Simon Stirrup co-wrote this blog post with Didier Chicheportiche.
This blog post is the final in a three-part series on why pharmaceutical companies should develop and implement an international customer segmentation and targeting strategy, what it takes to get started, and how one company has found success in overcoming common pitfalls.
In the first post in this series, we looked at the challenges inherent in translating a philosophy of customer engagement into a practical segmentation and targeting approach that works at the global level. In the second post in this series, we shared best practices for building and implementing an international strategy that enables the right activities to be delivered to the right customers at the right time. In this installment, we’ll look at how one company successfully harmonized its tools and processes to enable a consistent—but also flexible—sales management strategy across global markets.