DB Marketing Technologies, LLC PRM: Strategy and Implementation

Transcription

1 Physician Relatinship Management: Strategy & Implementatin Hw t get yur rganizatin frm a prduct-centric sales and marketing apprach t a custmer-centric peratin that csts less t perate and increases verall scripts Given the impact f managed care n physician patient lads and munting pressure frm senir management t deliver mre scripts per physician t keep share prices aflat, it s n wnder the pharmaceutical cmpanies signed ff n ne f the largest sales frce trp surges in industry histry. But rather than winning the hearts and minds f physicians, this sales rep invasin was ften met with frustratin and resistance. Research shws that physicians feel badgered with prduct infrmatin withut getting enugh substance fr their time. Further, the frequent interactins keep dctrs frm incme-generating cnsultatins. That is nt gd. Every encunter with yur cmpany must leave physicians feeling that their time was well spent. Fr mst pharmaceutical cmpanies, that means lwering sales call vlume and increasing the value f With PRM, yu can increase scripts while lwering perating csts. ROI jumps ff the charts. pharmaceutical cmpanies becmes what can they d t win ver physicians s that dctrs see a pharma cmpany as a credible surce f infrmatin, a partner in achieving their prfessinal and even persnal ambitins, and, mst imprtantly, a cmpany they trust and supprt with their scripts. Physician marketers need t change the fcus f the rganizatin mve beynd the prduct-centric sales apprach driven by physician prescribing behavir and sales frce allcatin t a mre sphisticated, effective and less cstly custmer-centric sales and marketing apprach Physician Relatinship Management (PRM) custmer interactins. And given different physician practices, specialties, psychgraphics and demgraphics, different types f dctrs will have varying sales and marketing satisfactin requirements. In additin, pharmaceutical cmpanies must place resurce allcatin caps n physician marketing s that they budget their prmtinal activity in line with assigned physician value and remain in cmpliance with regulatry limits. S the imprtant questin fr The limited success f the traditinal push strategy in pharmaceutical sales and the illeffects f a weak ecnmy have caused many pharmaceutical cmpanies t take a secnd lk at hw they are driving sales thrugh physicians. These new appraches generally invlve changing the fcus f the rganizatin t mve beynd the prductcentric sales apprach driven slely by physician prescribing behavir and sales frce allcatin t a mre sphisticated, effective and less cstly custmer-centric 1

2 sales and marketing apprach Physician Relatinship Management (PRM). Physician Relatinship Management Framewrk The new apprach t PRM enables pharma cmpanies t design sales and marketing prgrams fr physicians based n what s imprtant t the dctrs their time, the success f their practices, patient satisfactin, their influence in the medical industry, their prfessinal interests and gals, their accmplishments, and f curse prduct efficacy and safety. While this sunds like a very ambitius gal, many f the cmpnents needed typically already exist within yur rganizatin the trick is integrating what s in place, inserting what is nt, and demnstrating measurable value thrughut. The first step is t clearly define yur bjectives: Increase ttal number f scripts written Imprve targeted marketing - better segmentatin, better respnse rates Establish a prcess that reduces marketing errr such that: Physician channel cmmunicatin preference is strictly fllwed Physician marketing meets dc s specialty, practice and treatment interests acrss preferred channels Physician is nly cntacted abut issues that are relevant t him r her Imprve pharmaceutical cmpany and drug treatment brand image Align physician practice gals with pharmaceutical cmpany gals such that dctrs have a real stake in pharmaceutical cmpany s marketing effrts as they genuinely supprt dctrs practices and interests Align physician and pharmaceutical cmpany effrts t imprve care and access t treatment in dctrs cmmunities Imprve influence and relatinships with Key Opinin Leaders (KOLs) Once fully implemented, a gd PRM strategy and supprting tactics, like thse develped by DB Marketing Technlgies, shuld deliver the fllwing results related t the abve bjectives: Increased number f scripts written thrugh ptimized physician-driven cmmunicatin and imprved multichannel marketing mix Mre accurate targeted marketing, increased respnse rates and lwered marketing cmmunicatin csts, resulting frm refined multi-channel marketing mix algrithm Established prcess that reduces marketing errr such that Physician channel cmmunicatin preferences are strictly and cnsistently fllwed Physician marketing meets dctr s specialty, practice and treatment interests acrss preferred channels Physician is nly cntacted abut issues that are relevant t him r her Reduced marketing spend t script rati Imprved pharmaceutical cmpany and drug treatment brand image thrugh targeted cmmunicatin that speaks t what is imprtant t the dctr, and supprts dctrs in achieving their prfessinal and persnal gals 2

