CRM, eCRM and "Truth Marketing". EyeForPharma SFE Summit 2008

“ Find out how re-engineering physicians relationships will need to leverage a new attitude towards

truth “

Comments from the audience...

“The first thing to solve beforegoing further down the “customer centricity route” is to solve the major trust issue that we are facing.”

A roundtable participant, Eyeforpharma SFE conference, March 2007

“Trust is a major concern for our industry. Customers, payors and

consumers do no trust us. And we must admit we have a large problem

in conveying a message of trust.”

A roundtable participant, EyeforpharmaE-marketing summit, April 2007

“We even do not trust ourselves!”

A roundtable participant, EyeforpharmaE-marketing summit, April 2007

Comments from the audience...

“ You should have more guts! More guts!

You are so afraid of doing something and you have so much to bring to all

stakeholders. Don’t be agressive in selling your products. Build the bridge

much more!”

President of world Diabetes conference, Patient Compliance and Communication conference

Eyeforpharma, june 2007

“What should industrydo with consumers?”

One delegate, Patient Compliance and Communication conferenceEyeforpharma, june 2007

Agenda

• The (obvious) link between truth and trust that need to be re-discovered• Back to practicality : what you can really do about it• Re-engineering physicians relationships some cases• Conclusions

Truth, Trust and….Customer Centricity

TRUST

TRUTHCUSTOMER CENTRICITY

Has truth something to do with good?

Why discussing about truth,trust and customer-centricity today?


PHARMATIMES.COM P.18, P19. MAY 2007

“It’s difficult to comprehend how an industry that has saved so many lives should be held in such law public esteem”


“ Liz Shanahan, Managing Director of Santé Communications and Chair of GLOBALHealthPR, believes the industry is not as mistrusted as one might think, but that is urgently needs to shake up its approach to communications“

PHARMATIMES.COM P.22, P23, P.24 MAY 2007

PHARMACEUTICAL MARKETING EUROPE May/June 2007

“Survey reveals the importance of marketing in gaining confidence”


JOURNAL OF MEDICAL MARKETING vol 6, 1 /19-30

“On the basis of our customers’perception of the value delivered, healthcare marketing is far from being excellent. The process are in place to drive excellence, the question is: Is there the will?”

Why discussion about truth,trust and customer-centricity today?

Agenda

• The (obvious) link between truth and trust that need to be re-discovered• Back to practicality : what you can really do about it• Re-engineering physicians relationships: some cases• Conclusions

You need to rebuild the relationship with your customers...

...and communicate with your audience in atrustworthy manner

Issue:• Before 2004, UK police had real difficulties to recruit • More than 15000 vacancies• TV ad featured a wonderful job, full of opportunities, with only advantages

New TV Ad campaign:• Featuring a horrible job, badly paid, with over hours,

with people showing no consideration for you... • Emphasizing the duty aspect (“But we need you”)

Results:• 65 000 applications within first 3 months• No recruitment problems anymore…

How this relates with “Customer Excellence”?

Publicationmanagement

“The maximum impact with is gained with a right balance of integrity and transparency with marketing impact. “”David Impey, Eyeforpharma ROI conference, October 2007

E-detailling “ Honesty is the best policy” Nic Holiday, Eyeforpharma ROI conference, October 2007

CRM “CRM is not only about data nor about analytics; it is about an attitude towards doctor”, Fonny Schenck, Eyeforpharma ROI conference, October 2007

Key Account Management

“Outsanding Key Account management starts with in depth listening to physicians” My boss, Procter&Gamble pharmaceuticals, a long time ago.

Close the loop marketing

•Obtain involvement of physicians• Seek collaboration not one way information• Provide feed-back to physicians

Excelling in all these implies a new attitude

towards “truth”:

Applying “principles of truth” and

“principles of trust” could lead to better

results.

• The (obvious) link between truth and trust that need to be re-discovered• Back to practicality : what you can really do about it• Re-engineering physicians relationships: some cases• Conclusions

Agenda

CASE 1. : A major company wantedto become customer centric….

Starting situation:• A global FMCG company acquired a second-tier pharmaceutical company• 22 sales reps on the field, to sell a 1st generation

biphosphonate• Sales results behind expectations• Catastrophic company image, major distrust from local and national opinion leaders!• Sales force ranked very low by GPs

Project:• Complete turnaround of approach• Sales force fired (20 out of 22)• 4 very talented individuals trained to become KAM• 6 weeks training for ONE drug!• Mission: visit LOLs and KOLs and leverage them• Task: address product issues personally, provide qualitative

service

Trust/Truth principles applied:

• Be open / “Nothing to hide”

• Acknowledgement of potential safety issues

• In depth listening to physicians, one-to-one

addressing of issues

• No sales aid. A lot of scientific material

Results:• Complete turnaround of product and company image!• Sales force ranked 2nd in Flanders and…1st in Wallonia• >+40% of sales after Y1, >25% of sales after Y2• Company ready for next drug launch...

CASE 1. : A major company wantedto become customer centric….

CASE 2. : A major osteoporosis brandwanted to experience growth again

Starting situation:• The company faced a major trust issue, despite market

leadership• Company stuck to immobility!• No growth of sales experienced in the last two years prior to the

project• Large majority of market untappedProject:• Major CRM based disease awareness scheme...• ...involving all stakeholders...• ...including health authorities!Trust/Truth principles applied:

• Open yourself to others

• Be prepared to give a lot of information

• Trust yourself

Results:• Company worked across silo’s• Authorities and stakeholders ready to support a major initiative• Growth in sales!

