April Customer Experience (CX) in Physician and HCP Engagement: Meeting Expectations at Every Level. A FirstWord ExpertViews Report

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1 AM PL E PA G ES S A S G ES A FirstWord ExpertViews Report

2 Published Copyright 2016 Doctor s Guide Publishing Limited All rights reserved. No part of this publication may be reproduced or used in any form or by any means graphic, electronic or mechanical, including photocopying, recording, taping or storage in information retrieval systems without the express permission of the publisher. This report contains information from numerous sources that Doctor s Guide Publishing Limited believes to be reliable but for which accuracy cannot be guaranteed. Doctor s Guide Publishing Limited does not accept responsibility for any loss incurred by any person who acts or who fails to act as a result of information published in this document. Any views and opinions expressed by third parties and reproduced in this document are not necessarily the views and opinions of Doctor s Guide Publishing Limited. Any views and opinions expressed by individuals and reproduced in this document are not necessarily the views and opinions of their employers. Cover image: everythingpossible/olivier Le Moal AdobeStock

3 Contents i Executive Summary...1 Research Objectives...3 Research Methodology...4 Experts interviewed... 4 Definitions...5 Customer experience is gaining ground... 6 Interaction time with physicians is declining... 6 Technology can be effective at reviving engagement with HCPs... 7 Technological absorption in pharma is growing... 8 Obstacles and gaps in customer experience... 9 HCPs and physicians want more education and adherence Pharma s concept of customer experience can still be improved Defining HCP-pharma engagement and customer experience Key insights Engagement is complex and multi-dimensional Engagement means getting the HCP involved CX needs consistent and all-encompassing engagement CX as the new business differentiator SWOT analysis for CX in pharma... 19

4 ii Developments, trends and other drivers for better HCP customer experience...22 Key insights Democratisation of information and proliferation of data Inefficient and less than optimal digital products Time and patience of HCPs getting shorter and shorter The shift towards a patient-centric approach Barriers to improving HCP customer experience Key insights Traditional mindsets, sales strategies and silos The landscape of tough competition Fragmentation of CX due to too many touchpoints Future opportunities from effective customer experience management Key insights Education on technology Improvement of data aggregation and products and services Real-world data Customer experience management pharma s responsibility Key insights Recognise the broader journey and guide the HCP A customer-centric approach and a horizontal mindset Engage and train the organisation Engaging physicians with other organisational members in mind... 44

5 iii CXM The responsibility of other stakeholders Key insights Every stakeholder s role in facilitating the development of competent and confident doctors The role of regulatory bodies on HCP experience and education Partners need to align with pharma s CX approach Speaking out and co-creating with pharma The role of multichannel and mobile technology Key insights Provides personalised access and builds conversations Managing multiple and simultaneous touchpoints Strategy, innovation and change for delivering customer experience Key insights Customer journey map with moments Orchestrated customer engagement Convenient and simplified digital platforms for HCPs and doctors Effective customer experience management Key insights Four elements of effective CXM A seamless linking of digital and non-digital channels Content is still king Out-of-industry examples Within-industry examples... 68

6 iv Measuring HCP engagement and customer experience Key insights Using data capture and advanced analytics to generate key customer insights Net Promoter Score Using key performance indicators to measure the effectiveness of digital initiatives The CX Index TM Conclusions...78 Appendix...80

7 Research Objectives 3 This FirstWord Dossier report provides a qualitative analysis of customer experience (CX) in physician and healthcare professional (HCP) engagement at every level of the customer journey. It explores and assesses the approach and progress of pharma in improving and managing the CX of the HCPs they engage with, including their CX strategy and their collection and use of CX data. Pharma s commitment to, and investment in, customer experience management (CXM) is also explored. Key questions posed as part of the research include: 1. What does CX mean in the context of Pharma-HCP engagement? 2. What value does highly effective HCP CX bring as a differentiator? 3. What are the critical success factors of effective HCP CX? 4. What are some of the key challenges and solutions both internal and external to successful CXM and how can pharma overcome these challenges? 5. What is the role of multichannels, digital channels, and mobile technology in enhancing HCP engagement and their overall CX? 6. What can other stakeholders do to advance HCP CX? 7. What changes might we see in Pharma-HCP engagement over the next five years as a result of CXM? 8. What future opportunities might effective CXM of HCP engagement bring for pharma? 9. How are pharma companies measuring CX in HCP engagement, and how are they using this data to drive CX improvements? This report is the first in a series of three reports that analyse pharma s CX strategies and performance in engaging with key stakeholder groups. Subsequent reports will cover CX in patient and payer engagement.

