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03.17
Commercial Excellence
Life Vision 3.0
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© 2017 Interactive Medica | www.interactivemedica.com
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Contents
A challenging time for Life Science
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How did we get here?
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Life Science CE 1.0
Life Science CE 2.0
Life Science CE 3.0
Digitalization
Multi-channel
Combining content & people - Where the magic happens
Building Life Vision 3.0
06
Plan: Business Planning/(Key) Account Management
06
Document-driven - Really?!?
What comprises a plan?
What do we ask of a plan?
Engage: with multi-channel campaign management
08
Context as much as content
What is a (multi-channel) campaign?
Create consistent customer experiences across all channels
Analyze: before (during and after) action - Continuous improvement
09
Single version of the truth
Dimensions & measures
Implementing business rules & management by exception
Insights proactively driving changes in behaviour... Action!
“Open door policy”: All information in one place
Conclusion10
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“It’s evident that a number of different conversations
need to occur between different people at different times
as part of that engagement process”
A challenging time for
Life Science
Regular adjustment in healthcare legislation (and funding)
and advances in medicine have resulted in restructuring
in healthcare provision (and procurement) as well as
diversification and specialization in life science.
Commercial models and engagement must embrace a new level
of sophistication; one which is reflective of all stakeholders from
the patient to prescribers, scientific and technical experts, financial
and economic experts, regulatory and compliance experts.
The conventional wisdom was the prescriber was the
“customer”, now it’s evident what is needed is an engagement,
rather than “sales”, process which embraces stakeholders
across multiple organizations, including prescribers certainly,
but also several others too.
Mega-factors impacting Life Science
External
Internal
Funding, payers and
market access barriers
Portfolio change (e.g.
customer v brand centricity)
Prescriber clinical
freedom reducing
Competitive pressure
on the upswing
Centralized procurement
& decision making
Sales complexity: more
sophisticated “selling”
Multi-disciplinary working
Customer consolidation
Clinical pathways changing
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Furthermore it’s evident that a number of different
conversations need to occur between different people
at different times as part of that engagement process.
Conversations about:
• Science and outcomes
• Health economics
• Fulfillment and logistics
• Regulatory compliance
• Pricing and reimbursement
• and more…
To support these sophisticated engagement processes,
a life science company needs to orchestrate multi-disciplinary
teams of highly skilled subject matter experts:
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How did we get here?
Interactive Medica has identified three distinct phases as
Life Science companies have looked to go to market with
their commercial excellence (CE) strategy
Life Science CE 1.0
Life Science CE 3.0
Back in the 1.0 world, Life Science companies recognized
the ultimate decision-maker in healthcare provision was the
practitioner or prescriber and thus it made a lot of sense to
deploy field-based representatives in large numbers to engage
with those on a face-to-face basis frequently.
So here we are in the 3.0 world. What does it mean
and does it matter?
Life Science CE 2.0
In the 2.0 world, Life Science companies woke up to the idea
of Customer Relationship Management. Recording face-toface and other encounters became paramount as Life Science
companies looked to correlate share-of-voice (mind) with sales
through frequency and coverage.
While face-to-face interactions with healthcare practitioners
continue to bring value in the 3.0 world, there is recognition that
brand decisions now extend significantly beyond the prescriber
to bring together loosely connected subject matter experts
in such areas as procurement, reimbursement, healthcare
economics, regulatory compliance, science and medical
affairs and more.
Furthermore Life Sciences are dealing with a diversified
multi-country strategy complicated with acquisitions and local
market conditions as well as a brand strategy that covers a
spectrum from generics to highly specialized.
To succeed in the 3.0 world needs sophistication, planning
and key execution capabilities that have emerged and
continue to develop at a pace.
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Two key capabilities prevalent in the 3.0
world are digitalization and multi-channel
campaign management
Digitalization
Digitization is important because it recognizes content is
available in digital format and therefore can be dynamic and
made available on-demand where its consumption is trackable.
This brings value in “closing-the-loop” to drive continuous
improvement through understanding which content brings
value to which stakeholders and in which context.
