Multichannel:
Remote Interactions - A Value Channel that
Makes You Time Rich
Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
The Situation Now and the Way Forward. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
What Is In It For Your Multichannel Strategy?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Drilling Down into Remote Detailing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
The North American Experience. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13
The EMEA Experience. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
The Latin American Experience. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Key Success Factors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Executive Summary
What you are about to discover in this paper is the opportunity a
well-articulated multichannel strategy can provide to better and more
“‘The UK will never be a good
efficiently reach your customers all along the value chain, and generate
place
superior returns. The goal of this white paper, the second in Cegedim’s
for
remote
solutions
because HCPs are too difficult to
access,’ I said 4 years ago. Now,
we have more than 100 reps
series about multichannel, is to show the potential and opportunity of
using remote interactions in multichannel campaigns to more efficiently
communicate on health care outcomes, added value treatments and
product benefits.
doing remote calls all day from
their homes. They do more and
This paper will look at the changes in the industry that are driving the
longer calls each day than field
adoption of remote channels in pharmaceutical multichannel marketing
reps, and our customers love it.”
strategies. It will provide you with an overview of today’s environment.
According to statistics provided by Cegedim Strategic Data (Figure 2),
Executive Director
Top-5 Contract Sales
Organization
UK
pharma companies are now investing in digital promotion, starting with
e-Detailing ($1.1 billion USD) and e-mailing ($660 million USD). More
complex tools from the vantage point of regulatory and compliance
constraints, such as e-meetings, are growing at a lesser pace ($200
million USD). We will examine the ways that remote channel tactics can
apply to all stakeholders and programs and will drill down into remote
detailing and explore findings from multiple experiences across all regions. These findings will go beyond the obvious benefits
to uncover the potential and opportunity remote interactions offer, such as geographic flexibility and easier sharing of data and
scientific information. You will be presented with evidence of the success of real-life implementation of remote interactions in
the detailing of healthcare professionals, in terms of customer satisfaction, coverage and adoption. This evidence shows remote
interactions are comparable to face to face interactions in the detailing of healthcare professionals, and bring outstanding results,
despite the general belief that access would be an issue.
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Introduction
As stated in Cegedim’s first paper, Multichannel: Insights
for Measuring Effectiveness, the pharmaceutical industry
continues to undergo change. First of all, there are economic
pressures. Industry growth is uneven. Although large
pharmaceutical companies and primary care franchises are
experiencing slow year-on-year income growth, specialty care
products are far outpacing all other segments. The competition
posed by generic drugs continues to increase, as increased
development times have effectively shortened patent life for
innovative drugs. R&D expenses are climbing ever higher,
despite attempts by companies to reduce these expenses and
the improvement of regulatory processes to accelerate access
to genuine innovation. There are also stronger local regulatory
constraints, increasing government price pressures, and
increased complexity in reimbursement processes.
With big pharma’s shift from primary care to specialty care
products, overall commercial spend has decreased, as the
huge primary sales forces are pared away and budgets
adjusted to accommodate targeted tactics for reaching more
concentrated audiences of prescribers and buyers. In the past,
marketing and sales spend at pharmaceutical companies used
to be as much as 25 percent to 30 percent of sales, almost
twice as much as the R&D spend of 15 percent to 18 percent
of sales. Biotech companies had a different split, with up to
20 percent of sales spent in R&D but “only” 10 percent to
Accelerators to Multichannel Engagement Strategy
02 Process
Continuous Generation of Insights
01
People
Intelligent Outsourcing
Partnering Ability
Multi-Stakeholder
Centricity
03
Data
Market Trend
Awareness
Multichannel
Accelerators
Activity Indicators
Performance
Indicators
Effective Resource
Allocation
04 Technology
Continuous Generation of Insights
Intelligent Outsourcing
Figure 1
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4
15 percent on marketing and sales since they were benefiting
of media fragmentation, the way campaigns are executed
from a higher concentration of buyers and stakeholders in
has become more complex, and requires a much more
their markets – a shift that large pharmaceutical companies
intense assessment of how resources should be allocated
with specialty products have started to experience.
and subsequently how tactics are working. Customers are
demanding the diversification of media and though this
Other significant changes that are bound to last are
presents a challenge, it also presents an opportunity to Life
increases in the number industry stakeholders to be
Sciences companies. Finding the balance in tactics will yield
targeted by messages and the expansion of where care is
rewards, and to maximize multichannel results, companies
physically provided. These stakeholders have varying roles
will need to strategically partner with providers of smart
and degrees of influence depending on the nature of the
solutions to excel in this changing environment.
