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Taking CRM to the Next Level: Web-assisted relationship- and community-building for the pharmaceutical industry

CRM is a business strategy by which a company seeks to maximize the value of its products by managing the customer relationship, with specific aims to boost customer retention and increase market share, while reducing the costs of sales, marketing and customer fulfillment. CRM is made necessary because of advances in Web-enabled technologies, which have changed the dynamics of sales and marketing.

Scope

Insight into how the view of CRM as a solely sales, marketing or fulfillment strategy is flawed and contributes to unrealistic expectations

Identification of the leading CRM vendors in the pharmaceutical industry

A discussion of how pharmaceutical companies can benefit from moving in the direction of adopting an enterprise-wide CRM strategy

Analysis of how online communities can be leveraged to improve CRM strategies

Report Highlights
CRM is not an out of the box software solution that can instantaneously recoup losses due to cutbacks in sales force and media saturation. CRM is instead a constantly evolving reassessment of the relative value of relationships with target groups and effectiveness of the mediums used to communicate with them.

The greatest demand on pharmaceutical CRM infrastructure is the ability to cover multiple touch points across a diverse customer base. In this respect, the pharmaceutical industry is unlike any other, faced with a wide and varied array of customers, each of whom interact to varying degrees and at various levels.

Predictive analytics are the most challenging aspect of any CRM strategy, but also potentially the most rewarding. Online communities can play a role in developing a successful predictive CRM strategy by enabling companies to monitor the evolving thought processes of their customers.

Reasons to Purchase

Identify how the pharmaceutical industry is evolving beyond traditional sales and marketing strategies toward enterprise-wide CRM

Understand how CRM can move beyond managing customer relationships towards community building and support

Evaluate key vendors and how they are shaping the future of pharmaceutical CRM

Table of Contents

• DATAMONITOR VIEW - page 1
  • CATALYST - page 1
  • SUMMARY - page 1
  • METHODOLOGY - page 1
• TABLE OF CONTENTS - page 2
• ANALYSIS - page 4
  • An Introduction to the role of CRM in the pharmaceutical industry - page 4
    • Analytical and Operational CRM - page 4
    • Regulatory constraints and the nature of the products sold make pharmaceutical CRM unique - page 5
    • Defining the "C" in CRM for the pharmaceutical vertical - page 6
    • The "R" in CRM does not stand for "ROI"... - page 9
    • ...but ROI cannot be ignored - page 9
    • "Management" means much more than it used to - page 11
    • Dropping the "e" in eCRM - page 13
  • The view of CRM as a solely a sales, marketing or customer fulfillment strategy is flawed and contributes to unrealistic expectations and shortfalls in implementation - page 14
    • Drivers and resistors of CRM - page 14
    • CRM and the pharmaceutical sales force - page 17
    • CRM and marketing to key target groups - page 17
    • CRM and customer fulfillment - page 18
      • Customer fulfillment online: providing eSamples to physicians and consumers - page 19
    • CRM as a holistic business solution, rather than as a sales, marketing or fulfillment solution - page 25
  • The leading CRM vendors in the pharmaceutical vertical will combine industry experience with a focus on technology and functionality that meets specific needs rather than hard to define ROI targets - page 25
    • The Vendor Landscape - page 25
    • The Market Leader - page 27
      • Oracle (including PeopleSoft & Siebel Systems) - page 27
      • Case Studies: Novartis looks to Siebel for a CRM solution - page 29
    • Runners up - page 29
      • Salesforce.com - page 29
      • SAS - page 30
      • SAP - page 30
      • Unica - page 31
      • Microsoft - page 31
• THE FUTURE DECODED - page 33
  • In the future, the focus of CRM will move beyond managing customer relationships towards community-building and support - page 33
    • Online Communities as a Tool of CRM - page 33
      • At a minimum, pharmaceutical companies should be using online communities as a market research tool - page 34
      • Greater lessons to be learned from online communities - page 34
• APPENDIX - page 36
  
  
  • List of Figures
  • Definitions and abbreviations - page 36
  • References - page 37
  • Extended methodology - page 38
    • Datamonitor eHealth Physician Insight Survey 2005 - page 38
    • Datamonitor eHealth Consumer Insight Survey 2005 - page 38
  • Ask the analyst - page 39


• List of Figures
• Figure 1: CRM ideally keeps customers involved in an ongoing relationship with a company - page 5
• Figure 2: Pharmaceutical companies are unique in that they have to deal consistently with a diverse customer base, some of which have conflicting needs - page 7
• Figure 3: Companies stuck in a sales force 'arms race' have consistently seen the value of the investment diminish - page 8
• Figure 4: As much as one third of the costs of adopting a CRM solution have to be invested up front - page 10
• Figure 5: Information from online medical journals and website is often accessed more frequently than information from pharmaceutical sales representatives - page 12
• Figure 6: Early adopters of Internet-enabled sales solutions have seen increases in the length of time physicians are willing to engage in a sales or educational activity - page 13
• Figure 7: Overall, patients are now seen as equally as influential at the point-of-care as pharmaceutical sales reps - page 15
• Figure 8: Traditional resistors of CRM are loosing ground to changing market forces - page 16
• Figure 9: Approximately 4 out of every 10 patients need to be incentivized in order to be most likely to fill a prescription - page 21
• Figure 10: Providing services to physicians through the channels they prefer greatly increases the likelihood that a long-term relationship can be established and maintained - page 23
• Figure 11: Websites are a great channel through which to fulfill consumers needs for information and to introduce them to new services and channels of communication - page 24
• Figure 12: The CRM vendor market is beginning to stabilize, but remains highly competitive - page 27
• Figure 13: Oracle's recent acquisitions of PeopleSoft and Siebel cements its place as the market leader within the pharmaceutical CRM vertical - page 28

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