The road to delivering true customer centricity and an experience that connects patients to your brand means that pharma needs to adapt. In order to transition from an assets company to a solutions provider, pharma organizations need to address an important question: How can we launch for a solution, not just a product?
At DP West, find out the answers to the following questions:
• What would you define as a “solution”? What would you measure differently?
• "Solutioning" implies thinking outside your comfort zone. How does your organization support that? Is innovation just a buzzword?
• What models or methods would you recommend marketers leverage to build solutions? E.g., journey mapping, design thinking, script journey
• Pharma's innovation landscape today needs work. How can we solve current and future unmet market needs?
• There is value beyond the pill, and we need to actually go beyond a Patient Hub. But where does "beyond" take us from an executional perspective?
• Can pharma adopt a company culture that is less risk averse and lends itself to improved operational efficiency to allow for more innovative tools and offerings? Will this deliver solutions?
• How do you support ways of working within a cross-functional environment that balances speed, relevance, demands and utility to get where we want to be, in terms of rolling out solutions?
• What should you look for in a partner? How do you partner with specialty vendors that provide services?
• What are the key KPIs for solutions? How do you bridge KPIs to program return(s)?
• Technology while being an enabler can take time to build and deploy. How do you overcome IT bottlenecks to deliver solutions?
How do we manage the role of data insights, overcome in-house capabilities and limitations, and store data internally in order to start working on and delivering solutions?
• How are
pharma marketers using people, processes and technologies to separate the signal from the noise inherent in all data types?
• Can pharma marketers truly cross the chasm (think of magnitudes of the Ministries of Health, the FDA, Health Canada and the European Medicines Agency) in leveraging the “wellness data” locked in the consumer/payer market(s) to deliver patient engagement programs that create value in key therapy areas?
• Now that we have sales force automation and marketing automation in place, how can we make sure that fallible humans do not make these systems fallible? Can we ever do CLM effectively?
• What has worked in marketing mix modeling? What has not? How can you get senior leadership to buy into the ways of working in this digital world? How can we best set up a framework of governance to measure and act on both leading and lagging indicators relative to brand marketing initiatives?
• How can we leverage data to be the common glue that builds relationships with legal, compliance, regulatory, and R&D functions? How can we deploy AE and PV processes that deliver compliance and insights?
• What about the smaller guys? In smaller companies, many other functions do not fully appreciate the commercial technologies built prelaunch. How can we break down the walls between groups?
o E.g. Can call trees serve your medical information group to capture AEs after launch?
• The dreaded three letter word — ROI. What gets measured gets done. Therefore, how do we measure the right things accurately?