disease and patient journey, as well as the need for patient
engagement. Care spaces have shifted from the traditional
Adopting a multichannel approach is a pivotal strategy for
– hospitals and doctors’ offices – to private places around
pharma companies to face these challenges and reach and
the patient, whether physical or virtual. All of these changes
engage stakeholders. Multichannel tactics enable companies
mean the customer is now much more heterogeneous and
to articulate their resources to better interact and meet
requires more precise, exact, and specialized information
stakeholders’ needs and expectations at different points
presented and adapted to the role he plays.
along their journey. The transition towards multichannel
strategies is accelerated by changes in the People, the
Life Sciences companies also have to take into account
shift in the mindset of the industry and stakeholders; the
the diversification of the media landscape, with the
Process, in the growing sophistication of the processes
tilting balance of digital versus traditional mediums. This
capable of producing greater insights; the Data, in the
has resulted in the fragmentation of how resources are
increase of actionable data; and the Technology, which
allocated and triggers the need for a more complex analysis
brings multichannel into our daily lives (Figure 1).
to decide how promotional funds will be spent. Because
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The Situation Now and the Way Forward
the figure has decreased 2.4 percent from 2011 to 2013.
Traditional professional advertising has also decreased, by
21.5 percent. Spending on samples also went down, by 5.4
percent. There have been increases, however, in spending
on clinical trials and on DTC – 8.6 percent and 10.4 percent,
respectively. But the largest increase has been mailings/other,
including digital promotion. In 2011, companies spent 2.9
percent of $85.1 billion on these tactics. By 2013, companies
spent 4.9 percent of $84.8 billion on digital promotion and
mailings, an overall increase of 44.2 percent.
The industry is still spending a very significant amount of
its budget on detailing, yet this previously “big bucket” set
of channels is becoming more heterogeneous and digital
promotion continues to increase. Much of this increase in
digital audiences is attributed to companies wishing to engage
specialty audiences in a more targeted, specific way.
Although total worldwide investment on promotion in the fourth
quarters of 2011, 2012, and 2013 was roughly the same –
about $85 billion (Figure 2) – the allocations have shifted. The
bulk of spending continues to be in traditional detailing, but
Investment by Channel – Total All Companies Worldwide
Total Investment $bn
$85.1
% Change
$84.5
$84.8
-0.6%
+0.3%
2.9%
% of Total Investment
10.5%
13.8%
2.0%
0.8%
10.2%
3.4%
10.3%
14.5%
9.5%
1.5%
0.7%
11.36%
14.1%
4.9%
% of change
2013/2012
1.7%
0.5%
-44.2%
+10.4%
9.0%
+8.6%
-21.5%
-1.9%
59.7%
60.1%
58.4%
-5.4%
-2.4%
MAT Q4 2011
MAT Q4 2012
Detailing
Clinical Trials
Samples
DTC
Meetings
Mailing/Others
MAT Q4 2013
Advertising
Figure 2
Cegedim Strategic Data figures (2013)
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significantly in relative terms. In 2012, companies spent $152
million. This rose to $207 million in 2013, a 35.5 percent
increase in just one year.
Pharma companies are at long last embracing digital promotion
(Figure 3). In 2011, companies worldwide spent about $1.23
billion on digital promotion. In 2012, that amount had leapt to
$1.74 billion, a 41.5 percent increase. The number jumped to
$1.98 billion in 2013, a 14.1 percent increase from 2012. The
bulk of digital promotion has been spent on e-Detailing, which
has increased slightly from 2012 to 2013. The second-largest
amount, on e-mailing, grew from $490 million to $669 million,
a 36.6 percent increase from 2012 to 2013. E-Meetings grew
If we take a look at the regional trends in the sizing of sales
forces, from 2011 to 2013 (Figure 4), sales forces decreased
in mature countries and slowly increased in developing ones.
In North America, sales forces decreased from 79,000 in
2011 to 66,000 in 2013. In Europe, sales forces declined
Digital Promotion Total Spending & Trends – All Companies Worldwide
Total Investment $m
1.4%
% Change
2.1%
2.3%
+41.5%
+14.1%
% of change
2013/2012
$1,984m
+35.5%
Total Investment $m
$1,739m
207
152
$1,229m
490
+36.6%
+1.1%
669
100
299
1,097
1,109
MAT Q4 2012
MAT Q4 2013
830
MAT Q4 2011
e-Meetings
e-Mailing
e-Detailing
Cegedim Strategic Data figures (2013)
Figure 3
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from 87,000 to 72,000 full-time employees during the same
period. Sales forces in the rest of Europe went down from
70,000 to 62,000. In Japan, sales forces have remained
relatively stagnant, from 54,000 in 2011 to 55,000 in 2013.
