it.devices for the sales force, the level of readinessfor implementation and what challenges they will We have a robust approach to developingface during implementation. a mobility strategy, which serves as a good mechanism to start defining the objectives andAmong the most common questions we have expectations from such an important investmentencountered in our discussions with our clients (see Figure 4). This mobility strategy includes theare: following six dimensions:• Can the iPad really replace the laptop or is it a • Architecture and device strategy: This complementary device? dimension ensures that important architec-• Technology-related questions such as: What tural questions are considered and answered, should the application landscape on the iPad including defining a device strategy, determin- be? What is the most suitable CRM platform? ing the mode of deployment and selecting an appropriate mobility platform.• Some companies, having deployed iPads as a pilot for one specific purpose, are asking how >> Device strategy: Pharma companies must to expand functionality and scale up to address think about whether they want to go with a the needs of the entire sales organization, as single or a multi-device strategy, where the well as how to enable additional collaboration. iPad is either the only device that the sales force uses or where it is used in addition to• How should the content development and the laptop. The device strategy is driven by delivery platform be set up? how much the pharma company is willing• How should they gather and act on business to take advantage of the disruptive pow- intelligence through the iPad?Principal Elements of a Holistic Mobility Strategy Governance • Portfolio management for business value? • Standards and policies? • Decision-making/funding for PoCs? Competitive Advantage and ROI Process Impacts • Build or buy? Business • What processes will change? • Differentiation or transformation? • Any new processes? • What is theROI? Justification • Organizational change? • Ancillary benefits? • Should the mobile effort be • Impact on security? embarked upon? • What should the approach be? • What is the right timing and timeframe for ths effort? Architecture • What is it going to cost? Success Factors • Backend integration? • Risks and rewards? • 2-3 year roadmap? • Mobility partner(s)? • Mode of deployment? • Roadmap and long-term plan? • Device strategy? • Organizational readiness? • Appropriate platforms? Skills and Competencies • Technology skills (core vs. context)? • Onshore vs. Offshore? • Buy vs. organic growth?Figure 4 cognizant 20-20 insights 6
    • ers of iPad functionality, instead of merely >> Application landscape: The application replicating Web site capabilities on the mo- landscape should be developed and defined bile device. It also requires rethinking the by the business purpose of the sales organi- business processes and activities that sales zation and the related processes and activi- reps currently perform using a laptop, and ties that these applications should support: whether they would continue to execute Should the application landscape cover such activities on the iPad in the future. Are eDetailing for showcasing content? Do we these activities truly adding value? From expect to capture customer responses, our conversations with pharma clients, only questions and requests for informa- two companies so far have decided to go tion through the detailing process? What with a single device strategy. back-end technology integration would be needed to capture customer responses and >> Mobility platform: An integrated mobil- intelligence? What kind of CRM platform ity platform can help scale the technology and integration would be required? These implementation to the entire pharma com- questions need to be carefully considered mercial organization and associated busi- before determining which applications to ness processes. Fragmented deployment of include on the iPad. mobility applications will only create silos of information and prevent the seamless flow • Impact on business processes: Once the of information, which will hamper decision- activities and functions to be performed by making. Another criterion for the selection sales reps on the iPad have been identified, the of an appropriate mobility platform is the organization should evaluate what business ability to support and target multiple mo- processes will be impacted by the implemen- bile operating systems, such as Apple iOS, tation of the mobility platform. In addition, Android, Blackberry, Symbian and Windows senior decision-makers should consider: What Mobile. IT systems and processes will be impacted to support the change in business processes? Quick TakeEnabling iPad-Based Detailing via a Global CollaborativeMarketing PlatformBusiness Situation: The European regional head- creation of the presentations based on HTML5quarters of a major pharmaceuticals company pages that are rapidly re-tagged and convertedwas committed to the benefits of having its sales into the final presentation format. HTML5 as aforce use iPads, to replace its existing tablet PCs portable format allows the operating factory tofor eDetailing. In anticipation of the wider use of rapidly build, localize and transform raw contentiPads by the competition, its challenge was to to generate