Your Challenges

Frontline

Strategic decisions

Frontline teams can become a key differentiator in the selection of your company’s technologies and solutions from all other alternatives in the marketplace. Superior execution of customer engagement strategies can be achieved through the activation of different levers:

UNDERSTAND THE CRITICAL DYNAMICS WITHIN THE LOCAL SYSTEM OF CARE

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Why is action needed?

  • Healthcare purchase decision-making transformation is accelerating with the:
    • growing imperative for health care providers to deliver value beyond volume (P4P)
    • development of integrated delivery models with variation in size and governance
    • expansion of local care protocols and formularies which  increasingly govern treatment decisions

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Can you better uncover local insights to inform local strategy and tactical decisions?

  • Are critical sources of market intelligence made available to the field forces?
  • Do medical, market access and sales field forces share an in-depth understanding of the local/regional environment?
  • Do they understand the variations in the patient journey, deviations from standards of care and opportunities for improving patient access to your products and services?
  • Do they understand how company objectives can resonate with the local issues, strategies, key initiatives of local systems of care?
  • Do your teams understand the multi-level access hurdles and particularly local ones?
  • Are they prepared to leverage the network of influential stakeholders to provide patients with early access to the right treatment?
  • Can they anticipate competitors ‘activities?
  • What have they learnt from past performance and reasons for gaps?

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How we can help

  • Facilitate teams’ understanding of the implications of health reforms, the implementation of patient-centric integrated care organizations, and development of performance-based reimbursement
  • Support local cross-functional teams in collating and synthesizing relevant insights
  • Assist teams in the identification of local drivers and inhibitors of growth opportunities
  • Provide field forces with guidance to create a comprehensive map and profile of key local/regional stakeholders
  • Support cross-functional teams in defining areas of mutual value with key stakeholders

TRANSLATE STRATEGY INTO ACTIONABLE PLAN AND CONTROL EXECUTION

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Why is action needed?

  • Effective strategy execution calls for mechanisms to translate strategy into action while taking into account specific healthcare realities at a local level
  • Ensuring alignment and coordination between field medical affairs, sales and market access functions and multichannel integration is crucial to efficiently meet customer needs and drive company’s solutions acceptance and adoption

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Can you improve the alignment of local customer engagement activities with the buying and adoption process?

  • Are the cross-functional team members actively involved in the joint development of local business and tactical plans?
  • Do they build account-specific plans for key institutions?
  • Are these plans well grounded in a thorough local situational analysis?
  • Do the established regional/local objectives match local challenges and stakeholders’ needs and priorities?
  • Do they engage the right stakeholders in the right tactics?
  • Are stakeholders engaged in behavioral change in an integrated and resource-efficient manner?
  • Do stakeholders perceive they have a seamless experience across all interaction points?
  • Are relevant KPIs properly monitored to track progress toward targets?
  • Are deviations detected early, with timely corrective actions taken if needed?

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How we can help

  • Provide practical guidance to translate the national strategy into local business and tactical plans tailored to the local situation
  • Organize a systematic early detection of formulary opportunities and related action plan
  • Design and conduct experiential training program to grow individuals abilities in territory and account planning
  • Share proven innovative tactics to engage key players in the buying/adoption decision dynamics
  • Organize an ongoing dialogue on performance and plan update

BUILD SITUATIONAL INTELLIGENCE

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Why is action needed?

  • Customers growing expectation is for advisors who understand not only their products, the disease and the language of evidence-based medicine , but also the value drivers of their business/medical practice
  • Being prepared to truly speak the language of different decision-makers is crucial for impacting conversations

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Can your frontline team better prepare their interactions with customers?

  • Have frontline team members identified key players within institutions and customer networks?
  • Are they optimally combining focused research and interactions to learn about the critical business /medical practice issues of customers and what they are trying to accomplish?
  • Can they evaluate the gaps between the way the heath care services are delivered and the standards of care?
  • Do they fully understand the HCP’s desired patient outcomes?
  • Do they understand the functional, emotional and social latent needs of customers?
  • Can they match up company product and services capabilities with each stakeholder performance drivers?
  • Can they evaluate the customers ‘ level of awareness of issues and visualization of solutions?
  • Is the feedback provided by customers during interaction across various channels captured into a coherent view?

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How we can help

  • Clarify profiling information for key customers to effectively diagnose critical issues and challenges and prepare impactful conversations
  • Develop framework to map key stakeholders and their role in the buying/adoption decision-making process
  • Identify untapped opportunities to provide patients with an optimal access to standard of care and company health solutions
  • Build aids to extrapolate from past experience with other customers a preliminary quantification of results relating to the implementation of solutions

GAIN ACCESS TO PEOPLE WITH POWER

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Why is action needed?

  • Relationship management with institutional decision making groups is increasingly critical because a series of factors: consolidation across the hospital sector, expansion of physicians affiliation to institutions, formularies, “care by protocol”, centralized purchasing…
  • Customers can readily use digital capabilities to access to health information and interact with their peers from their offices at the time they need it. As a result, customers do not need to interact with field forces the way they used to. Access to health care providers will get even tougher unless customers perceive in-person communication adds value to their practice

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How do you resolve access issues for hard-to-see / no-see key customers?

