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Description : The coronavirus Covid-19 pandemic seems all set to leave permanent after-effects that Pharma Affiliates should seize to rethink their business priorities. The position paper by Smart Pharma Consulting talks about The Coronavirus disease 2019 (Covid-19), Pre-defined Priorities for Pharma Affiliates, how the Post-Covid-19 Era is going to change HCPs behavior, impact of these changes on engaging HCPs, etc.

Tags : HCP, HCPs, coronavirus, Covid-19 crisis, Pharma Affiliates, Pharma, pharmaceutical, Pharmaceutical Industry, report on pharmaceutical industry

Published on : Jun 29, 2020 | Views : 2469 | Downloads : 1

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1, rue Houdart de Lamotte – 75015 Paris – France Tel. +33 6 11 96 33 78 Email : jmpeny@smart-pharma.com – Website : www.smart-pharma.com May 2020 Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates Engaging HCPs in Post-Covid-19 Era Position Paper May 2020 Pre-defined Priorities for Pharma Affiliates SMART TOOL SERIES (#3)
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1 As of May 25, 2020 Engaging HCPs in Post-Covid-19 Era Introduction The Covid-19 crisis is likely to leave permanent after-effects that Pharma Affiliates should seize to rethink their business priorities The Coronavirus disease 2019 (Covid-19) has spread in 227 countries and led to 344,503 deaths1, of which 76% are concentrated in 8 countries Half of the global population has been asked or ordered to stay at home by their government, with varying stringencies, to slow the spread of the outbreak However, considering that most countries are starting to lift, step by step, lockdown restrictions, at this stage of the pandemic, Pharma Affiliates should: Imagine how the Post-Covid-19 Era is going to change HCPs behavior Anticipate the impact of these changes on engaging HCPs Adapt the strategy, tactics and/or organization to these HCP behavioral changes “The Covid-19 may offer a real opportunity for Pharma Affiliates to rethink their commercial operations” Sources: Smart Pharma Consulting after Johns Hopkins University data 97,948 Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 2 36,996 32,877 28,460 26,834 22,666 9,312 8,309 USA UK Italy France Spain Brazil Belgium Germany Number of deaths by country1
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1 Published on March 7, 2020 and available at: https://smart-pharma.com/wp-content/uploads/2020/03/Covid-19-Business-Continuity-2.pdf – 2 Such as drug manufacturing and distribution, pharmacovigilance, medical information Engaging HCPs in Post-Covid-19 Era Introduction In a previous position paper entitled “Covid-19 & Business Continuity1”, we have made practical recommendations on 4 topics to ensure business continuity during the lockdown Sources: Smart Pharma Consulting Activities Prioritization E-Meeting Management HCPs Relationship Management Collaborators Engagement Prioritize activities contributing firstly to protect the companies’ collaborators, their families and clients… … and secondly to maintain the continuity of the business by ensuring the essential tasks2 The generalization of E-meetings requires to train collaborators on “best practices”… … and to strictly apply the corresponding rules to ensure their efficacy and efficiency Face-to-face interactions with HCPs becoming very difficult, if not impossible,… … in-field collaborators could remain connected by proposing services to help HCPs manage the situation Collaborators, not familiar with work from home, should receive guidance to adjust and be productive They could be trained online, build high-quality plans and participate to imagine the Post-Covid-19 world Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 3
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Engaging HCPs in Post-Covid-19 Era Introduction To optimize HCPs engagement in the Post-Covid-19 Era, Smart Pharma Consulting proposes a method and selected tools, while pre-defining five essential business priorities 5. Develop a Human-focused Reputation – Part 2 – Pre-defined Priorities – Part 1 – HCPs Behavioral Changes & Impacts 2020 2021 2022 2023 HCPs Behavioral Changes Driving Factors Impacts for Pharma Affiliates Sources: Smart Pharma Consulting Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 4