BUT there is a human and relationships aspect to content
delivery too. The scenarios for human and/or face-to-face
interaction are multifold, here are some possible justifications:
Multi-channel
The theme (such as science, reimbursement, regulatory
compliance, therapeutic guidelines...) of the interaction might
require one or multiple subject matter experts difficult to
replicate with digital content.
Campaign Management is important because it recognizes
digital content can be dynamically customized and delivered
in automated sequences on demand... sometimes known as
interaction journeys. This is a win-win both for the Life Science
company and the stakeholder benefiting from the right content
for the right person on demand.
The 3.0 world is one which brings together planning, engagement
and analysis iteratively to drive value, differentiation and
continuous improvement in the relationship between Life Science
companies, the healthcare community and patients.
It could be summarized in content delivery terms: The majority
of content we want to recognize which content is relevant
to which stakeholders and in which sequence. We want to
ensure stakeholders are aware of the content and its value and
we want to bring stakeholders the convenience of anytime/
anywhere convenience. Where possible we want to automate
content delivery, but only if stakeholders derive value from that
and it is fully supportive of our GtM plan and we can continually
measure and assess the success of these interaction journey.
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The credibility and knowledge of the person representing the
brand can a substantial part of the brand, “is the brand”,
beyond what is present in digital content.
The ad hoc nature of the interaction, for instance negotiation
or clarity around terms of a relationship, partnership or joint
venture, might require human interaction beyond what is
possible with digital content.
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Building Life Vision 3.0
To address the challenging need described previously,
Interactive Medica has developed the vision, software
components and services needed to compete successfully
in the marketplace with a proprietary and differentiated
commercial engagement strategy.
Business Planning/(Key) Account Management
Thinking (Plan), Doing (Engage)
and Learning (Analyze)
Currently, such is planning is pretty robust, however the product
of such planning resides in documents, presentations and very
often in spreadsheets.
The first thing to appreciate is that in the past Life Science
commercial GtM has been mostly about doing, doing, doing.
Conventional wisdom has been focused on scheduling and
recording calls as the primary, if not only, measure for success.
That is no longer the case, business plans have become much
more reflective of cross-functional, multi-disciplinary working
needed to be successful.
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Life Science has recognized the need for strategy and execution
to come together, a strategy to execute as well as executing
strategy, hence the ascending interest in Business Planning,
(Key) Account Management.
Like all documents, it’s difficult to keep a single version of
the truth as documents have a tendency to diverge (separate
edited versions) from the original. It’s difficult to have a single
current document to have as a basis for collaboration across
all, or selected, teams and difficult to have any sense of
tracking or monitoring on the status of the plans across
teams and team members.
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“Documents are the grave yard
of good ideas…”
Typical content stored in a
business plan include:
• Segmentation & targeting
• Summary account, team, location & positioning information
• Sales information along multiple dimensions
• Partner and competitor information
• Contact and relationship scoring and mapping,
including 3rd parties
• Activity Information
• SWOT Analysis
• Competitive Analysis
• Customer challenges/drivers
• Account objectives and action plan
• Opportunities
• Performance against plan
Often this information is captured in non-standardized
documents individually maintained by separate team members.
Typical questions from the team or executive
management might be:
• What is the actual performance of the account across specific
geographies, for certain product groups in comparing one
period against another?
• How have we positioned differentiated value at the customer
and which pricing regimes do we have in place where and what
measures can we take to drive value/counter price erosion?
• Which customer and 3rd party stakeholder relationships are
owned by whom and which combinations of interactions have
been scheduled and completed by which team members in
which locations?
• To what extent have we achieved our plan and what do we
need to do to move the plan progress forward?
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The solution is to move from a document, or rather several
non-standard documents to a standardized system that makes
it possible to maintain a “Single version of the truth”
Such a consolidated view makes it possible not only to have a
single view, but also makes it possible to agree standardized
performance measures and the extent to which these
measures have progressed.
With standardized measurement in place - for instance for
agreeing status of progress measures, we can now embed
business rules to enable us to agree what is good and less
good and use colour coding to highlight exceptions that
exceed thresholds for those business rules to encourage
us to proactively change behaviours both inside and outside
of the company.
In engaging with customers we can score and map
relationships across teams and geographies and assign key
responsibilities and actions for resources to align accountability
and ensure execution.
