Presentation on theme: "CRM in the Pharmaceutical Industry Klynn Alibocus Independent eBusiness Consultant + 44 (0) 79 89 67 50 45 Implementing customer-centric."— Presentation transcript:
CRM in the Pharmaceutical Industry Klynn Alibocus Independent eBusiness Consultant email@example.com + 44 (0) 79 89 67 50 45 Implementing customer-centric business strategies; which drives redesigning of functional activities; which demands re-engineering of work processes; which is supported, not driven, by CRM technology.
What is the status of CRM in the Pharma Industry today? Over hyped? Large differences in definition and understanding Large implementations –Over 80% EU CRM implementations fail –Technology focused Companies at different stages –Couple of companies making good progress –Some large players developing corporate position and strategy –Majority though still to agree what CRM is
Why does the Pharma Industry need CRM? Intelligence trapped in Silos The need to understand our customers better Not all customers are worth the same Better/Smarter channel management required in a more competitive market Changing influences in Healthcare
Traditional interaction Doctor Smith ETMS Sales rep Doctor Smith Medical information Medical Info database Doctor Smith Clinical trials Clinical database Doctor Smith Symposia database Symposia details Patient of Dr smith Call Centre database Call centre Doctor Smith Patient of Dr smith Company Internet, Extranet Site
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 we have all these channels and information….. ….we need to be able to put the whole picture together to manage relationships and derive knowledge
What are the CSFs for CRM in the Pharma Industry 03-05? A measurable increase in Sales A measurable reduction in Bottom Line Total Channel Integration Total Company Buy-in and Understanding Removal of Silo mentality Bringing CRM and Branding together –consistent product or service proposition Enhancement of a Knowledge Management culture –supported by processes and systems
Summary People, Process, Technology...in that order Remove Silos Ensure that the sales force buy in to the business change and help lead it. Put down defined metrics Leverage all existing and new channels where there is a business case. Enhance knowledge management capability