Digital change is also increasingly changing the pharmaceutical industry and fundamentally altering marketing and sales strategies. Moreover, digital channels allow for a more direct and custom approach from the doctor to the patient. The correct strategy and selection of communication channels for doctors, patients and health insurance companies is thus especially important. Furthermore, it is often necessary to adapt the commercial operating model to these changes and to create suitable structures, processes, systems and capabilities.
The focus of such an approach is on the cost-optimized balancing of the channel mix and the alignment of multichannel management with the information needs of doctors and patients. The approach is measured on the basis of quantitative analysis and is optimized continuously. This interaction allows pharmaceutical companies to set up an effective Closed Loop Marketing system. The multichannel approach is aligned once at the start and continuously optimized by evaluating analytics.
We will support you in creating such holistic digital and multichannel management strategies.
A multi-channel strategy is derived from the business unit / indication strategy and formulates clear strategic goals, including for example:
Traditional, purely potential- and prescription-oriented segmentations do not reveal how doctors or patients are addressed. Need-based doctor and patient segmentation allows pharmaceutical companies to understand the needs and preferences of doctors and customers. The knowledge gained from this serves as a basis for the selection of channels, content and frequencies.
The need-based segmentation clarifies which channels (e.g. field service, MSL, congresses / events or online portals) the segment prefers. This allows a segment-specific channel mix to be defined that is tailored to the respective requirements.
The information needs of the doctor and patient segments are heterogeneous. The channel mix must therefore transmit segment-specific content (e.g. practice-oriented side-effect descriptions vs. scientific primary study results).
The frequency – for example with regard to sales force visits – is segment-specific and therefore meets the needs of the target group within a segment. These frequencies must be clearly anchored in the target agreements of the office and field staff on the basis of business rules.
The use and efficiency of individual channels (e.g. sales force visits, click-through rates for newsletters) must be continuously measured and discussed in brand teams through binding processes with Marketing, Sales or Commercial Excellence. Based on the findings, the channel mix, frequency and content can then be iteratively optimized. This strategy is a Closed Loop Marketing approach.
The operationalization of multi-channel management requires the creation of a so-called Multi-channel Operating Model. The operating model defines the necessary structure and dimensioning of the multi-channel management and defines the cross-functional processes with roles and responsibilities. Moreover, training and change processes allow employees to carry out the necessary activities. These activities are also automated in the corresponding CRM systems (especially in the area of campaign management and analytics).
Pharmaceutical companies are heterogeneous organizations that are difficult to compare. The long-standing Homburg & Partner Multi-channel Benchmark study enables a competitive comparison along the dimensions listed above and thus helps with the initial implementation and operation of multi-channel management.