CRM, eCRM and "Truth Marketing". EyeForPharma SFE Summit 2008

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Document used for my presentation at 2008 Barcelona SFE Summit. Please contact me for getting a copy.

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CRM, eCRM and "Truth Marketing". EyeForPharma SFE Summit 2008

  1. 1. “ Find out how re-engineering physicians relationships will need to leverage a new attitude towards truth “
  2. 2. Comments from the audience... “Trust is a major concern for our “The first thing to solve before industry. Customers, payors and going further down the “customer consumers do no trust us. And we centricity route” is to solve the must admit we have a large problem major trust issue that we are in conveying a message of trust.” facing.” A roundtable participant, Eyeforpharma A roundtable participant, Eyeforpharma E-marketing summit, April 2007 SFE conference, March 2007 “We even do not trust ourselves!” A roundtable participant, Eyeforpharma E-marketing summit, April 2007
  3. 3. Comments from the audience... “What should industry do with consumers?” One delegate, Patient Compliance and Communication conference Eyeforpharma, june 2007 “ You should have more guts! More guts! You are so afraid of doing something and you have so much to bring to all stakeholders. Don’t be agressive in selling your products. Build the bridge much more!” President of world Diabetes conference, Patient Compliance and Communication conference Eyeforpharma, june 2007
  4. 4. Agenda • The (obvious) link between truth and trust that need to be re-discovered • Back to practicality : what you can really do about it • Re-engineering physicians relationships some cases • Conclusions
  5. 5. Truth, Trust and….Customer Centricity TRUST TRUTH CUSTOMER CENTRICITY
  6. 6. Has truth something to do with good?
  7. 7. Why discussing about truth, trust and customer-centricity today?
  8. 8. Why discussing about truth, trust and customer-centricity today? “It’s dificult to comprehend how an industry that has saved so many lives should be held in such law public esteem” PHARMATIMES.COM P.18, P19. MAY 2007
  9. 9. Why discussing about truth, trust and customer-centricity today? “ Liz Shanahan, Managing Director of Santé Communications and Chair of GLOBALHealthPR, believes the industry is not as mistrusted as one might think, but that is urgently needs to shake up its approach to communications“ PHARMATIMES.COM P.22, P23, P.24 MAY 2007
  10. 10. Why discussing about truth, trust and customer-centricity today? “Survey reveals the importance of marketing in gaining confidence” PHARMACEUTICAL MARKETING EUROPE May/June 2007
  11. 11. Why discussion about truth, trust and customer-centricity today? “On the basis of our customers’perception of the value delivered, healthcare marketing is far from being excellent. The process are in place to drive excellence, the question is: Is there the will?” JOURNAL OF MEDICAL MARKETING vol 6, 1 /19-30
  12. 12. Agenda • The (obvious) link between truth and trust that need to be re-discovered • Back to practicality : what you can really do about it • Re-engineering physicians relationships: some cases • Conclusions
  13. 13. You need to rebuild the relationship with your customers...
  14. 14. ...and communicate with your audience in a trustworthy manner Issue: • Before 2004, UK police had real dificulties to recruit   • More than 15000 vacancies • TV ad featured a wonderful job, full of opportunities, with only advantages New TV Ad campaign: • Featuring a horrible job, badly paid, with over hours, with people showing no consideration for you...  • Emphasizing the duty aspect  (“But we need you”) Results: • 65 000 applications within first 3 months • No recruitment problems anymore…
  15. 15. How this relates with “Customer Excellence”? Publication “The maximum impact with is gained with a right balance management of integrity and transparency with marketing impact. “ ”David Impey, Eyeforpharma ROI conference, October 2007 “ Honesty is the best policy” Nic Holiday, Eyeforpharma ROI E-detailling conference, October 2007 “CRM is not only about data nor about analytics; it is about CRM an attitude towards doctor”, Fonny Schenck, Eyeforpharma ROI conference, October 2007 e itud att ew depth an “Outsanding Key Account management starts with  in Key Account ies pl listening to physicians”  My boss, ProcterGamble e im Management hes and pharmaceuticals, a long time lago.           er alt th” to bett n i ru : llingphysicians les of t lead uth” p Exce rds •Obtain involvement of “tr Close the loop ld inci information • Seek collaboration not onerway ust” cou a g “p f tr tow marketing Provide feed-back yinphysicians • l to o App ciples s. n lt “pri resu
  16. 16. Agenda • The (obvious) link between truth and trust that need to be re-discovered • Back to practicality : what you can really do about it • Re-engineering physicians relationships: some cases • Conclusions
  17. 17. CASE 1. : A major company wanted to become customer centric….  Starting situation: • A  global FMCG company acquired a second-tier pharmaceutical company • 22 sales reps on the field, to sell a 1st generation biphosphonate • Sales results behind expectations • Catastrophic company image, major distrust from local s ed: ppli a sue and national opinion leaders! principles ty is one ” afe ide to h ential s ne-to- ruth GPs • Sales force ranked veryslow by /T g ru t thin s, o pot o n T / “N ment of hysicia pen ial p e Be o owledg ning to ater Project: • cm s e n Ack pth list of issue scientifi • Complete turnaround of approach g • e In d ressin A lot of • • Sales force fired (20 out of 22) es aid. add al 4 very talented individuals No s • trained to become KAM • drug! • 6 weeks training for ONE • Mission: visit LOLs and KOLs and leverage them • Task: address product issues personally, provide qualitative service
  18. 18. CASE 1. : A major company wanted to become customer centric…. Results: • Complete turnaround of product and company image! • Sales force ranked 2nd in Flanders and…1st in Wallonia • +40% of sales after  Y1, 25% of sales after Y2 • Company ready for next drug launch...