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What will be the magnitude of these changes? Will these changes be temporary or enduring? How to answer these questions? What are the driving factors explaining these changes? How these changes will impact Pharma Affiliates? (Strategically – Tactically Organizationally) Engaging HCPs in Post-Covid-19 Era Part 1 – HCPs Behavioral Changes & Implications At this stage of the crisis, it is impossible to figure out to which extent HCPs behavior with Pharma Affiliates is going to change, but it is the right time to start investigating Issues to be addressed Regarding HCPs behavioral changes induced by the Covid-19 outbreak and relevant to Pharma Affiliates, the following key issues should be addressed: What are the most likely changes? Sources: Smart Pharma Consulting Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 5
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Engaging HCPs in Post-Covid-19 Era Part 1 – HCPs Behavioral Changes & Implications The most relevant method to prefigure the Post-Covid-19 behavior of HCPs is to collect data from each individual HCP, by in-field collaborators of Pharma Affiliates Key Individual Data Collection Changes in HCP Medical Practice Will the HCP change his practice regarding: Disease diagnosis? Treatment strategy (initiations, renewals, switches)? Patient care (hospital day-care vs. home-care)? Disease monitoring? Follow up of patient adherence to treatment? How will the use of telemedicine evolve vs. the Pre-Covid- 19 Era? Will the institution (e.g. hospitals, healthcare centers) in which the HCP practices limit or forbid the visits by med reps, MSLs and KAMs? Changes in HCP Engagement with Pharma Affiliates Will the HCP reduce in-person and remote calls with med reps, MSLs, KAMs? Will the importance of in-person vs. remote calls evolve? Will the HCP modify his habits regarding attendance to medical meetings and participation to congresses? Will HCP expectations regarding the content of interactions with pharma companies significantly change? Will the relative importance of product features, related services and corporate reputation be modified? What does the HCP expect from Pharma Affiliates and their in-field collaborators following the Covid-19 crisis? Each question should be completed by the question “WHY?” to identify the corresponding driving factors HCPs Behavioral Changes Driving Factors Sources: Smart Pharma Consulting Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 6
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Part 1 – HCPs Behavioral Changes & Implications Changes in medical practices and engagement with Pharma Affiliates will vary in duration and magnitude according to each HCP and will have specific impacts at Pharma Affiliates Engaging HCPs in Post-Covid-19 Era Data Analysis (1/2) Enduring Temporary Duration of Changes Changes in HCP Medical Practice Will the HCP change his practice regarding: Disease diagnosis? Treatment strategy (initiations, renewals, switches)? Patient care (hospital day-care vs. home-care)? Disease monitoring? Follow up of patient adherence to treatment? How will the use of telemedicine evolve vs. the Pre-Covid-19 Era? Will the institution (e.g. hospitals, healthcare centers) in which the HCP  practices limit or forbid the visits by med reps, MSLs and KAMs? Changes in HCP Engagement with Pharma Affiliates Will the HCP reduce in-person and remote calls with med reps, MSLs, KAMs? Will the importance of in-person vs. remote calls evolve? Will the HCP modify his habits regarding attendance to medical meetings and participation to congresses? Will HCP expectations regarding the content of interactions with pharma companies significantly change? Will the relative importance of product features, related services and corporate reputation be modified? What does the HCP expect from Pharma Affiliates and their in-field collaborators following the Covid-19 crisis? Each question should be completed by the question “WHY?” to identify the corresponding driving factors C11 C2 C4 C4 Magnitude of Changes Negative impact Neutral impact Positive impact High & Lasting Impact C3 High & Transient Impact Important C5 Low & Lasting Impact Low & Transient Impact Limited HCP A HCP B HCP C HCP D HCP … Mapping of HCP Behavioral Changes & Impacts Impacts for Pharma Affiliates Sources: Smart Pharma Consulting 1 C1: means behavioral change #1 Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 7