In South America and Asia Pacific excluding Japan, sales
forces have been growing. In South America, sales forces
went from 46,700 in 2011 to 47,400 in 2013. In Asia Pacific,
sales forces grew from 104,000 in 2011 to 121,000 full-time
employees in 2013.
Sales Force (FTE) by Region FY 2011 - FY 2013
Europe Top 5
87
77
North America
79
-11.2%
Rest of Europe
70
FY 2011
66
FY 2012
65
FY 2013
-6.9%
-7.4%
FY 2011
FY 2012
FY 2011
47.2
FY 2011
Figure 4
+0.9%
FY 2012
+1.4%
+0.0%
FY 2012
FY 2013
62
-5.0%
FY 2012
FY 2013
South America
46.7
55
54
FY 2011
FY 2013
55
-7.1%
72
-9.2%
Japan
72
Asia Pacific
47.4
+0.5%
104
113
+8.4%
FY 2013
FY 2011
FY 2012
121
+7.7%
FY 2013
Cegedim Strategic Data figures (2013)
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What Is In It For Your Multichannel Strategy?
Remote Interactions
A multichannel approach allows companies to more efficiently
and effectively interact with the various stakeholders at the
different points in time along a patient’s journey. Multichannel
communication allows companies to reach more stakeholders
with messages that are most relevant and credible to them
at the time. Out of the multiple
channels available, as stated in
the introduction, this paper will
take a closer look at the role
“We have only
remote interactions can play.
Sciences company, letting the customer choose the channel,
the preferred time, the topic to drill down into with the focus
a scheduled call combining voice, visual, interaction, provides.
Cegedim advocates a thorough approach based on analyzing
the situation and balancing the mix appropriately.
Because the “remote channel” can be executed by personnel
who otherwise would be performing face-to-face activities,
an analysis of the percentage of
either activity should become
central in the execution of the
brand plans. Each channel should
12 KAMs to cover
be properly used and balanced,
depending on market and company
the US. Now that they can perform
circumstances,
constraints,
remote interactions with clients
and possibilities. Partnering
they know, they have more time to
with experts in multichannel
enablement accelerates reaching
visit new customers. We expect they
the right mix balance combining
will have results as if they were 24
stakeholder behavioral insights
KAMs.”
and best practices in channel
implementation.
Remote interactions are a valuable
channel, not just a cheaper call.
The industry is experimenting to
find whether remote interactions
can be more productive from
a resource perspective, under
the assumption that the longer
duration of remote interactions
Senior Vice President
allows a deeper exploration
Top 100 Pharma Company
US
Often when speaking about
of valuable scientific content.
remote interactions, we think in
These interactions also provide
terms of remote detailing from
a natural transition from face to
sales representative to doctor.
face to multichannel strategies,
Cegedim’s experience shows this channel adapts perfectly
by giving an industry representative a chance to accompany
to other specialized functions such as medical affairs teams,
stakeholders into other channels.
who face many challenges presenting scientifically complex
data and specialized medical information. This also applies in
Remote interactions can provide convenience, fitting in
mature markets, where market access, key account managers,
whatever channel a stakeholder prefers – whether by e-mail,
and institutional relationship teams are increasingly important.
websites, or mobile. Remote detailing and other types of
These tend to be small teams in need of technological help to
remote interactions can occur outside classic business and
achieve their ambitious objectives, and remote interactions
office hours. They allow for interactions that are more suited
can be the tool that serves them best.
to the needs of the customer rather than the needs of the Life
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Benefit from Remote Engagement
Figure 5
In industries such as medical devices, where training
departments play a significant role, remote solutions are an
excellent vehicle for efficient and quality communications with
the numerous and heterogeneous stakeholders.
Remote interactions meet the need of companies that
specialize in the development of treatments for rare
diseases. The remote channel, through one on one or group
interactions, solves the challenge of connecting with a small
demographic of highly specialized physicians usually spread
across large geographies, as well as patients and caregivers
searching for knowledge and understanding of these diseases.
