Your Challenges
Customer Engagement Model
Aligning the customer relationship model to the journey customers undertake to buy and adopt health solutions is pivotal to providing eligible patients with an early access of the right care. Unlocking growth potential and optimizing resource allocation is conditioned on key decisions:
REFINE MEANINGFUL AND ACTIONABLE TARGET SEGMENTS
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
Do you use segmentation to its maximum potential?
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
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, the increasing influence of payers and the 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
Which is the optimal mix of interactions to activate target segments?
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
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
- Even if experience demonstrates that much of a solution’s launch trajectory is determined before launch, appropriate resources might not be allocated early enough
Can you accelerate transition to true customer-centric models that work?
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
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
How can you disseminate a true performance culture aligned with strategy?
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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