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Engaging HCPs in Post-Covid-19 Era Part 1 – HCPs Behavioral Changes & Implications The identification of each HCP behavioral changes will help Pharma Affiliates figure out the strategic, tactical and organizational adjustments to be made to optimize their performance Data Analysis (2/2) Strategic Impact Which HCPs should be targeted by in-field collaborators? How to reinforce the brand value by strengthening the three components of the “Brand Preference Mix”: Product attributes? Associated services? Corporate reputation? Tactical Impact Which interaction channels should be used per HCP? Who, from the pharma affiliate, should preferably engage with each of the targeted HCPs? How to adapt the content of interactions to each HCP? What is the optimal level of interaction per HCP? Organizational Impact How to design / redesign the pharma affiliate organization re.: Activities and competencies of in-field collaborators? Structure2 of medico-marketing and sales departments? Key processes associated to interactions with HCPs? Cultural aspects of HCPs engagement management? to best support the revised strategy and the tactics Enduring Temporary Limited Important Duration of Changes Magnitude of Changes Negative impact Neutral impact Positive impact HCP A HCP B HCP C HCP D HCP … Mapping of HCP Behavioral Changes & Impacts Impacts for Pharma Affiliates Sources: Smart Pharma Consulting 1 C1: means behavioral change #1 – 2 FTEs and organization chart Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 8
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1 Behavioral Prescriber Segmentation. See the position paper “Best-in-class Pharma Marketers” – Engaging HCPs in Post-Covid-19 Era Part 2 – Pre-defined Priorities The individual and dynamic segmentation of HCPs enables to optimize their targeting and to define the most efficient level and nature of interactions to modify favorably their behavior Sources: Smart Pharma Consulting 1. Segment Dynamically & Individually HCPs The dynamic and individual segmentation is based on behavioral criteria and designed to optimize the efficacy and efficiency of medico-marketing and sales interactions per HCP This approach has been formalized by Smart Pharma Consulting under the name of BPS1 and consists in: Segmenting dynamically each HCP, based on the evolution of its number of treated patients and of the weight of the pharma affiliate brand used Determining the key factors driving each HCP behavior (environment, personality and practice)* Evaluating the degree of permeability (accessibility and sensitivity) to medico-marketing and sales activities and channels (e.g. calls, meetings, studies) Adapting the activity and channel mix, as well as the communication style to the personality dominance of each HCP (relational, economic, scientific) Dynamic Segmentation Individualized Segmentation * Environment (e.g. patient flow, regulations, public health initiatives, reimbursement, drug prices, influencers) Personality (e.g. early adopter, laggards, price-sensitive, science-driven) Medical practice (e.g. hospital vs. office-based practice, prescribing habits, involvement in clinical studies) Conditions of practices HCP personality General environment Number of treated patients Declining Stable Growing Declining Stable Growing % of treated patients by the brand Low High Permeability to calls Medium Meetings Studies Mailings Permeability to non-call activities Relational style Economical style Scientific style https://smart-pharma.com/wp-content/uploads/2019/07/Best-in-class-Marketers-2017-VF.pdf Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 9
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1 Accessibility and sensitivity – 2 MS stands for Market Share or if the HCP is a prescribing physician, it can be replaced by Prescription Share (PS) Sources: Smart Pharma Consulting Engaging HCPs in Post-Covid-19 Era Part 2 – Pre-defined Priorities The Individual HCP Portrait keeps a track record of each HCP behavior regarding the marketed brands and his permeability1 to medico-marketing and sales interactions, and his personality traits 1. Segment Dynamically & Individually HCPs Individual HCP Portrait Individual Resource Allocation per HCP HCPs B C Total patients / Brand MS2 Permeability to Calls / Non-calls Personality dominance A It is necessary to collect, store, analyze and retrieve for each HCP: The impact of his behavior re. the number of treated patients and the market share of the pharma affiliate brands His permeability to medical calls and other non-call activities His personality traits In-field collaborators should be involved in the collection of those data, which should be updated on an ongoing basis The “Individual HCP Portrait” is used to set, per HCP: The optimal level and mix of medico-marketing and sales activities The appropriate message content and style of communication This proposed approach helps to acquire a better understanding of factors driving HCPs behavior, and especially their brand preference Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 10 Messages / Style Dialogue / Services Scientific Economic HCPs B C A