multiple versions of the original pre-find the best way of systematically utilizing newly sentation. The factory also offers the foundationcreated and existing marketing materials so that of a scalable “core-flex” service model to increaselocalized versions of master content could quickly output and meet demand during new productbe created and modified. campaigns or product launches to ensure simulta- neous rollout of presentations in several countries.Challenge: Without an underlying common orga-nizational framework, the multitude of languages, Benefits: The digital asset library catalogues everycultural needs and regulatory requirements would component used in the process for reuse in futurerequire each country to initiate costly new projects marketing initiatives. We modified the metadatawith local agencies across every brand. The vision model to include presentation-specific character-was to have a centralized and inexpensive method istics that allow marketing teams to quickly reuse,of reusing assets and master presentations to update, track approvals and replace marketingdevelop and manage local content. collateral on every iPad with ease.Solution: We conceptualized a content devel-opment factory and digital asset library for the cognizant 20-20 insights 7
    • What other business processes must change to competencies required for an iPad deployment enable a global deployment? as well as for ongoing support. Content creation and delivery is one of the Brand strategy and management is a core key business processes to be impacted, and function, but creating and delivering content, this process can impact the scale of mobile or reusing or repurposing existing content enablement. One of the core capabilities for may not be a core process. Similarly, mobile successful iPad usage is the content creation technology skills may not be readily available and delivery capability. Important questions to within the organization for platform develop- be answered around this topic include: ment, application development, integration and analytics. These skills will either have to >> How can content development and delivery be built over time or acquired more rapidly by capabilities be centralized for mobile and working with an experienced partner. multichannel marketing initiatives and pro- cesses? • Competitive advantage and ROI: Outfitting the sales organization with iPads requires >> Will these capabilities be created internally investment in a supporting platform, applica- or shifted to a partner? tions, content, infrastructure and other areas. >> What systems are needed to support con- “Build or buy” will be a key question to answer tent collaboration? here — i.e., either to build a mobile application platform from scratch or to work with a mobile >> How will content be delivered to the iPad? platform service provider that can provide• Skillsand competencies: Depending on the hosted solutions. What is the ROI in both these analysis of business processes that get scenarios? Are there other technology invest- impacted (such as a core vs. context analysis ments already made that can be leveraged? that helps evaluate which processes should be entrusted to a partner or kept internal), orga- Another important related element is how a nizations will need to evaluate the skills and pharma company can differentiate itself from Quick TakeOne-Device Strategy and iPads for a PharmaContract Sales OrganizationBusiness Situation: While working to implement typically performed manually, or on disparatea new commercial model for a contract sales systems. This allows the representative to focusorganization (CSO), we developed an end-to-end on tasks that truly add unique business value.solution to allow the company to deploy an By applying an iterative process of isolating keyindustry first “one-device” solution for its repre- areas of value and then simplifying the way thesentatives. user can capture that value, the team created a focused user experience that goes beyond simplyChallenge: To take advantage of the unique replicating the functionality of existing desktopstrengths and limitations of the device, the needs applications.of sales representatives had to be balanced withthe needs of the home office. Benefits: Sales representatives conduct all their promotional and administrative activitiesSolution: We set up a cross-functional team of using their iPads and will not require a separateconsultants with sales and marketing experience, laptop either on the road or at home. The endclient area sales directors and home office staff, result is a streamlined system that delivers awith the goal of deconstructing a sales rep’s user experience focused on the needs of salesday and identifying which key iPad-based tasks representatives and healthcare providers, whiletruly create unique business value. In order delivering lower total cost of ownership andto meet this challenge, we analyzed the sales enhanced value to the home office.force activities and business needs to automate,redesign or eliminate many activities that were cognizant 20-20 insights 8
