How Biopharma Companies Can Adapt to Industry Changes: Step Three

Posted by Jude Konzelmann on Mon, Jun 19, 2017

Karan Dhundia co-wrote this blog post with Jude Konzelmann.

In the first and second parts of our blog series, we discussed two steps for adapting to the evolving healthcare landscape, which has seen massive shifts when it comes to delivering care, assessing value and reaching customers. Here’s the third step.  
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How Biopharma Companies Can Adapt to Industry Changes: Step Two

Posted by Jude Konzelmann on Wed, May 17, 2017


Karan Dhundia co-wrote this blog post with Jude Konzelmann.

In our last blog post, we discussed three pressing challenges for commercial organizations within the biopharmaceutical industry: the increasing evolution and (often uneven) consolidation of healthcare customers, the complexity of each geography’s key influencers and how they work together to deliver care in different therapy areas, and stakeholders’ inconsistent definitions of value. To address these challenges, we proposed a four-part transition framework—covering deployment, roles, structure and marketing—and we delved into step one: the reorganization of field-based commercial personnel. Now let’s get to step two.


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How Biopharma Companies Can Adapt to Industry Changes: Step One

Posted by Jude Konzelmann on Wed, Apr 19, 2017

Karan Dhundia co-wrote this blog post with Jude Konzelmann.

Today, commercial organizations in the biopharmaceutical industry face a number of challenges that are forcing them to adapt. The first challenge is that as their customers—the physician practices, hospitals, insurers and provider networks that deliver healthcare—have consolidated and evolved, they’ve done so in a very uneven way across geographies. This leaves healthcare delivery in Salt Lake City operating very differently from healthcare delivery in Miami, as an example.


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Faster, Smarter, More Agile: How to Sell in Pharma When Doctors Become Employees

Posted by Jude Konzelmann on Tue, Nov 19, 2013

Single-physician and small-group practices aren’t going away entirely, but each year, more doctors merge into large group practices. Some will form enormous, multi-specialty practices, and in many cases, these group practices are integrating with hospital systems to form networks across settings of care.

The one-to-one selling approach to doctors that the industry has used for decades isn’t completely dead. But that approach is no longer as impactful as it was in the past, when practitioners had more significant influence on drug usage. The question on the mind of most biopharma sales leaders today is this:  How can our sales force interact with these new physician practices and health networks in which physicians are employees?


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