3 Alignment f physician prfessinal gals with pharmaceutical cmpany s gals: Limits placed n time sales staff disrupts revenue-generating patient cnsultatins, resulting in fewer sales calls but with psitive impact n cnversins Supprt/spnsr health rganizatins that valued grups f dctrs supprt, cmmunicating this activity t all interested physicians Spnsr research grants in areas f interest t valued grups f dctrs, cmmunicating this activity t all interested physicians Helping dctrs run their practices mre efficiently by spnsring ffice management training seminars Alignment between physicians and pharmaceutical cmpany t imprve care and access in their cmmunities by: Spnsring wellness events that intrduce lcal dctrs t large cmmunity patient pls Supprting physician prgrams t help patients be cmpliant and adherent t their treatment Imprved KOL relatinships Prvisin f a high-prfile platfrm fr KOLs t give pharmaceutical cmpany feedback AND then have senir executive respnd t KOLs when they d Prvisin f speaking pprtunities t KOLs befre large emplyed grups, raising the prfile f the pharmaceutical cmpany /KOL and supprting KOL business develpment effrts. Fully maximizing the value f a pharmaceutical cmpany s relatinships with physicians is nly pssible with a rbust PRM strategy that integrates all aspects f a physician s direct and indirect relatinships with the cmpany. A PRM Strategy gverns the design and deplyment f five functinal areas within pharmaceutical custmer management: PRM Strategy Influence and Key Opinin Leaders (KOL) CME, Events and Cnferences Health Infrmatin Library Direct/ E-Marketing, Surveys E-/Detailing, Sales Frce, Cntact Mngmt. Research and Analytics Prcess and Integratin Systems and Technlgy 3

4 Withut PRM, the sales frce cmpnent (thrugh sales frce autmatin) is verrelied upn as the primary driver f sales. Other functinal areas, such as direct marketing and KOL are perfrmed and managed separately leaving the view f the physician incmplete, siled, and static. With PRM, knwledge is integrated acrss the enterprise. Physician data and analytics are ptimized. Successful PRM requires a can design prmtinal prgrams that best meet the needs f these dctrs and generate an increase in scripts. T d this, PRM-related systems must be integrated t generate a cmplete view f the physician. That means physician master file, SFA, claims, KOL, event planning, etc, systems must be brught tgether in a datamart, where infrmatin can be aggregated and Sales and marketing must design prgrams that align physician prfessinal and persnal gals and preferences with pharmaceutical prmtinal bjectives data and analytic architecture that cntinually maintains a cmplete view f the physician. That means the traditinal physician master file datamart must be expanded t incrprate SFA, claims, KOL, event and CME data. Algrithms used t measure physician value are bradened as is the verall physician data management apprach. Cmpanies that practice PRM leverage all f their custmer-facing channels in an integrated way, and actively develp relatinship management strategies that fully gvern the physician relatinship. Such expnentially greater knwledge f and cmmunicatin with the physician leads t much mre effective and efficient marketing and sales prgrams. Making PRM Wrk DBMT knws what is needed t ensure success in PRM: Imprve Physician Data Management T achieve successful PRM thrugh cst-effective prgrams that increase scripts written fr yur brand r brands, pharmaceuticals must aggregate their physician data SFA, practice, psychgraphic, demgraphic, key pinin leader, and claims t accurately segment and assign value t physicians s that sales and marketing prcessed, where custmer prfiles can be develped and physicians can be segmented by value and prmtinal preferences. Even mre, sales and marketing can then identify custmer infrmatin they need t cllect t mre effectively prfile physicians and prmte their brands. Align Physician Gals with Pharmaceutical Prmtinal and Sales Objectives Next, sales and all f marketing must design prgrams that align physician prfessinal and persnal gals and preferences with pharmaceutical prmtinal bjectives. Fr example, a pharma sales frce can prvide mre clinical infrmatin and cnsultative supprt t specialists prne t writing scripts fr mre cmplex drugs, shwing that the pharma cmpany understands their practice, the diseases they treat, and it is a resurce fr them. Pharma cmpanies can als prvide mre general supprt and samples t primary care physicians, wh value samples and distribute them prperly and effectively. Further, pharma cmpanies can demnstrate specific interest and supprt fr key physician segments by spnsring, say, a lecture series that puts certain valued physicians lking 4