Remote interactions can be an opportunity to add more
Cegedim Strategic Data figures (2013)
value by connecting stakeholders or stimulating, facilitating,
and strengthening networks while leveraging the superior
scientific knowledge of the team and rebalancing customerfacing time relative to non-productive periods. For example,
they could be used to establish virtual round tables that can
be recorded and reused to share insights.
Other teams are taking an increasingly significant role in
organizations
Using remote interactions can also address security issues for
those regions where it is a concern, and can sidestep weather
issues as well as health warnings at hospitals. Additionally,
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remote interactions can improve a company’s image, as they
are perceived as more “green” and efficient.
For a life sciences company, remote interactions enable a
greater level of behavioral understanding. The data gathered,
if properly analyzed, can be used by a savvy marketer
to determine channel preference, interest in a topic, and
insights into opportunities to further communicate with each
stakeholder – including specialists,
general practitioners, nurses,
scientific key opinion leaders, and
recall tests one
other key decision makers.
When content is appropriate and tailored to the stakeholder
needs, and the multichannel employee is equipped with
simple tools that make it easy
for the stakeholder to connect,
data shows that compared to
“We have made
face-to-face interactions, remote
interactions last longer. For
month after a remote detailing
example, on average, face-tocampaign on mature products
face interactions between sales
(30 years old). I must say that the
reps and primary care physicians
in the United States and in Europe
results were better than expected,
last about 3 to 4 minutes versus
even better than after the launch
between 15 and 20 for a remote
of our most innovative brand. I
one.
can’t still believe it!”
Companies implementing the
remote channel often find that
with one remote call, a rep
can spend as much time with a
customer than in one day of faceto-face calls.
Global Sales Force
Effectiveness Director
Top 20 Pharm Company
Europe
Customers who engaged in remote
interactions also showed a greater recall and retention of
what was discussed if best practices are used that allow the
presenter and listener to focus on the content, such as visual
aids, discussion of those aids, and many interactions such as
polls, quizzes, questionnaires, animations, and live chat to
answer questions.
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As regulations evolve, remote
interactions may become one
of the most successful ways of
engaging in certain countries. For
example, these interactions are
growing fast in countries where
face to face detailing has been
banned during working hours,
such as Sweden, Turkey, or Russia.
Remote interactions also allow
companies to manage large
territories in a flexible way. Well
played, this solution can act as
a transitory back up to maintain
coverage in vacant territories.
The way sales force performance is measured is changing, as
the focus shifts from the number of calls made to the amount
of time stakeholders are exposed to the messages and
how well they retain those messages so that they influence
prescribing behavior.
Drilling Down into Remote Detailing
Remote Interaction Customer Feedback
104%
9.2
100%
8.8
96%
8.4
92%
8.0
88%
7.6
84%
APAC
LATAM
CIS
North America
EMEA
APAC
The main differences across regions are around the preferred
time for interactions, and those preferences are linked to
country specificities such internet availability in the clinic or
office.
CIS
North America
EMEA
Kadrige, A Cegedim Company (2013)
Figure 6
Remote interaction performance data are very high across
geographies. Kadrige, a Cegedim company that is the leading
provider of Software-as-a-Service (SaaS) e-Detailing and
collaborative remote solutions, has charted these results and
found satisfaction rated at 8 or above, out of 10. Adherence
is also extremely high, with stakeholders willing to repeat the
experience in at least 88 percent of cases or above, across the
globe (Figure 6).
LATAM
Remote Interaction Preferred Times:
Australia, US, Canada, France, UK, Spain
Before 5PM
After 5PM
92%
8%
Figure 7
Kadrige, A Cegedim Company (2013)
Remote Interaction Preferred Times:
LATAM, CIS, Greece, Turkey, Romania
Other factors driving differences in remote call preference are
the territory’s geographical size and population density, local
regulations, and ease of access to stakeholders.
Before 5PM
After 5PM
55%
45%
Figure 8
Kadrige, A Cegedim Company (2013)
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The North American Experience
In the United States, access to HCPs has become extremely
challenging. As in every other country where GPs are used as
gatekeepers to access specialty physicians and in specialties
where there is an imbalance between care demand and supply,
HCPs are far less willing to spend time with reps as each
minute with a rep means less time with patients. Furthermore,
for those who can access the doctor, face-to-face interactions
tend to be low-quality ones, with reps meeting in corridors
for only a few seconds, with a few words exchanged while
samples are dropped off and signatures gathered. Goodquality access has become the exception. Cegedim’s remote
channel implementation experience shows that there is great
opportunity in this market for remote interactions, which can
provide quality time with physicians and a compelling reason
and value.