  19. 19. CASE 2. : A major osteoporosis brand wanted to experience growth again  Starting situation: • The company faced a major trust issue, despite market leadership • Company stuck to immobility! • No growth of sales experienced in the last two years prior to the project • Large majority of market untapped Project: : plied • Major CRM based disease awarenessipscheme... p les a ion c • ...involving all stakeholders...ruth prin mat for rs othe ot of in /T t • ...including health authorities! urself to ive a l Trus yo g pen pared to O pre • elf ours Be • ty Trus •
  20. 20. CASE 2. : A major osteoporosis brand wanted to experience growth again Results: • Company worked across silo’s • Authorities and stakeholders ready to support a major initiative • Growth in sales! “This is the first time that someone from the pharmaceutical industry is coming to visit me with a collaborative attitude” The adjunct of the Belgian Minister of Health, Nov 2004
  21. 21. CASE 3. : A major osteoporosis brand wanted to experience growth again (II)  Starting situation: • No growth of sales experienced in the last two years • Large majority of market untapped • A lot of patients not screened for osteoporosis ed: ppli sa ion ciple mat he Project: for rin ly in Close t th p u n for /Tr A CRM based project… Trustsystematic ers and not oof ns (“ • screening icia osteoporosis th ith o ration s In depth feed-back to physicians llabo ack to phy • re w a Sh ek co • b In depth involvement of sales reps feed- • e S depth • • One-to-one messages givenIn lophysicians to op”) •
  22. 22. CASE 3. : A major osteoporosis brand wanted to experience growth again (II) Encoding of contracts
  23. 23. CASE 3. : A major osteoporosis brand wanted to experience growth again (II) Encoding of patients forms
  24. 24. CASE 3. : A major osteoporosis brand wanted to experience growth again (II) Weekly e-mail sent to sales reps and managment
  25. 25. CASE 3. : A major osteoporosis brand wanted to experience growth again (II) CRM dashboards
  26. 26. CASE 3. : A major osteoporosis brand wanted to experience growth again (II) Results: • 1000-2000 physicians participated in the program • 50 000-80 000 patients screened • All the rest is confidential • ROI assessed through A PIE study: superior to 5.
  27. 27. CASE 4. : A major prostate cancer drug brand wanted to face customer distrust  Starting situation: • A market leader for prostate cancer faced dificulties for one of its products • The product was superior in terms of safety, was eficacious but lacked critical survival data • The company was highly criticized by LOLs and KOLs • The company did several mistakes… s applied: ion • Eeven sales reps were not welcome! le mat he cip nfor prin t ly i se uth t on ns (“Clo t/Tr o s us her dn Tr a h ot tion an physici it Project: ew ra o Shar collabo -back t • • A CRM based project… Seek th feed • ep • In d p For building franchise ownership”) • loo • With a strong profiling/targeting component • In depth feed-back to physicians • In depth involvement of sales reps • One-to-one messages given to physicians
  28. 28. CASE 4. : A major prostate cancer drug brand wanted to face customer distrust “These data are collected by   [Company name] [Company address] in the frame of the national survey about prostate cancer ANYMED with the aim to provide you with more information about this subject. The data could be used in the frame of commercialisation of products of the company. You may, at any moment, consult, adapt or improve. The destruction of these data can be obtained by writing at the here above address “
  29. 29. CASE 4. : A major prostate cancer drug brand wanted to face customer distrust Differential analysis of hormonal treatments Drug 1 in prostate cancer Drug 2 Index 100 = LHRHa in mono By KOLs By Uros By GPs Uros weight Nb 1 Top 5 88 101 88 100 83 107 Positive symptoms 101 94 93 100 95 110 Negative symptoms 84 95 91 98 64 94 Ease of intake 97 115 92 99 Lack of sedation Adoption funnel = Who? 93 101 92 100 95 123 Lack of hypotension Profile of each segment 222 322 Lack of weight gain 98 111 170 174 88 104 93 99 Lack of EPS 155 64 126 102 110 93 100 52 Lack of sexual problems 97 107 89 101 General efficacy Treatment Non-User Sporadic Regular User