5 t increase practice size in frnt f large emplyed ppulatins. Pharma cmpanies can als supprt particular nn-prfit rganizatins that valued physicians supprt and cmmunicate this activity back t them. Yur cmpany may already supprt these rganizatins, but n ne has linked this activity back t the physicians s yu are nt realizing the relatinship benefit frm yur spnsrships. Pharmaceuticals can even underwrite educatinal events like ffice management seminars that dctrs and their ffice staff can attend t help physicians better run their practices. Even mre, pharma cmpanies can give particular physicians, like KOLs, a vice in the rganizatin. Give them a htline t senir management s that they can reprt their thughts and pinins t smene wh can directly respnd. Then, cmmunicate any changes that are made as a result f their input. This lw-cst tactic gives a KOL a vested interest in the cmpany and its activities. The ROI here can be ff the charts. In fact, the DB Marketing Technlgies analytics team will develp algrithms that calculate ptimal marketing and cmmunicatins channel mix fr each physician segment, enabling pharmaceuticals t ptimize their spend and imprve prgram effectiveness. Even mre we will directly measure hw physician attitudinal changes relate t number f scripts written, shwing the direct impact f a cmpany s PRM prgram n sales ver time. Measure Everything Speaking f ROI, with the adptin f a new strategy and new custmer segmentatin must cme testing. Every prgram must be tested and designed fr perfrmance measurement frm the start. Sample ppulatins, key perfrmance metrics all need t be in place befre ging live t ensure ptimal return when yu rll ut. The pharma cmpanies that have the mst cmplete custmer prfiles, mst accurate segmentatin mdels, and best tested prgrams will prve t be a trusted advisr and resurce t physicians, win greater access t physicians, yield greater pprtunity fr sales, and will shw greater return n their sales and marketing dllar. Cnsidering that we ve seen hw highvlume, lw-value interactins have a negligible effect n sales and negative effect n the physician relatinship, it is time t adpt a PRM strategy that wrks, ne that actually creates a psitive and prfitable relatinship fr all invlved. Prject Framewrk: PRM FastTrack DBMT maximizes the use f the cmpany s existing capabilities, data and resurces t build a rbust framewrk while minimizing cst and time. The PRM initiative is made up f three phases: 1. Assessment and Planning 2. Executin f Pilt PRM Prgrams 3. Full Implementatin Phase 1: Assessment and Planning The purpse f this phase is t assess the current state f PRM at the pharmaceutical cmpany, identify the enhancements needed t fully prepare fr PRM implementatin, and t plan the PRM pilts that will be implemented in Phase 2. Review and assessment, including review f dcuments and interviews with key stakehlders in market research and analytics grups, prfessinal marketing and IT Determine the current state fr each cmpnent f PRM Organizatinal structure 5

6 Physician marketing plans Marketing prcess integratin Channel management and data cllectin strategy Data management Reprting and analytics Identify structure, prcess, tls and technlgy used t manage physician data centrally Map system, tl and data integratin acrss PRM cmpnents Develp Gap Analysis and Phased Recmmendatins Develp plan fr pilt PRM prgrams and data integratin Present findings and plan fr Phase 2 A critical element f Phase 1 is a review f the custmer masterfile and the prcesses that are used t keep it up t date. The deliverable frm this phase is a detailed assessment and recmmendatins fr enhancements. Phase 2: PRM Pilts and PRM Data Integratin Based n the findings frm Phase 1, DBMT will design and manage PRM Pilts calculated t demnstrate the value f enterprise PRM activities and build cnsensus with a unified view f PRM within the cmpany. The purpse f these pilts is nt nly t determine the best apprach t managing physicians, but als t determine the best apprach t transitin cmpany resurces frm prduct-fcus t an integrated custmer-fcus. DBMT will develp predictive mdels that calculate ptimal marketing and cmmunicatins channel mix fr each physician segment, enabling pharmaceuticals t ptimize their spend and imprve prgram effectiveness. T supprt these pilts and mdels, DBMT will wrk with IT t imprve physician infrmatin management and integratin acrss each f the functinal areas. Finally, DBMT will assess the success f the pilts and develp a recmmendatin and planning fr the full implementatin. Phase 3: Implementatin Based n the findings frm Phase 2, DBMT will refine and execute its plan t build a fullscale PRM slutin acrss the enterprise. Call DB Marketing Technlgies tday t schedule yur PRM cnsultatin (212)