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In the Covid-19 outbreak context, in-person interactions between pharma affiliates and HCPs have fallen and been partially offset by remote contacts Until the Covid-19 crisis occurred, ~70% of medico-marketing and sales total interactions were coming from in-person contacts If most HCPs expect in-person interactions to resume after the crisis, they will reduce the overall number of interactions with in-field collaborators1, while increasing the weight of remote interactions in their contact mix2 Therefore, to keep regular contacts with HCPs, Pharma Affiliates can craft an omni-channel strategy which consists in using multiple channels (media) in an integrated approach to optimize their impact For so doing, every channel must inter-relate to provide HCPs with consistent and high-value content provided by multiple sources 1 Mainly due to the necessity to grant more time to treat patients and to the low value brought by most of in-field interactions – Engaging HCPs in Post-Covid-19 Era Part 2 – Pre-defined Priorities The absolute priority for Pharma Affiliates is to maintain regular contacts with each targeted HCP by offering the content he wants through the coordinated combination of channels he prefers Sources: Smart Pharma Consulting 2. Craft a Commercial Omnichannel Strategy 2019 2020 2021 2022 Number of interactions Illustrative In-person interactions Remote interactions Evolution of in-person vs. remote interactions between Pharma Affiliates & HCPs 2 The number of HCPs becoming familiar with digital tools has strongly increased, especially by experiencing teleconsultations during the Covid-19 crisis Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 11
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1 Key Execution Indicators – 2 Key Performance Indicators. See the position paper: Engaging HCPs in Post-Covid-19 Era Part 2 – Pre-defined Priorities Digital channels are not the panacea to cope with the Post-Covid-19 Era but, if well-executed and integrated into an individualized omni-channel strategy, they can help engage HCPs Sources: Smart Pharma Consulting 2. Craft a Commercial Omnichannel Strategy Identify each HCP preferred channels and usage patterns (e.g. frequency, time of the day, duration) Five Rules for an Effective Omnichannel Strategy per Individual HCP Rule #1 Select one or several channels (in-person and/or remote, non- digital and/or digital) to be combined, according to the sought objective (e.g. message to convey, partnership to propose, service to offer) Rule #2 Adapt the content and the format to the channel specificities Rule #3 Plan carefully the execution of the omnichannel strategy while defining the right sequence of channels and the right timing Rule #4 Monitor the quality of execution with KEIs1 and the impact of the omnichannel strategy with KPIs2 Rule #5 In-field Teams Websites E-mails Webinars Medical Meetings https://smart-pharma.com/wp-content/uploads/2019/07/Smart-Management-Series-KPIs-KEIs-VW.pdf Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 12
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… Physician perspective… … Med Rep perspective… … by an interaction which is… … Interesting … Useful … Well executed … Memorable … Convincing … Preferential Engaging HCPs in Post-Covid-19 Era Part 2 – Pre-defined Priorities The purpose of service-led interactions is to secure access to stakeholders, and especially to HCPs, while boosting their preference for the company’s product portfolio 3. Create Service-led Interactions with HCPs1 In the case of physicians, an interaction (e.g. medical call, medical meeting) perceived as a service will lead to more regular contacts and… … to a better memorization of the interaction content, a higher probability to convince them and an increased preference to the company’s product portfolio A service-led interaction is characterized from the… 1 After the Smart Pharma Consulting position paper “Service-led medical Calls to secure Access to Physicians & boost Brand Preference https://smart-pharma.com/wp-content/uploads/2019/12/Service-led-Medical-Calls-VW.pdf Sources: Smart Pharma Consulting Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 13