When analyzing consolidated remote interaction data for
three international pharmaceutical companies and six
different campaigns, all in specialty areas, the results proved
so satisfactory that the number of employees equipped with
remote capabilities multiplied by more than seven in two years.
Customer satisfaction rates were outstanding, with overall
satisfaction of 8.7 out of 10 and the quality of insights shared
rated at 9 out of 10 (Figure 9).
Customers also had an extremely positive view of the adoption
of remote channels. For those who were open to the use of
remote channels for meetings and interactions, 94 percent
were willing to repeat the experience and 91 percent said they
would recommend the experience to other colleagues.
Looking at the distribution of calls, 51 percent were done
between noon and 2 p.m. In other words, remote detailing
does not prolong employee working hours into the evening but
makes more productive use of working hours through planning
and scheduling
North American Customer Satisfaction Ratings
8
8
9
7
9
7
10
8.7/10
9/10
Kadrige, A Cegedim Company (2013)
Figure 9
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The EMEA Experience
In looking at the diversity of the EMEA, as with the previous
“Face-to-face
white paper, we will look at the United Kingdom, where there
banned
has been an exponential growth in remote interaction activity.
in our country. Because of that
When it comes to the acceptance of remote channels, rates
vary according to therapeutic area, with most ranging between
25 percent and 45 percent. But some therapeutic areas have
calls
during
have
working
been
hours
we had to decrease the size of
the sales force by 60%. We have
equipped the rest of them with
extremely high acceptance rates – for example, in metabolism,
Cegedim Kadrige solutions to allow
more than 80 percent of stakeholders accepted the channel.
them to perform remote calls.
The results are driven by whether stakeholders see added
Doing so, and because our team
value from the channel and their need for information.
was highly motivated, we have been
able to maintain our share of voice
In overall access results, the figures are positive, with rates
per day ranging between 2.2 to 4.5 remote calls.
while our competitors have lost a
lot. We even managed to increase
Times of calls were similar to that in North America, with
57 percent of calls happening between noon and 3 p.m. Call
duration average in the United Kingdom ranges between 9
minutes and 20 minutes.
sales. We will develop this activity
in the future.”
General Manager
Top 20 Pharma Company
Turkey
United Kingdom Remote Interaction Activity
15670
Variations in times of calls and duration of calls differed in
other European countries. For example, in Italy, Romania,
10876
Russia, and Greece, many remote calls occurred after 4 p.m.
In Germany, the duration of calls for GPs averaged between
17 minutes and 28 minutes, and 25 for a device hospital
specialist. But comparing cross-country aggregated
2977
400
2009
Figure 10
969
2010
2011
2012
2013
Kadrige, A Cegedim Company (2013)
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data is difficult as they do not correspond to the exact same
Overall Satisfaction
therapeutic areas and companies. Other variables are at play.
8
9
7
In the United Kingdom, feedback was very positive, with
97 percent of respondents declaring they will prescribe or
consider prescribing.
10
8.4/10
Other EMEA countries displayed distinct differences around
Kadrige, A Cegedim Company (2013)
Figure 11
access and willingness to adopt remote channels. But in terms
of real data on channel loyalty, very positive results were
Trust Rating
observed for remote interactions adoption. For instance, in
8
German case studies where Kadrige solutions were used at
9
7
successive times in multiple specialties, coverage went from
first contact acceptance of 29 percent to 54 percent, to
subsequent contact acceptance of 76 percent to 87 percent.
10
8.5/10
Figure 12
Kadrige, A Cegedim Company (2013)
Targeting Survey
12%
9%
Will prescribe to evaluate the product
Considering prescribing
No intention to prescribe
40%
Will prescribe in selected patients
Will prescribe in majority of appropriate patients
35%
3%
Kadrige, A Cegedim Company (2013)
Figure 13
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Targeting Survey
8.4
2009
8.6
2010
9.1
8.9
2011
2012
*Rescaled from original scores
Kadrige, A Cegedim Company (2013)
Figure 14
Customer satisfaction is consistently above 8 across the
region, from Russia all the way to Spain. Looking specifically
at Spain, Kadrige noted satisfaction improving over time, from
8.4 out of 10 in 2009 to 9.1 out of 10 in 2012.
Kadrige surveyed Latin American customers on how easy the
application was to use, with 77 percent saying it was very
easy to use, 21 percent saying it was easy, and 2 percent
saying it was average.
Customer satisfaction rates of above 8 out of 10 demonstrates
that the remote interaction experience adds value across
countries, irrespective of market maturity, healthcare system
status, and is a universally portable response to a perennial
problem.
