Having Customer-Centric Capabilities Doesn’t Mean That You’re a Customer-Centric Organization

Posted by Pete Mehr on Mon, Jul 02, 2018

This post is the second in a three-part series on how pharma companies can achieve customer centricity.

In my previous blog post, we spoke about pharmaceutical companies moving from a tactic-based marketing process to an orchestrated marketing process. The motivation for making this change is to optimize the customer experience. To achieve this goal, pharmaceutical companies have started to leverage cloud-based computing capabilities, purchase marketing automation platforms, enhance their analytic capabilities using data science and machine learning, use social media platforms, and hire digital experts from other industries, just to name a few of the changes. Yet companies still struggle to realize the value from these investments. 


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Three Critical Moves for Getting Launch Targeting Right

Posted by Paul Hashemi on Mon, May 14, 2018

It’s common knowledge that the success of a launch sets the long-term trajectory of a pharmaceutical brand. In past decades, companies would double down on their research investments with massive sales forces, reaching every plausible potential prescriber, but in today’s environment, promotional resources often are limited. This means that targeting the right customers is increasingly important to ensuring that a new brand’s launch is successful.


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The State of the Union Between Pharma and Tech

Posted by Vickye Jain on Tue, Jan 09, 2018

Sandeep Varma and Raghav Sharma co-wrote this blog post with Vickye Jain.

Pharmaceutical companies have a reputation for lagging behind other industries when it comes to technology, but that reputation now seems unwarranted in many respects. As technology professionals who work with pharmaceutical clients, we feel an obligation not only to share how pharma is innovating, but also to bring those innovations back to pharma. At two recent industry events, the Strata Data Conference in Singapore and the Spark Summit in Ireland, we learned a great deal from the presentations that we attended, and almost just as much from the audience’s reaction to our own presentations. Here are our top three takeaways from these conferences:


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Taking the Long View on Pharma’s Reputation Management

Posted by Pratap Khedkar on Tue, Aug 08, 2017

This is the second post in a two-part series on reputation management in the pharmaceutical industry. 

I concluded my last post by saying that the actions of one company can affect the public’s perceptions of many. That, in a nutshell, is a primary contributor to the pharmaceutical industry’s reputation problem. Over the past year, for example, a few companies’ drastic drug price increases have shaped the public’s perceptions of pharmaceutical pricing overall—so much so that, in an attempt to counteract negative perceptions, many pharma companies have publicly announced plans to keep their own price increases reined in. Last October, Allergan CEO Brent Saunders promised to avoid any price increases greater than 10% per year, and a half dozen or so companies followed suit. 


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Reputation Is Paramount, So What’s Holding Pharma Companies Back?

Posted by Pratap Khedkar on Tue, Aug 01, 2017

This is the first post in a two-part series on reputation management in the pharmaceutical industry.

Recent polls and surveys demonstrate that the pharmaceutical industry’s reputation continues to be plagued by negative perceptions. While there have been some signs of improvement here and there over the past few years, many consumers still consider pharma’s reputation to be on par with the tobacco industry, positioning one product category that treats cancer just above a product category that causes it. A survey released in March 2017 by PatientView, a U.K.-based organization that researches patient groups globally, revealed that the drug industry’s reputation took a hit in 2016 following a five-year period of progress.


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