CASE 2. : A major osteoporosis brandwanted to experience growth again

“This is the first time that someone from the pharmaceutical industry is coming to visit me with a collaborative attitude”

The adjunct of the Belgian Minister of Health, Nov 2004

CASE 3. : A major osteoporosis brandwanted to experience growth again (II)

Starting situation:• No growth of sales experienced in the last two years• Large majority of market untapped• A lot of patients not screened for osteoporosis

Project:• A CRM based project… for systematic screening of osteoporosis• In depth feed-back to physicians• In depth involvement of sales reps• One-to-one messages given to physicians


• Share with others

• Seek collaboration and not only information

• In depth feed-back to physicians (“Close the

loop”)

CASE 3. : A major osteoporosis brand wanted to experience growth again (II)

Encoding of contracts


Encoding of patients forms


Weekly e-mail sent to sales reps and managment


CRM dashboards

Results:• 1000-2000 physicians participated in the program• 50 000-80 000 patients screened• All the rest is confidential• ROI assessed through A PIE study: superior to 5.


CASE 4. : A major prostate cancer drug brandwanted to face customer distrust

Starting situation:• A market leader for prostate cancer faced difficulties for one of its products• The product was superior in terms of safety, was efficacious but lacked critical survival data• The company was highly criticized by LOLs and KOLs• The company did several mistakes…• Eeven sales reps were not welcome!

Project:• A CRM based project…• For building franchise ownership• With a strong profiling/targeting component• In depth feed-back to physicians• In depth involvement of sales reps• One-to-one messages given to physicians





loop”)

ANYMED


“These data are collected by [Company name] [Company address] in the frame of the national survey about prostate cancer withthe aim to provide you with more information about this subject. The data could be used in the frame of commercialisation of products of the company. You may, at any moment, consult, adapt or improve. The destruction of these data can be obtained by writing at the here above address “


Differential analysis of hormonal treatmentsin prostate cancerIndex 100 = LHRHa in mono

Drug 1

Drug 2

By KOLs By Uros By GPs

107

95

94

123

83

110

95

64 155

64

101

101

95

115

170

101

88

110

107

88

94

84

97

174

93

104

102

97

100

100

98

99

111

100

99

100

101

88

93

91

92

98

92

93

93

89

12652

322222

Positive symptoms

Negative symptoms

Ease of intake

Lack of sedation

Lack of hypotension

Lack of weight gain

Lack of EPS

Lack of sexualproblemsGeneral efficacy

Nb 1 Top 5Uros weight

Adoption funnel = Who?Profile of each segment

• Anti-hormonaltreatment

• Pro-hormonaltreatment only inMetastatic

• Anti-AA in mono in allnon-metastaticstages

Non-User SporadicUser

Regular User Regular Userin all high riskM0 Patient

Regular User in allhigh risk M0Patient andadjuvant inlocalisedXX XX XX XX XX

Treatmentadvocate

Profiling(who)

• Uses hormonaltreatment in at leastone therapeuticsituation other thanmetastatic

• Loc. Advanced andrising PSA: Uses AA inmono as 1st choice inexactly 1 or 2 diseasestages

• Localised: no condition

• Localised: Nocondition

• Loc. Advanced andrising PSA: prescribesAA in mono as 1st

choice in at least 3therapeutic situations(hypothesis: Loc. Adv.WW, rising PSA afterRt and WW)

• AA in mono as 1stchoice in– Localised only if

rising PSA– Loc. Advanced: all

stages immediatelyor within 3 monthsRising PSA: allstages immediatelyor within 3 months

• AA in mono as 1st choice in– Localised: all stages

immediately or within 3months

– Loc. Advanced: all stagesimmediately or within 3months Rising PSA: allstages immediately orwithin 3 months

Adoption funnel = How?Evolution along the funel

• …

• …

Non-User SporadicUser

Regular User Regular Userin all high riskM0 Patient

Adjuvant inlocalised

XX XX XX XX XX

Key messages

Switch drivers

• … • … • … • …

Results:• 68% of target specialits involved !• 100% (!) of local opinion leaders involved !• Increase in sales noticed in the first 3 months of project• Drastic improvement of company image• Strong motivation of sales reps

CASE 4. : A major prostate cancer brandwanted to face customer distrust

CASE 5. : A major pharmaco wanted to step back to develop a new kind of relationships with physicians

Starting situation:• A well established company...• already doing fine in France (Rated second best sales force)...• wanting to prepare itself for the future...• in the frame of a changing landscape...

Project:• A CRM based project…• where physicians were asked to give their opinion about the quality of the relationship...• ...and where invited to share their needs• In depth feed-back to physicians• In depth involvement of sales reps• One-to-one messages given to physicians





loop”)


Truth marketingBased on feedback


FairnessContinuous data

collection


Give dataReceive data

Results:• We do not know!


Agenda

• The (obvious) link between truth and trust that need to be re-discovered• Back to practicality : what you can really do about it• Re-engineering physicians relationships some cases• Conclusions

Conclusions

• Trust is a major issue for pharmaco’s• Establishing new ties with physicians is better done if pharmaceutical company adapt its attitude towards

“truth”• Hence, becoming customer centric will require to fundamentally change the way you “sell the truth” • CRM techniques (CRM is not only about ETMS!) and integrated CRM projects can be of a great help• Start today…

• Is there a link between truth and good? Yes! • And there is also a link between truth and ROI…

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Control Group n = 2934 Attendees n = 221

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Documents

CRM, eCRM and "Truth Marketing". EyeForPharma SFE Summit 2008