Unlike North America or the United Kingdom, most remote
interactions happen after 5 p.m., with 21 percent occurring
at 11 p.m.
The Latin American Experience
In Latin America, data from 2013 demonstrate loyalty to
remote channels. Out of the customers who responded to the
survey, 100 percent were willing to further engage remotely.
Platform ease of use
21%
2%
Average
Easy
Very Easy
The duration of remote interactions is consistent with that
of other regions, ranging from 16 minutes to 26 minutes in
different therapeutic areas. Satisfaction rates were extremely
high, with 89 percent indicating the experience was very good
or excellent.
77%
Figure 15
Kadrige, A Cegedim Company (2013)
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Key Success Factors
Remote Interactions
To increase the use of remote interactions, companies
need to learn how to effectively engage current teams and
“Since they started doing remote
calls, our reps now travel between
10,000 and 20,000 KM less per year.
Just because of that, the ROI is
already positive.”
Sales Manager
Top 20 Pharma Company
Latam
identify potential internal barriers to adoption. Successful
implementation of these strategies will spell the difference
between success and failure in the new reality of the life
sciences markets. The changes in resource allocation, the
smaller company teams that have to do more with less, which
groups of stakeholders need to be targeted, and the types of
insights that need to be gathered have set the stage for the
use of remote interactions in the multichannel world we live in.
Using innovative behavioral analysis will help companies
figure out what is the right mix of face-to-face and remote
interactions. Face-to-face contacts will always have a relevant
and legitimate use in the channel mix for several reasons. They
build trust with physicians because they value it as a way
to interact directly and personally, to ask timely questions,
to receive specialized services, and to provide feedback.
Companies that offer improved and enhanced services
leveraging remote interactions will be able to maintain access
to hard-to-see HCPs and increase impact through superior
awareness and by building reputation and trust. Therefore,
augmenting personal interactions with content and services
that can be delivered via the Web or mobile devices will help
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companies achieve a successful multichannel strategy. Our
recommendation to achieve the best results when moving
towards multichannel is to use “hybrid” customer-facing teams
– comprising sales representatives, market access experts,
and medical science liaisons. In this way companies will be
empowered with multichannel teams, and employees will be
enabled with tools to be more productive, increasing time
spent with HCPs, decreasing time spent on the road, waiting
room hours or missed opportunities due to geographical
distance constraints.
Considering the small internal teams tasked with the
multichannel implementations, establishing a partnership
is the quickest way to ensure positive results.. Cegedim has
more data and expertise that can help create and implement
effective remote interactions and a multichannel strategy.
Contact the experts who shared their insights in this report
to rapidly develop your own strategies and get the results you
need for success.
“Experience tells us that change
management
makes
a
very
significant difference. One of our
customers,
convinced
remote
interactions were not suited to
their therapeutic area in the UK
(coverage
levels
reaching
just
1%), was very surprised to learn
a competitor in the same arealeveraging the remote detailing had coverage of 63%.”
Emiliano Gummati
Vice President
Digital Engagement Solutions
Cegedim Relationship Management
Cegedim Relationship Management
Cegedim Relationship Management is the leading global
provider of Customer Relationship Management (CRM)
solutions to the Life Sciences industry. The company
provides the most comprehensively packaged offerings,
enabling companies to meet present and future business
requirements and objectives, and to achieve rewarding
and lasting relationships with customers.
Solutions include:
• Customer Relationship Management
• Multichannel Customer Engagement
• Customer Databases
• Customer Data Management
• Regulatory Compliance
• Medical Affairs
• Support Services
• Marketing Services
• Analytics
Contact Cegedim Relationship Management today for more
information.
www.cegedimrm.com
[email protected]
Global Headquarters
127-137 rue d’Aguesseau
92100
Boulogne Billancourt
FRANCE
Tel: +33 1 49 09 22 00
Fax: +33 1 49 09 24 55
US Headquarters
1405 U.S. Highway 206
Bedminster, NJ 07921
Tel: +1 908.443.2000
Authors
Pierre Morgon
Chief Marketing Officer
Cegedim
[email protected]
Olivier Cadou
Director
Kadrige, A Cegedim Company
[email protected]
Christopher Wooden
Vice President, Global Sales
Cegedim Strategic Data
[email protected]
Contributor
Gracia Rodriguez Valbuena
Engagement Solutions Manager
Cegedim Relationship Management
[email protected]
White Paper
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