8 Research Methodology 4 The information within this report was gathered from primary and secondary sources, including a comprehensive literature review and in-depth interviews (n=11) with individuals employed at leading pharma, consulting, marketing and healthcare associated companies in roles that have responsibilities for HCP engagement and CX. The interviews were conducted in February and March 2016 and explored: CX strategy and organisation; CX data collection, analysis and use; challenges of CXM; future trends; best practice in HCP CX; and case studies. Experts interviewed Neil Aubuchon: Vice President of Global Marketing at Santen Victoria Bates: Customer Operations Director, Pfizer UK David Clarke: Director of Ethical Reach, Author, and Multichannel Exponent Frank Dolan: Area Sales Director at ACADIA Pharmaceuticals (the views expressed in this report by Dolan are his own views and not those of ACADIA Pharmaceuticals) Richie Etwaru: Chief Digital Officer at IMS Health, Author, and TED Speaker John Fish: Global Director Mobile/CX Strategy at AstraZeneca Aimee Lucas: Customer Experience Transformist, Vice President at Temkin Group Julie O Donnell: Senior Director, Head of Global Customer Interaction Management at Lundbeck James Quekett: GP and Director for Primary Care at M3 (EU), Doctors.net.uk Ash Rishi: Managing Director of COUCH Medical Communications Timothy White: Head of Customer Experience and Teva Pharmaceuticals See Appendix (page 80) for further information about the contributors.

9 Engagement means getting the HCP involved 16 When the sales representatives of GlaxoSmithKline (GSK) underwent a change in their selling strategy and started emphasising patients needs instead of the brand and other promotional information, the physicians they were meeting with became more willing to discuss products and provide genuine feedback. According to Victoria Williams, Vice President and Sales Director at GSK, physicians dislike being treated as merely receivers of information who could be talked at by drug companies. 25 Frank Dolan of ACADIA is of a similar opinion and says, Customers want to get answers to their questions in a fast and cogent way. HCPs build a meaningful connection with brands when they are allowed to ask questions and participate in discussions, when their medical concerns are heard, and when they are treated as equal partners in the process of care delivery, instead of as a vehicle to sell products. Customers expect organisations to listen to them, be easy to engage with, and offer value. Furthermore, if issues occur, or decisions are required, that they are acknowledged and managed effectively and in a timely way, explains Victoria Bates, Customer Operations Director, Pfizer. They are also more willing to prescribe/recommend a new product when they are confident about the medical benefits it can bring to patients. The brands that come out as leaders in the industry are those that deliver value when they encounter a customer, build trust in every exchange, and create a sales culture where customers would consider the new products or propositions that they present, says Dolan. The engagement is thus an exchange of information where HCPs receive objective medical information and pharma receives expert feedback about their product. For Teva Pharmaceuticals, the participation and input of HCPs is crucial when designing new interaction tools. When we re launching an app for physicians, it s not about what the competitor is doing in this space. It s actually about what is solving this problem right now. It could be an app built by doctors for doctors, which although this can be done simply and cheaply, it nonetheless lets doctors say Well, this actually does what I want it to do, shares Timothy White, Head of Customer Experience at Teva. 25 Davies, N. (November, 2015). Selling isn t a bad word if it s done right. Retrieved from

10 Engage and train the organisation 41 Avoiding the trap of containing CX within the responsibility of the marketing function will require a company to communicate its CX strategy throughout the organisation. This involves the valuable step of making the results of any research available to the pharma company s members of staff, who are involved in delivering the customer experience. These people can then act as pioneers within the company, encouraging and supporting other members of staff, suggests Ash Rishi. It also helps to legitimise the necessity to address the needs of HCPs when there are physicians employed in the organisation. At M3, for instance, James Quekett reveals that having doctors on staff means they can immediately bust common myths about their profession and about patients. We have our member advisory panel that is instantly available for questions about what their feelings are on important matters, he shares. David Clarke adds that it may be a cliché to claim that all organisational members play a role in creating great CX. However, in truth, all outward-facing functions medical affairs, sales, marketing etc., and ultimately the CEO, own the responsibility, he says. Every member of the organisation has a role to play in the customer-centric approach. Senior leadership are the primary advocates who connect with high-value customers and incorporate the customers needs into resource allocation decisions. Pfizer, which has been actively working to change the mindset and behaviour of its employees by conducting colleague engagement activities and introducing new skill sets and capabilities, has been able to demonstrate a positive impact on customer experience. However, we are only part way into a longer-term journey, which will require continued sponsorship at the highest levels of the business if it is to create a lasting change, Victoria Bates reveals. Moreover, management keeps open connections with customers, maintains dynamic feedback and develops solutions from insights gathered from customers. And employees on the frontline must actively interact with customers and close the feedback loop. 44 Consistent and continuous customer feedback is key to Pfizer s success, says Bates, because it informs the operational improvements of customer touchpoints and allows it to stay relevant and valuable in its customers lives. 44 Michels, D., Rebhan, C. and Ghosh, P. (2014). Beyond the Pill: How to Improve the Customer Experience in Pharma.

11 Unique insight into current and future pharma market dynamics through quantitative surveys with physicians, providing essential data in major disease areas and on key industry issues. A personalised and comprehensive intelligence service delivering up-to-the-minute pharma news, insight, analysis, and expert views of importance to your company's success. Critical and unbiased intelligence derived from in-depth interviews with the world s foremost thought leaders on the current and future treatment landscapes in major disease areas. Reports include three quarterly updates to ensure insights remain current. A personalised and comprehensive intelligence service reporting on the latest news and developments for the medical technology and diagnostic industries. Unbiased and concise analysis based on interviews with leading industry experts on important trends and challenging issues affecting the pharma industry today. FirstWord delivers timely, need-to-know intelligence about your products, your competitors and your markets.