    • others that are proceeding with mobility and iPad deployments. Will it be through the type Quick Take of mobile applications, the ability to respond Holistic Mobility Strategy to sales rep and customer requirements? Will and Deployment for a Global it be the ability of its sales reps to build better customer relationships? Clearly articulating Medical Device Maker the business objectives is a prerequisite to Business Situation: We have assisted a global achieve a successful iPad deployment. medical device firm to develop a holistic strategy and deployment roadmap for mobile devices that• Governance: This is among the most critical will address deployment in the U.S., Europe, Asia dimensions of a holistic mobile strategy. Governance is simply about policies and and Latin America. The strategy includes estab- standards; a key element is who sets these lishing the client’s existing mobile device and policies and procedures, and how standards application baseline, analyzing current and future are enforced. Among the most important operating expenses and content management aspects of governance is security and infor- trends as well as developing and recommending a mation protection — especially given pharma’s BYOD posture and roadmap. regulatory oversight requirements. What will Benefits: When implemented, this strategy is be the governance plan for the new mobile- projected to reduce annual operating expenditures enabled sales force for devices, applications by over $2 million. We are also assisting the client and other information they can access or use in developing and implementing mobility security over the mobile device? How will the pharma capabilities that will enable the transition from a company enforce governance on the applica- corporate-liable mobile device environment to tions and data used on the mobility platform? one that is primarily BYOD as part of its holistic Should pharma companies restrict access or mobility strategy to reduce corporate risk and allow access to other applications for the sales raise employee satisfaction. force? Will pharma companies allow “bring your own device” (BYOD) and, if so, what will be the security requirements in terms of data, access, applications, etc.? (For more detail on this issue, please see our white paper Making BYOD Work for Your Organization.) »» What processes, infrastructure and sys- tems are critical, and thus need to be de-• Success factors: Among the critical mobility veloped initially? deployment success factors for organizations to consider are: »» How long will it take to prepare the base architecture and platform? >> Organizational readiness: Is the sales »» What is the most cost-effective deploy- force ready to adopt and operate on mobile ment approach? devices? How will the organization enable the transition of the sales force from their »» How long will it take to complete a pilot earlier devices and modes of operation to implementation or a stage-by-stage im- the new mobility platform, device and pro- plementation? cesses? What change management strat- Benefits of a Holistic Mobility Strategy egy will be used to make the sales force Thinking through each of these six dimensions comfortable with the new device and pro- outlined above will be needed to define and cesses? What will be the mode of deploy- build a holistic mobility strategy best suited to ment of mobility to the sales force? What the organization. This exercise of defining the will be the training and adoption plan for mobility strategy and roadmap will help answer the sales force? important questions that provide the necessary >> Developing a mobility implementation business justification for the effort, such as: roadmap: A systematic and phased imple- mentation plan is critical to mobility-en- • Will this iPad deployment help enable the abled sales transformation. Not all sales company’s vision, and address the business processes and sales forces can be trans- requirements to achieve this vision? formed together. A detailed mobility road- map will help determine the following: • How long will it be before we begin to see the benefits of the iPad implementation? cognizant 20-20 insights 9
    • • Have we taken the best approach for this • Provide approximate timelines for implemen- implementation? tation and for when the transformation will actually begin to yield results.• What is the cost associated with the entire implementation, as well as with each stage Looking Ahead in terms of infrastructure, IT systems and resources? With its high-quality aesthetics and robust capa- bilities, the iPad has generated a lot of excitement• What are the associated risks and critical in the pharma and medical devices industries; the dependencies for this implementation? iPad has proven to be the device of the futureAs previously noted, defining a holistic mobility for the sales force. Most pharma companies havestrategy will help provide a well-thought-out started deploying or are looking to deploy theapproach and implementation roadmap with iPad for their sales force, but they understandsuitable business justification on costs and and appreciate that it is not a silver bullet.expected timelines and benefits. This paper provides thoughts on how to increaseSuch a strategic, integrated and holistic approach the chance of success of an iPad implementation,to defining a mobility strategy can not only greatly such as defining the mobility strategy and imple-reduce the risks and resistance in adopting a new mentation roadmap that will guide and enabletechnology platform and approach, but can: a successful deployment. The key is to realize that the iPad will only deliver its full value when• Help estimate the approximate effort involved it is enabled by transformed business processes and the cost of investing in mobility transfor- as well as being integrated with the other key mation over time. systems the sales organization uses. We have• Help plan a two- to three-year roadmap for the invested significantly in this area and stand ready transformation. to help pharma companies to get the most value from mobility in general and iPads specifically.