  • Do field teams effectively target healthcare decision-makers?
  • Do your market access and medical field forces gain optimal access to key stakeholders early enough in the solution life-cycle?
  • Can your frontline teams access gatekeepers, beyond clinicians, at regional and local levels?
  • Can they access customers who could influence local standards of care as they are being set?
  • Do these different decision-makers consider your teams speak their particular language?
  • Are your field teams viewed by customers as valuable resources for helping them achieve desired patient, practice or economic outcomes?
  • Can they leverage disruptive insights and appropriate channels to stimulate curiosity and interest and obtain optimal access?
  • Do they harness the power of social networks and change agents to connect and engage stakeholders?
  • Do customers feel that frontline teams are consistent and predictable in their interactions with them?

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How we can help

  • Clarify factors that drive customers to question the value your field force provides to their business/medical practice
  • Work side-by side with field teams to establish local plans for hard to see/ no see key customers
  • Support field teams in engaging change agents in attractive activities that mobilize their social network and generate access

BUILD INTEGRATED RELATIONSHIPS ACROSS CHANNELS

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Why is action needed?

  • Shifting from “engaging individuals” to “engaging a network” requires teams of field professionals developing integrated relationships with multiple interconnected customers
  • While in-person visits remain a very effective method to engage customers, it is critical that field forces fully leverage the mix of resources that generates optimal response and orchestrate a holistic and coordinated customer experience based on customer’s value, access restrictions and channel preference

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Can you deliver a truly consistent customer experience within and across channels?

  • Do your customers perceive a continuity and consistency of dialogue across multiple touchpoints over time?
  • Is digital activity integrated with field educational and promotional touchpoints?
  • Does frontline understand customers’ journey and how they want to communicate: Which content, in which format through which communication channels and how frequently?
  • Are there specific behavioral objectives for each interaction?
  • Can frontline leverage multichannel capabilities to improve their reach to “under-served”, “hard-to-see” or “no-see” customers?
  • Can frontline synchronize digital and personal activities to orchestrate tailored customer experience?
  • Are the key insights about customer practice revealed during interactions captured and shared among channel participants?
  • Do your have sufficient incentive for the different field functions to behave in a mutually supportive way?

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How we can help

  • Evaluate digital channel usage and integration of customer interactions
  • Coach teams to uncover more-effective ways to collaborate across functions and channels and ultimately efficiently serve customers
  • Develop mechanism to interpret customer feed-back and propose next stage interaction
  • Provide guidelines to enable frontline to orchestrate digital interactions to supplement their field activities
  • Enable field force triggered-emailing by providing easy-to-use customizable pre-approved templates

DEMONSTRATE SUPERIOR VALUE AND CREATE TRUST

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Why is action needed?

  • It is no longer good enough to communicate the features and benefits of your product and have the highest share of voice on the market
  • Conventional detailing and scientific exchanges no longer achieve the desired results. Today’s environment and particularly, the shift in health care provider focus from volume to value and outcomes, requires more buyer-centric focus

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How can you improve frontline people focus on the value for customers?

  • Do your frontline teams really provide solutions or still unconsciously push products?
  • Do they see value creation for customers as their primary objective?
  • Do your customers believe your frontline teams are genuinely interested in what their issues are, and in helping solving them, rather than pushing their own agenda?
  • Can they share disruptive insights about drivers of enhanced health and economic outcomes that challenge the customer’s current thinking in a rationally and emotionally compelling way?
  • Can they reveal to the customer needs it didn’t know it had?
  • Are they equipped to customize value propositions to meet the different needs of sophisticated health system stakeholders?
  • Can they convince their customers of the value of the services your company is offering?
  • Can they help implement value-adding services to advance the standard of care and deliver measurable value?

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How we can help

  • Train & coach field force to share with stakeholders unique perspectives on their practices to draw them into a conversation about solutions
  • Equip field teams with a menu of:
    • disruptive insights
    • pre-tailored value propositions that are directly relevant and meaningful to different types of stakeholders
    • tools to evaluate the related health and economic value in the customer’s context
  • Develop the ability of frontline to drive the adoption of services “beyond the pill” (patient identification, diagnosis and protocol selection, RWD generation, integrated monitoring of outcomes, mitigating therapy side effects, patient-support programs, assistance to clinical trial and early access program enrollment …)
  • Provide dialogue prompters to establish rapport, state the meeting objective, build credibility and share a relevant reference case

DYNAMICALLY OPTIMIZE RESOURCE ALLOCATION

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Why is action needed?

  • Customers do not consistently respond as expected to educational or promotional activities determined in much too static local action plans
  • Allocation of resources, in most cases, is not adjusted consequently and significant effort is wasted on customers who are not moving up the adoption ladder
  • Ensuring the right resources are mobilized on the right targets means frontline is empowered to make resource allocation decisions based on an ongoing analysis of customer response

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Can frontline dynamically interpret customer response and refocus effort on high-yielding activities?

 

  • Does frontline understand the sequence of critical events that drive customer’s behavioral change and adoption of company’s health solutions?
  • Can frontline assess where their customers are in their adoption journey?
  • How effective is frontline in gaining customer commitment to move to the next step in the buying/adoption journey?
  • Can field teams dynamically interpret customer response and determine consequently the next-step activities and best channels that lead to adoption and advocacy?
  • Can frontline get customer buy into /co-develop an evaluation plan to help discover the value of solutions?
  • Are field forces empowered to focus their effort on expected return?

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How we can help

  • Enable the capture of signals from customers to track their progress in the adoption/advocacy solution journey
  • Provide guidelines to ensure a dynamic optimization of resource allocation based on upside potential and probability to achieve behavioral objectives
  • Coach field forces to acquire the relevant and effective techniques to incrementally build commitment throughout their interactions, using exercises based on real customer cases

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