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The first step in developing insight
is consolidating information into a
“single version of the truth”
Engage with multi-channel campaign
management
There is much interest in Multi-channel Campaign Management
in Life Science, however current interpretations focus greatly on
the ability deliver similar, or the same, content across different
media channels.
At Interactive Medica, we believe the power of multi-channel
campaign management is being to define interaction journeys
comprising multiple interactions in a sequence. With each
interaction, the Life Science company is looking to close-theloop, that is measure the degree of success or failure for each
interaction.
Such measurement should be easily visible for each interaction
step, but also across interactions steps in the context of
Insights before (during and after) action continuous improvement
Analyzing is at the heart of continuous improvement. The old
cliche “if you can’t measure, you can’t measure” remains true
today as it always has.
The challenge in the past is that insights have been divorced
from business process. Contemporary technology means that
insights are no longer the realm of analytic specialists and can
indeed be embedded deep in commercial engagement and
other processes.
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Single version of the truth
The first step in developing Insight is consolidating information
into a “Single Version of the Truth” irrespective of therapeutic
area, product category, geographic region, business unit or
functional team, there has to be a convergence to establish an
agreed view on which to build continuous improvement.
Common areas of interest in
Life Science include:
Sales Information: Direct Sales Information as well as Market
Share expressed in currency and units
Activity Information: Which kinds of activities occurred with
which people over time and what correlation is there with sales
Campaign Information: Which campaign journey have been
deployed to which stakeholders and what level of response
have been driven that can be correlated to sales
Channel Information: Understanding that multiple channels
might be exploited across campaign journeys, which channel
combinations drive the best results
Business | Account Plan Progress: Which metrics have been
applied to key accounts and what is the current status of
progress against plan.
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Building Life Vision 3.0
Dimensions & measures
Having established and agreed the information we need to
run our business, we next need to define how we want to
look at this information. Typically this would be expressed
as dimensions that allow us to explore that information, for
instance product category, account team, geography, time
and using measures of granularity, for instance product sales,
in currency, for a sub-region, by month, for the last x months
compared with…
“Open door policy”:
All information in one place
Here are some of the data sources commonly tapped by
Life Sciences companies and made available within
Interactive Medica Cloud.
• IMS RXI/Xponent/RSA/DRX data
• Direct Sales data
• Customer data (Onekey, Binleys, aPureBase, local)
Implementing business rules & management
by exception
• ERP systems (SAP, Oracle)
Next we have to define thresholds that describe “good” and
“bad”. For example we might describe an upper threshold where
values above that threshold are described as “good”,
a lower threshold where values below that threshold are
“bad” and values in between are “middling”.
• eDetail Solutions (Touchpoint, agency or any exposed
web service)
Insights proactively driving changes
in behaviour... Action!
The benefit of this is we can now use these “business
rules” to define colour coding to help highlight anomalies or
“exceptions”. The beauty of highlighting exceptions is we put
ourselves in a position to act! Our eyes are naturally drawn
to underperforming metrics, the information is organized to
allow us to navigate the “numbers-behind-the numbers” to help
us diagnose the issue as well as conclude actions to change
behaviours which impact the metrics.
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• Financial or Expenses Systems
• Medical Information Systems (Mims etc)
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When you put commercial excellence together
in the context of Life Vision 3.0, there really isn’t
anything radically new
True, technology advances with digitalization and multi-channel
campaigns have an impact in being able to build economiesof-scale, drive down costs yet add value to the stakeholder
experience through the convenience of on-demand.
In the end it’s about joining everything up. About closing the loop,
so that we can use digital footprints to identify the strengths
and weaknesses of our go-to-marketing strategy and continually
improve on them. It’s about joining strategy with execution and
execution with strategy and forever optimizing iterations.
Finally, it’s about quality and differentiation. If we can automate
some, less differentiated, parts of our content delivery, it means
the other parts, the once which are more complex, more
sophisticated and likely of higher stakeholder value...that’s
where we can put our very best minds in front of stakeholders
to drive the highest possible value and differentiation.
WHERE THE
MAGIC HAPPENS
COMFORT
ZONE
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