Regular User Regular User in all advocate User in all high risk high risk M0 M0 Patient Patient and Adoption funnel = How? adjuvant in localised XX XX XX XX XX Evolution along the funel Profiling Localised: No Anti-hormonal • AA in mono as 1st • (who) • AA in mono as 1st choice in • condition treatment choice in – Localised: all stages Loc. Advanced and Pro-hormonal • – Localised only if • immediately or within 3 Uses hormonal rising PSA: prescribes treatment only in • rising PSA months treatment in at least AA in mono as 1st Metastatic – Loc. Advanced: all – Loc. Advanced: all stages one therapeutic choice in at least 3 Non-User Sporadic Regular User Regular User Adjuvant in Anti-AA in mono in all stages immediately • immediately or within 3 situation other than therapeutic situations non-metastatic or within 3 months User in all high risk localised months Rising PSA: all metastatic (hypothesis: Loc. Adv. stages Rising PSA: all stages immediately or WW, rising PSA after Loc. Advanced and M0 Patient • stages immediately within 3 months Rt and WW) rising PSA: Uses AA in or within 3 months mono as 1st choice in exactly 1 or 2 disease XX XX XX XX XX stages Localised: no condition • Key messages … … … … … • • • • • Switch drivers … •
  30. 30. CASE 4. : A major prostate cancer brand wanted to face customer distrust Results: • 68% of target specialits involved ! • 100% (!) of local opinion leaders involved ! • Increase in sales noticed in the first 3 months of project • Drastic improvement of company image • Strong motivation of sales reps
  31. 31. CASE 5. : A major pharmaco wanted to step back to develop a new kind of relationships with physicians  Starting situation: • A well established company... • already doing fine in France (Rated second best sales force)... • wanting to prepare itself for the future... • in the frame of a changing landscape... Project: • A CRM based project… • where physicians were asked to give their opinion d: about the quality of the relationship...s applie n atio iple form their c • ...and where invited to shareruth prinneeds he ly in Close t n to /T In depth feed-back to physicians h others n and noysicians (“ • rust T wit io h In depth involvement of sales rrepsaboratback to p • a e ll h S • Seto cpoth feed- k • One-to-one messages given ede physicians • In ”) • loop
  32. 32. CASE 5. : A major pharmaco wanted to step back to develop a new kind of relationships with physicians Truth marketing Based on feedback
  33. 33. CASE 5. : A major pharmaco wanted to step back to develop a new kind of relationships with physicians Continuous data Fairness collection
  34. 34. CASE 5. : A major pharmaco wanted to step back to develop a new kind of relationships with physicians Give data Receive data
  35. 35. CASE 5. : A major pharmaco wanted to step back to develop a new kind of relationships with physicians Results: • We do not know!
  36. 36. Agenda • The (obvious) link between truth and trust that need to be re-discovered • Back to practicality : what you can really do about it • Re-engineering physicians relationships some cases • Conclusions
  37. 37. Conclusions • Trust is a major issue for pharmaco’s • Establishing new ties with physicians is better done if pharmaceutical company adapt its attitude towards “truth” • Hence, becoming customer centric will require to fundamentally change the way you “sell the truth”  • CRM techniques (CRM is not only about ETMS!) and integrated CRM projects can be of a great help • Start today… • Is there a link between truth and good? Yes! • And there is also a link between truth and ROI…
  38. 38. CITOBI HEADQUARTERS: Rue de Clairvaux, 8 1348 Louvain-la-Neuve BELGIUM T.: +32 (0)10.45.85.14 F.: +32 (0)10.45.85.23 CITOBI FRANCE: Paris FRANCE T.: +33 (0)6.89.48.42.61 T.: +33 (0)6.61.87.09.15 CITOBI ITALY: Roma ITALY T.: +39 (0)6.30.88.95.63 F.: +39 (0)6.30.88.95.63 Citobi is, namely, the software editor of Actito4Pharma A CRM software (Marketing Automation) for pharmaceutical companies Visit our Booth (B44) and take the occasion to win a I-Pod
  39. 39. Product X Event market share 40 30 % 20 10 0 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 Control Group n = 2934 Attendees n = 221

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