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Part 2 – Pre-defined Priorities The medical reps should measure once a year, during a face-to-face meeting, the opinion of each physician, and its evolution, regarding the quality of their interactions Engaging HCPs in Post-Covid-19 Era 3. Create Service-led Interactions with HCPs1 [0= opinion très négative et 10= opinion très positive)] Comment évaluez-vous le produit en termes… …d’efficacité …de tolérance …de facilité d’utilisation – sa forme galénique – ses dosages Globalement - 0 1 2 7. Sur chacune de ces dimensions, Efficacité Tolérance c) Facilité d’utilisation – sa forme g Globalement 8. Que nous recommandez-vous d Date: PROGRAMME D’AMELIORATION DE LA QUALITE QUALITE DU PRODUIT 5. Dans le cadre de la prise en charge du patient, quel degré d’importance accordez-vous à la prise en charge de la maladie : élevée moyenne  basse = + 3 4 5 6 7 8 9 10 estimez-vous que le produit est : meilleur – identique – moins bien que ses concurrents ? ❑ Meilleur ❑ Identique ❑ Moins bien ❑ Meilleur ❑ Identique ❑ Moins bien alénique – ses dosages ❑ Meilleur ❑ Identique ❑ Moins bien ❑ Meilleur ❑ Identique ❑ Moins bien e faire pour améliorer la qualité du produit ? SSmmaarrtt PPhhaarrmmaa CoConnssuullttiinngg … d’intérêt ? … de qualité d’exécution ? Globalement ? PROGRAMME D’AMELIORATION DE LA QUALITE SERVICES ASSOCIES AU PRODUIT 9. Sur chacune de ces dimensions, estimez-vous que les services associés à ce produit sont : meilleurs – identiques – moins bien que ceux associés à ses concurrents, (préciser……………………………..) en termes… Globalement ? a) …de diversité ?  Date: 6 7 8 9 10 + - = 0 1 2 3 4 5 Comment évaluez-vous les services médecins & patients associés à ce produit en termes… Médecins Patients … de diversité ? Médecins Patients Meilleurs ❑ Identiques ❑ Moins bien ❑ Meilleurs ❑ Identiques ❑ Moins bien Meilleurs ❑ Identiques ❑ Moins bien ❑ Meilleurs ❑ Identiques ❑ Moins bien Meilleurs ❑ Identiques ❑ Moins bien ❑ Meilleurs ❑ Identiques ❑ Moins bien Meilleurs ❑ Identiques ❑ Moins bien ❑ Meilleurs ❑ Identiques ❑ Moins bien e faire pour améliorer la 11. Que nous recommandez-vous de faire pour améliorer la aux médecins ? qualité de nos services destinés aux patients ? ATIVE DU LABORATOIRE – DU PRODUIT ET DES SERVICES ASSOCIES ire ce produit , quel est le poids relatif - sur une base 100 : b) des caractéristiques du produit c) des services associés e Mix » 99 Juin 2016 Smart Pharma Consulting PROGRAMME D’AMELIORATION DE LA QUALITE b) …d’intérêt ?  Nom : Etablissement : c) …de qualité d’exécution ?  ABC vient de lancer un programme pour améliorer la qualité de ses interactions avec les néphrologues. Pour ce faire, je souhaiterais faire un point avec vous : 10. Que nous recommandez-vous d Sur votre appréciation : du laboratoire – du produit – des services associés au produit qualité de nos services destinés Sur vos recommandations pour nous améliorer sur ces 3 dimensions IMPORTANCE REL 0 12. Lorsque vous décidez de prescr 1 2 3 4 5 6 7 8 9 10 - + = IMAGE LABORATOIRE 1. Comment évaluez-vous l’image du laboratoire ? [0= opinion très négative et 10= opinion très positive)] a) de l’image du laboratoire 2. Pour quelles raisons ? Application de l’approche « Brand Preferenc 3. Estimez-vous que l’image du laboratoire est : que les autres laboratoires en néphrologie 4. Que nous recommandez-vous de faire pour améliorer notre image ? Meilleure Identique  Moins bonne Date: Smart Pharma Consulting The evaluation of the quality of the medical calls, as perceived by each physician, can be integrated in the measurement of the three components of the Brand Preference Mix: The perception of the promoted brand (efficacy, safety, convenience) The quality of the services proposed, amongst which the content of the medical calls The reputation of the Pharma Affiliate 1 After the Smart Pharma Consulting position paper “Service-led medical Calls to secure Access to Physicians & boost Brand Preference https://smart-pharma.com/wp-content/uploads/2019/12/Service-led-Medical-Calls-VW.pdf Sources: Smart Pharma Consulting Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 14 This measurement provides the medical reps with: A better knowledge and understanding of the physician A more robust identification of the specific actions and messages the most likely to strengthen the brand preference