• Outline the clear goals and outcomes expected at each stage of implementation.• Highlight the risks and dependencies involved and the key areas of focus for this transforma- tion.Footnotes1 Wall Street Journal, “iPads Are Latest Weapon in Medical Sales” — http://online.wsj.com/article/SB1000 1424052748703493504576007723119984758.html and “Abbott, others using iPad in medical sales” — http://archive.chicagobreakingbusiness.com/2010/12/abbott-other-using-ipad-in-medical-sales.html.2. “Future Pharma: A closer look at the iPad in pharma/physician relations” — http://social.eyeforpharma. com/uncategorised/future-pharma-closer-look-ipad-pharmaphysician-relations.3. “Next-generation CRM for the Apple iPad“ — http://www.veevasystems.com/crm/irep/.4. “iPads Are the Tablet of Choice Among U.S. Physicians”— Aptilon corporation press release — http://www.pharmiweb.com/pressreleases/pressrel.asp?ROW_ID=36931&channel=5#.UQnBwIblDvh. cognizant 20-20 insights 10
    • About the AuthorsThierry Kahane is a Principal in Cognizant’s Life Sciences Business Consulting Practice, with 12 yearsof management consulting experience in designing and delivering complex business and IT transforma-tion programs across life sciences and other industries. He has expertise across the life sciences valuechain, with a particular focus on sales and marketing (new commercial models, mobility and closed-loop marketing) and R&D (clinical development). Thierry has established credentials in the design anddelivery of strategic initiatives, the program management of large and complex enterprise transfor-mations and change management and communications. He holds an M.B.A. from Columbia BusinessSchool, and a master’s degree in commercial engineering from Brussels University. He can be reachedat Thierry.Kahane@cognizant.com.Dr. Elby Nash is a Principal with Cognizant Business Consulting’s Mobility, Social Media, Analytics andCloud Practice. Dr. Nash has been a senior management consultant, executive and innovation leader inthe pharmaceuticals, medical device and other industries for over 30 years and is an expert on mobiletechnology, eHealth and the deployment of emerging technologies to drive business differentiation andproductivity. Dr. Nash is a thought leader and successful practitioner on the establishment of enterpriseinnovation capabilities and has successfully led the development and deployment of mobile solutionsfor patient-centered medicine for the “Big Five” global pharmaceuticals firms. He can be reached atElby.Nash@cognizant.com.Robert Yawn is a Senior Manager in Cognizant’s Life Sciences Business Consulting Practice in Swit-zerland, with 15 years of management consulting experience in Europe and North America focusedon pharmaceuticals commercial transformation initiatives. His experience ranges from developingstrategies for engaging key opinion leaders via social media to directing pan-European implementa-tions in customer relationship management (CRM) and closed-loop marketing (CLM) involving large-volume and highly complex customer master and sales data. Robert has bachelor’s degrees in financeand information and decision sciences, both from the University of Illinois. He can be reached atRobert.Yawn@cognizant.com.Seema Raman-Jayakumar is a Senior Consultant in Cognizant’s Life Sciences Business ConsultingPractice, with nine years of experience in business development and marketing, product develop-ment, technology and process consulting across life sciences and other industries. She has expertiseacross the life sciences value chain, with a particular focus on sales and marketing (customer andsales data management, reporting and multichannel marketing). She has considerable experience inbusiness analysis and project management of large transformation programs and application develop-ment projects. Seema holds an M.B.A. in marketing from T.A. Pai Management Institute, India, and abachelor’s degree in computer technology from PSG College of Technology, India. She can be reached atSeema.Raman@cognizant.com.About CognizantCognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered inTeaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industryand business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50delivery centers worldwide and approximately 156,700 employees as of December 31, 2012, Cognizant is a member ofthe NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performingand fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant. 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) 20 7297 7600 Phone: +91 (0) 44 4209 6000 Toll Free: +1 888 937 3277 Fax: +44 (0) 20 7121 0102 Fax: +91 (0) 44 4209 6060 Email: inquiry@cognizant.com Email: infouk@cognizant.com Email: inquiryindia@cognizant.com©­­ Copyright 2013, 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.