Your Challenges

Customer Engagement Model

Strategic decisions

Aligning the customer relationship model to the journey customers undertake to buy and adopt health solutions is pivotal to unlocking growth potential and optimizing resource allocation. Success in the transformation of the customer engagement model is conditioned on key decisions:

REFINE MEANINGFUL AND ACTIONABLE TARGET SEGMENTS

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Why is action needed?

  • Despite radical shifts in the healthcare landscape, few companies have truly adapted  the way they segment their customers. Traditional methods stopping at  the segmentation of each player (e.g.  patients, prescribers, pharmacists, formulary committees, patient advocacy groups, payers) fail to understand the dynamics among these stakeholders that mutually influence their behaviors and decision-making
  • Yet, having a meaningful and actionable segmentation is more crucial than ever to define which customers to target, what value propositions to tailor and how most effectively engage them to unlock profitable growth

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Do you use segmentation to its maximum potential?

  • Have you gained a deep understanding of the elements that play a role in driving differences in buying and usage behaviors at key leverage points?
  • Do you understand the drivers and barriers to behavioral objectives and how to activate desired behaviors?
  • Does the segmentation scheme reflect the interactions and social networks that influence stakeholders’ behaviors?
  • Can you predict the likely evaluation of value propositions by specific segments and their response to stimuli?
  • Can your field forces visualize how real customers they know fit into one of these segments?
  • Do you have processes and systems for capturing stakeholders’ response to stimuli and updating the information on segments on an ongoing basis?
  • Can you leverage real-life data to understand the actual profiles of patients, their experience and their outcomes?

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How we can help

  • Design and implement segmentation strategies
    • Select the variables (needs, benefits sought, desired experience, beliefs, perceptions, preference, attitudes, behavior and life time value, or any other relevant characteristics) to frame the market into actionable, meaningful and practical segments
    • Consolidate segment-specific insights into customer profiles
    • Harness multiple sources of information to develop superior real-time insights around  customers’ responses to the firm’s offering and interactions
    • Understand practice adoption patterns and rapidly operationalize decisions based on these insights

DEFINE A CUSTOMER ENGAGEMENT STRATEGY

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Why is action needed?

  • The legacy model of selling products by demonstrating their efficacy to prescribers has come to an end with the more active role of patients in managing their health and the increasing influence of payers and centralization of decision-making
  • Aligning the customer relationship model to the journey customers undertake to buy and adopt health solutions is pivotal to unlocking growth potential and optimizing resource allocation

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Which is the optimal mix of interactions to activate target segments?

  • Does the engagement model fit your offerings and target customers?
  • Are your satisfied with the pace of transformation of relationships with customers?
  • Are you accumulating disconnected channels or moving toward multi-channel models tailored to markets and target customers?
  • Do you understand your customer end-to-end journeys and the points of leverage to develop mutually beneficial relationships?
  • Can you drive value-focused conversations and seamless brand experience across multiple touchpoints and channels?
  • Can you select the most cost-effective interactions and communication vehicles to deliver superior value, build trust and drive behavioral objectives by target segment?
  • Do you mobilize the right resources early enough in the solution life-cycle the right resources to interact with the targeted segments?

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How we can help

  • Assess how the essential interactions to engage/serve customers are currently performed by go-to-market participants and channels
  • Explore opportunities to leverage digital channel opportunities in sync with strategy
  • Craft go-to-market strategies that deliver value and engage the network of stakeholders in an integrated manner
  • Organize a successful transition to an integrated multichannel closed-loop customer engagement model

BUILD THE RIGHT CAPABILITIES

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Why is action needed?

  • Developing mutually beneficial collaborations with payers and health care providers to deliver end-to-end integrated health solutions and ultimately superior outcomes to patients at reduced costs requires sophisticated capabilities which are required to develop mutually beneficial solutions
  • Even if experience demonstrates that much of a solution’s launch trajectory is determined before launch, appropriate resources might not be allocated early enough

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Can you accelerate transition to true customer-centric models that work?

  • Have you clarified the roles, talents, processes, methods, technologies, culture you need to deliver the value propositions to targeted customers?
  • Are you allocating the right resources early enough to secure optimal access and accelerate uptake?
  • Can you clarify what great looks like, what hinders the performance of your teams?
  • Do your people have the knowledge, skills and experience to outperform competition in the execution of their new roles?
  • Are your talent development processes effective in bridging the gaps for the critical capabilities and resources required?
  • Do you have the right processes and tools to translate business strategy into consistent cross-functional local action plans?
  • Have you equipped your teams with the tactics, methods and tools to engage the different segments of customers?
  • Can your teams leverage customer data and advanced analytics to build on early feedback from customers?

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How we can help

  • Create tactics and content suited to drive the desired behavioral changes of different segments of customers
  • Harness customer intelligence to provide frontline with practical, real-time recommendations on what actions to take, and when to take them
  • Define a road map to customer engagement excellence
  • Align job roles, expectations and success metrics for frontline (Sales, MSL, Field Market Access) and line management to the new customer engagement strategies
  • Adjust organizational structure, team sizes, and reporting relationships
  • Redefine quality standards, role-specific competencies and situational behaviors that drive successful customer engagement
  • Design efficient talent development initiatives (acquisition, launch academy, forward looking coaching… ) to bridge capability gaps

ALIGN THE PERFORMANCE MANAGEMENT AND INCENTIVE FRAMEWORK

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Why is action needed?

  • Over the last 10 years in most pharmaceutical and medtech companies, little progress has been made in using relevant and actionable leading indicators beyond the conventional lagging metrics
  • Too many (activity-based) indicators distract from true measures of success/prediction of success
  • The bureaucratic, time consuming annual appraisal process has ultimately proven unhelpful to develop people
  • Incentive compensation schemes are usually poorly aligned to real performance

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How can you disseminate a true performance culture aligned with strategy?

  • Are brand strategies translated into a comprehensive set of performance measures that are routinely tracked ?
  • Can you evaluate the cumulative experience of customers across multiple touchpoints over time?
  • Can you measure the impact of “beyond the pill” services on performance?
  • Are your teams prepared to interpret early indicators of future performance beyond the traditional lagging ones?
  • Do you have the appropriate feed-back loop to operationalize decisions in a timely manner?
  • Could you make the performance appraisal process a positive and even an inspiring experience?
  • Do your high performers perceive the incentive compensation scheme as fair and equitable?
  • Have you implemented the optimal bonus scheme to drive appropriate behaviors?
  • Are there tangible consequences for under-performance or over-achievement?

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How we can help

  • Capture and analyze the voice of customers pre-launch and post launch
  • Redesign dashboards to incorporate metrics to track customer value creation and relationship building
  • Establish feedback loops to continuously improve the mix of resources that generates optimal response
  • Train teams in investigating the root causes of underperformance, in coordinating course-correction measures and ensuring timely implementation, by using exercises based on real cases
  • Redesign performance management process and enable ongoing, real time and constructive performance feed-back to individuals
  • Redesign incentive and compensation plans to align with the customer engagement strategy and with role adjustments

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