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1 Medical Science Liaisons – 2 Key Account Managers – 3 Key Institution Managers – 4 Meaning: have an excellent knowledge and a good understanding of the Part 2 – Pre-defined Priorities To achieve Excellence in Execution, companies must design a holistic organizational system that will foster the search for excellence by all their collaborators, front line and back-office ones Engaging HCPs in Post-Covid-19 Era Design an Integrated Customer-facing Organization Field Force Activities: Stop activities having no significant impact to raise / maintain brands’ value Acquire a high level of market insights4 Propose and deliver highly valued services, and leverage the corporate image5 Field Force Structure: Set up a flat organizational chart to favor accountability and empowerment Design an adaptative structure that can be easily modified to environment changes Co-position functions (e.g. MSLs and medical reps) that share the same customers Field Force Processes: Foster / impose cross-functional collaboration and cohesion to leverage synergies Carefully plan key activities and monitor the quality of their execution and their impact with key execution indicators (KEIs) and key performance indicators (KPIs) Field Force Culture: Develop a culture of customer preference to increase brand market share Encourage pro-activity, agility and experiment to find solutions to excel in execution MSLs1 KAMs2 KIMs3 Medical Reps PHYSICIANS INSTITUTIONS HOSPITALS PHARMACIES Pharma Reps PATIENT GROUPS Sources: Smart Pharma Consulting healthcare system, the key market stakeholders (health authorities, competitors, customers) – 5 See Smart Pharma Consulting position paper “How to create a superior Pharma Corporate reputation” https://smart-pharma.com/wp-content/uploads/2019/07/Pharma-Corporate-Reputation-VF.pdf Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 15 PAYERS 1st line managers Field Force Interactions
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Engaging HCPs in Post-Covid-19 Era Part 2 – Pre-defined Priorities Covid-19 crisis has shown the fragility of our overall society and led many citizens, including HCPs, to reflect on the meaning of their life and to refocus their priorities on human values 5. Develop a Human-focused Reputation Pharma Industry Reputation & Covid-19 Crisis Most pharma companies have been exemplary in managing their collaborators and their customers since the beginning of the Covid-19 outbreak: They have shown kindness to their employees for whom the lockdown has been a challenge They have secured the supply of drugs on the hospital and retail pharma markets They put themselves at disposal of stakeholders, especially HCPs in case of specific needs They have a great opportunity to strengthen ties with their collaborators – even if these ties remain fragile considering the upcoming economic crisis and increasing price pressure expected on drugs Implications for Pharma Affiliates Reputation If the pharma industry reputation is unlikely to change dramatically, as a result of the Covid-19 crisis, there is, however, a window of opportunity for individual affiliates Corporate reputation is particularly important to enhance HCPs brand preference when products are little differentiated, which is the great majority of cases Pharma corporate reputation, from HCPs perspective, is mainly driven by: The quality of their product pipeline and portfolio The quality of their relationships The quality of services offered to HCPs and patients Their societal commitments and their “HUMANITY” “The general feeling is that so far, pharma companies did the job” Sources: Smart Pharma Consulting Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 16
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Engaging HCPs in Post-Covid-19 Era Part 2 – Pre-defined Priorities Pharma Affiliates should craft and implement a strategy to do “business with more humanity” and communicate regularly on the corresponding benefits for its stakeholders Sources: Smart Pharma Consulting, H. Joly Harvard Business Review, March 24, 2020 5. Develop a Human-focused Reputation Why Pharma Affiliates should be Human-focused? During the Covid-19 crisis, pharma companies and their affiliates have shown their humanity by giving priority to the security of their employees and by supporting their customers It is probably the right time for pharma CEOs to manage their company for the benefits of all stakeholders (i.e. employees, customers, suppliers, communities, shareholders) Customers, including HCPs, want – more than ever – to interact and collaborate with companies having put human relationships