1. If you have knowledge, let others light their candles by it Margaret Fuller Klynn Alibocus Independent eBusiness Consultant klynn_alibocus@hotmail.com + 44 (0) 79 89 67 50 45

2. Content Customer Intelligence Systems Effective Intranets Business Intelligence Systems Conclusions

3. Customer Intelligence Systems

4. Goal and Objectives Service your customers/consumers better Unify the companies interaction with your customer/consumers Form strong alliances/partnership with beneficial companies Consistently look for new opportunities Provide a stronger platform for Cross–Company communication Make use of all information collated

5. What is Intelligence?

6. Todays Situation? Are there multiple Touch Points of interactions within your company? –Clinical trials –Medical information –Call centre –Sales Rep –E-mail –Symposiums This creates multiple views of Customer/Consumer Are you leveraging the information/knowledge gained from these interactions? Is information stored on multiple databases that are disparate from each other?

7. Traditional interaction Doctor Smith ETMS Sales rep Doctor Smith Medical information Medical Info database Medical Info database Doctor Smith Clinical trials Clinical database Clinical database Doctor Smith Symposia database Symposia database Symposia details Patient of Dr smith Call Centre database Call Centre database Call centre

8. The integration challenge Customer Influences and relationships Economic and social environment Clinical and medical policies and practice Prescribing behaviour Clinical trials Contact history Special projects or relationships Best practice processes SalesMarketing Customer Services Medical information CRAs General Management E-mail Internet and web sites Now you have all these channels and information….. ….you need to be able to put the whole picture together to manage relationships and derive knowledge

9. Scenario.. a seamless experience Dr Smith a KOL calls the Oncology hotline to ask about paediatric dosing of productX 1 June searches the query and asks for feedback on the symposia. June answers Dr Smiths question and then suggest that a rep drop off a seminar summary 4 Based on his customer priority he is passed to a Customer Service Representative operative June. 2 June receives the call and Dr Smiths profile on the screen. This shows that he recently participated in an Oncology symposia 3 Reviewing his profile on the customer contact database June checks that Thursday after 3pm is still his preferred time for a sales rep to visit 5 A message is then sent to Lauren a Sales rep to follow up with Dr Smith, the meeting is automatically entered into her on-line scheduler 6

10. Scenario.. a seamless experience Lauren retrieves the meeting request via her PDA/ mobile phone and confirms the appointment. 7 Lauren calls on Dr. Smith with a summary of the symposia, and discusses his reactions to data presented on productX From Dr Smiths profile Lauren knows that he is a high prescriber and KOL in paediatric Oncology medicine. 8 Lauren reviews the notes from the call centre interaction and sees that he liked the company symposia but has some questions 9 Lauren records details of the call including some competitor intelligence and flags the call for the PM. Dr Smith would also like regular e-mail alerts 11 June reviews Laurens contact update and flags Dr Smith for the weekly Oncology e-mail news update. 1210

11. WARNING!! Not all customers are worth the same. Paretos principal 20% of customers account for 80% of sales. –Trick is to identify which customers Effective Market Analysis Segmentation –And how best to service them Channel Optimisation

12. Market Potential + - - + AZ minded Invest ForgetMaintain Indulge Where and how do you compete?

13. 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 5.0%10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%50.0% Company MS (%) Total Therapy Area Mkt. (KU) Territory Area Mkt v Company Market Share +4.3%= 1900 Units T6 +4.3%= 650Units T3 > 3 fold difference Are we allocating the same investment,time, effort in both these Territories? T2 T1 T4 T5 Investment 1 to Int. Conf 3 clinical trials Investment 1 to Int. Conf. 1 clinical trials Investment 2 clinical trials Investment 2 to Int. Conf 3 clinical trials Investment 1 to Int. Conf. 3 clinical trials Investment 2 clinical trials Size of circle = % Market Growth

14. Customer Matrix Breakdown Indulge Most attractive to you, and you are relatively strong. Devote time to these top customers - you should be able to achieve Key Partner Status Invest Most attractive to you, but you are relatively weak. Devote time to developing people Maintain Less attractive to you, but your relationships are strong. Manage your efforts economically with these customers Forget –Less attractive to you and you are relatively weak. Make your mind up; are they worth chasing? Deal with on a tactical and opportunistic basis

15. Credit Card Platinum Credit Card Gold Credit Card Core Tier Tiering the customer offer.. high low Ongoing customer value Service Expectations Forget Low volume user High User 1 product High User 2 Products High volume Multi-Product user

16. Effective Intranets

17. Goal and Objectives Supports Field Force efficiently, effectively and consistently Create an active learning culture within the company Facilitate a learning culture amongst the company Provide a stronger platform for Cross–company communication Make use of all information collated

18. Ideal intranet Focused Business Functionality required Personalisation Current news Alerts Message Boards Balanced scorecard Intranet filing system Streaming video/web cams SMS/ mobile email messaging

19. Business Intelligence System

20. Goal and Objectives Supports Field Force with up to date information Provide a stronger platform for Cross–Company communication Make use of all information collated

21. 24/7 365 automated surveillance The internet is over 1 billion pages, and is the major source of information, content changes hourly, with a BI solution you can kept up to date with: Competitive Intelligence Brand Management Marketing Intelligence Partner Management, Supplier Management The solution can: Spot trends quicker Be fully automated Build on line archives of information

22. Conclusions

23. All of these initiatives will fail if There is no positive culture change Integrated communication plans are not in place A strong team dynamic is not in place

24. Dont stop now! CRM is not a one off magic pill, needs continual investment to change the way you do things Business processes need to be in place before and during initiation, backend infrastructure audited, right team-working atmosphere created within Depts. & across Depts., as well as across the whole company. Constant evaluation necessary to keep ahead!