Customer engagement

Our team supported an international pharmaceutical stakeholder in the digitalization of its interactions with its customers in the context of the health crisis. Beyond being a constraint, the Covid-19 crisis has enabled pharmaceutical industrial players to test multiple digital initiatives to maintain the relationship and engagement of their customers.

To help our client rethink their approach, we first detected the existing best practices internally within the Asia-Pacific teams, then analyzed cases of inspiring benchmarks in this area.

On this basis, we were able to co-construct with our client a concrete and specific action plan to strengthen its digital engagement actions for healthcare professionals and enable it to innovate on these subjects compared to its competitors.

Our client, sales director of a subsidiary of a leading pharmaceutical company, had ambitious goals for transforming its customer engagement model and was facing reluctance and concerns from its field forces, linked to the fear of seeing their role disappear or devalued in these new models. We supported our client in the organization and facilitation of several work sessions with the following objectives:

1. to explain the challenges of this necessary transformation
2. to inspire the sales teams about the importance of their role by projecting their development
3. to work together to build a roadmap for change.

Our project has enabled our client to unite its teams around this development and to clarify the stages of transformation towards a new customer engagement model.

Our client wanted to overhaul its engagement strategy with Key Opinion Leaders (KOLs) and in particular rethink the nature of the content to be offered to these stakeholders. We began by redefining a segmentation of KOLs starting from their fundamental objectives and needs.

For each of the redefined segments, we then identified the key content to offer in a logical sequence of customer engagement, in particular by isolating the most original and innovative content to offer as well as the best formats to convey this content.

We ultimately selected 3 new concepts to offer (content + format) that were added to the business plan of our client’s “content factory”.

As part of an internal reorganization disrupting the organization of its promotional network, our client, a Business Unit Director of a pharma subsidiary, wanted to redefine the most effective promotional model to develop to maximize the performance of its customer engagement with constant resources.

To do this, we developed a 100% data science approach with the aim of making all of our client’s internal data speak for itself. We started by collecting and structuring all the available data (sales data, activity data, budget, etc.) in order to prepare our analysis. An econometric model then enabled us to answer the following three questions: which segments of prescribers have the most potential? What is the best engagement model to put in place with these segments? What is the best sales organization to capture the target potential?

Finally, and after having modeled different scenarios, we recommended to our client an optimal scenario, implemented since our project together.

Our client, a European pharmaceutical leader, was selling an innovative product in cardiology for which no new clinical data would be generated in the coming years. Its challenge was therefore to think of an innovative engagement model that would “open the doctor’s door” without relying on the traditional use of data. We then built together an original content creation project around the idea of optimizing the care pathway. The pathology concerned was not properly taken care of in the vast majority of cases due to various issues throughout the patient pathway. We supported our client with the help of a committee of KOLs in the identification and selection of best practices deployed at the European level to optimize these pathways. These best practices were then transformed into high impact content (3 publications in particular) which were distributed through various channels to a large number of prescribers.

Notre équipe a accompagné la filiale française d’un industriel pharmaceutique dans la transformation de leur expérience client auprès des hôpitaux afin d’améliorer la clarté, la fluidité et l’efficience de leurs échanges avec les équipes hospitalières. En effet, le personnel hospitalier se plaignait de lourdeur administrative et de manque d’informations quant à l’utilisation de nouvelles thérapies.

Pour aider notre client à repenser son approche auprès des équipes médicales, nous avons d’abord mobilisé l’ensemble des équipes (marketing, commerciales, délégués médicaux) pour qu’ils puissent s’aligner ensemble sur les objectifs et enjeux liés à l’expérience client en effectuant des entretiens en interne. Ces insights nous ont permis d’organiser une session d’idéation sous forme de jeu télévisé avec toutes les équipes afin de définir les nouvelles modalités d’interaction permettant d’améliorer les échanges avec les équipes hospitalières.

Ce processus de travail a permis à l’ensemble des équipes de notre client de s’aligner sur les priorités stratégiques et de définir des actions à mettre en place pour améliorer l’expérience des équipes hospitalières en lien avec l’utilisation de leurs thérapies innovantes.