at the heart of their corporate purpose 5 Imperatives Pharma Affiliates should put in Practice1 Meet or exceed HCPs and other customers (e.g. patients, PAGs, payers, health authorities) expectations Invest in employees by offering fair compensation, supporting their development while respecting them Deal fairly and ethically with suppliers Implement corporate social responsibility (CSR) programs likely to have a significant benefit for the society on economic, social and environmental aspects Generate long-term value for shareholders by being a human-focused company and proving it on day-to-day basis “In the Post-Covid-19 Era, customers will favor companies with a deep human purpose” 1 Inspired by the “Business Roundtable Statement on the Purpose of a Corporation” signed and committed by 181 CEOs of American companies, in September 2019 Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 17
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Engaging HCPs in Post-Covid-19 Era 3. Key takeaways These five pre-defined priorities should help Pharma Affiliates adjust to the change of the HCPs expectations, so that to keep them engaged in the Post-Covid-19 Era 5 Pre-defined Priorities Sources: Smart Pharma Consulting 1. Segment Dynamically & Individually HCPs 4. Design an Integrated Customer-facing Organization 2. Craft a Commercial Omnichannel Strategy 5. Develop a Human-focused Reputation Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020 18 3. Create Service-led Interactions with HCPs The individual and dynamic segmentation of HCPs enables to optimize their targeting… … and to define the most efficient level and nature of interactions to modify favorably their behavior Digital channels are not the panacea to cope with the Post-Covid-19 Era… … but, if well-executed and integrated into an individualized omni-channel strategy, they can help engage HCPs The purpose of service-led interactions is to secure access to stakeholders, and especially to HCPs… … while boosting their preference for the company’s product portfolio To achieve Excellence in Execution, companies must design a holistic organizational system that will foster the search for excellence by all their collaborators, front line and back-office ones Pharma Affiliates should craft and implement a strategy to do “business with more humanity”… … and communicate regularly on the corresponding benefits for its stakeholders
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Consulting firm dedicated to the pharmaceutical sector operating in the complementary domains of strategy, management and organization Smart Pharma Consulting Editions Besides our consulting activities which take 85% of our time, we are strongly engaged in sharing our knowledge and thoughts through: Our teaching and training activities The publication of articles, booklets, books and expert reports As of today, more than 80 publications in free access can be downloaded from our website Since 2012, we have published: 18 business reports (e.g. The French Pharma Market) 9 position papers in the “Best-in-Class Series” 6 position papers in the “Smart Manager Series” 3 position papers in the “Smart Tool Series” Our research activities in pharma business management and our consulting activities have shown to be highly synergistic We hope that this new publication will be useful for you We remain at your disposal to carry out consulting projects or training seminars to help you improve your operations Best regards Jean-Michel Peny The Smart Tool Series This new series intends to provide practical tools and recommendations to enhance the efficacy and efficiency of the most important activities or processes in place within pharma companies Our tools and recommendations are based on both: Our consulting experience in the pharma sector Our research for innovative, pragmatic and useful solutions Each issue of this new series has been designed to be read in 15 to 20 minutes and not to exceed 20 pages Issue #3: Engaging HCPs in Post-Covid-19 Era Pre-defined Priorities for Pharma Affiliates The identification of HCPs behavioral changes will help Pharma Affiliates figure out the strategic, tactical and organizational adjustments to be made to optimize their performance We have pre-defined five priorities to help Pharma Affiliates adjust to the changes of HCPs expectations, so that to keep them engaged in the Post-Covid-19 Era Engaging HCPs in Post-Covid-19 Era – Pre-defined Priorities for Pharma Affiliates May 2020

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