Digital transformation

In this project, Alcimed combined for a pharmaceutical laboratory its field investigation skills with its ability to understand the data science environment in healthcare in order to qualify the data sets useful for launching a phase III clinical trial. This qualification was based on an assessment of data quality, quantity, volume and accessibility.

Our project resulted in a recommendation on the partners to be favored on the international scene in order to develop a “data-centric” clinical trial and the avenues of collaboration to be considered.

Our client, a major industrial player, had the ambition to become “fully customer-centric”, placing the customer at the center of its concerns at all levels of the company.

To feed this reflection and contribute to the company’s roadmap, we carried out an investigation project based on benchmarks of the digitalization of customer relationships (in its sector and outside of its sector) and interactions with its customers in Europe and in the United States.

Our project made it possible to question our client’s initial ideas by integrating a more concrete dimension, and to transform a reflection into an operational action plan.

In this project, we studied how digital (new sensors, algorithms, new professions) could support the “Release by Exception” (RBE) process, a more fluid and real-time vision of the release of batches.

Through interviews with experts and providers of digital solutions in this very specific sector, we drew up a panorama of the real maturity of RBE in biopharma and observed more closely the activities of 3 competitors over the last 10 years in this sector.

The project resulted in a better understanding of the topic and a clear vision of the steps and key success factors to implement an RBE digital transformation for our client.

We supported a leading player in the pharmaceutical industry in redesigning its sales approach to prescribers to make it more digital. The Covid-19 crisis having strongly impacted the usual interactions of the sales force with physicians, our client wanted to rethink their entire go to market approach on the ‘customer experience’ part to develop a new, fully digital approach and differentiating from the competition.

By identifying trends and benchmarking key non-pharma stakeholders in their digital sales approach, and by analyzing physicians’ receptivity to pre-identified ideas, we supported our client’s sales and marketing team in defining their new customer experience, from inspiration to the implementation of new practices within the field team.

The strategic management of one of our customers, an industrial software developer, had observed a very heterogeneous adoption of digital twins within its company.

Previous attempts at diagnosis and gap analysis had failed to produce sufficiently actionable lessons, so we supported our customer by carrying out a benchmark of existing digital twin solutions and their use in similar industrial contexts.

As a result, the client gained a precise understanding of the existing obstacles within his company, their characteristics, and the levers for action to overcome them.

A digital services player in the energy sector wanted to refine its new cyber security offering for industrial equipment.

To do this, we identified the most mature targets, analysed their needs and current practices, and also tested their interest in the services offered by our client, as well as its legitimacy.

By combining a quantitative survey of around a hundred participants with a qualitative analysis based on in-depth one-to-one interviews with key customers, we were able to refine the targeting, draw up a new segmentation of the offering, identify the main strengths to be highlighted and finally adapt the value proposition of this new offering.