A Sense of Purpose: The Role of the Field Force During COVID-19

Posted by Chris Morgan on Wed, Mar 25, 2020

Namita Powers, Tania Lennon and Saby Mitra co-wrote this blog post with Chris Morgan.

The most pressing challenge for our society is the impact that the COVID-19 pandemic is having on the global population and economy. Protecting the health of the population is the chief priority, and then stabilizing the economy is the next most urgent priority. However, as pharmaceutical companies navigate this challenging landscape, we find that leadership also is grappling with how to keep field teams engaged and productive during this uncertain time. With travel restrictions, bans on community gathering, work-from-home guidance and understandable restrictions on access to healthcare settings, leaders from across the pharma industry are asking some key questions:


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Bringing the Customer Journey to Life

Posted by Erika Papaccioli. on Thu, Jan 16, 2020

Leslie Happas Norton and Giulia Lopomo co-wrote this blog post with Erika Papaccioli.

Great marketing is about establishing value for the customer and, ultimately, changing behavior. It’s a goal that requires a firm grounding in customer insight, which ultimately fuels memorable, impactful brand campaigns. A good example of this is the recent Chantix campaign featuring celebrity spokesperson Ray Liotta. Born out of the insight that it’s believed to be a sign of weakness to reach out for help quitting smoking, the ads juxtapose “tough guy” Liotta with the need for Chantix—showing smokers that they don’t have to quit on their own.


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How an Agile Model Can Help Marketing Teams Be More Customer-Centric

Posted by Shantanu Ballal on Tue, Aug 13, 2019

Karthik Ramasubramanian co-wrote this blog post with Shantanu Ballal.

As pharma marketing organizations start implementing customer-centric capabilities, we start to see two key issues surface. First, the need for marketers to shift their focus to understanding customer preferences to drive personalization strategies. Second, the need for marketers to leverage cloud-based computing and adopt the right business processes to deploy personalization strategies into the marketplace. Pharma companies struggle with these customer centricity shifts due to departmental silos, hand offs between teams and stakeholders, and a shared lack of objectives. An Agile model—which helps organizations solve complex business and technology problems in order to deliver iterative value to customers—is being tested in the marketplace in order to address these issues, but there’s more to it than just speed.


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A Panel of Experts Talk MDM in Healthcare: Three Takeaways

Posted by Ankit Jain on Mon, Jun 10, 2019

The potential of digital transformation is being realized across industries. In healthcare, advanced analytics has streamlined processes, sped up research and promises to drive better health outcomes. But advanced analytics are nothing without data, and unless you can break down data siloes across the enterprise and merge critical data into a single source of truth (otherwise known as master data management, or MDM), then your data will be insufficient to drive this kind of transformation.

I recently participated in a panel discussion for Informatica World 2019 with representatives from Intermountain Health and The American Cancer Society. We discussed MDM’s role in healthcare as a driver of digital transformation.

After reflecting on the conversation, I took three things away from the event:


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System Change: The Path to Customer Centricity

Posted by Pete Mehr on Wed, Aug 08, 2018

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

In our second blog post, we highlighted the difference between point change—where a change program is focused on a single, new capability—and system change, where the change program is focused on redesigning a process of how several capabilities work together. We see companies purchasing new capabilities—cloud-based marketing automation tools, digital asset management tools, data science capabilities, etc.—but introducing these capabilities via point change. This reinforces the siloed structure that most companies have today and limits the value of these new capabilities. The better approach is to recognize that these tools and capabilities are designed to be integrated, and to redesign the marketing process to be more automated and integrated across functions. In other words, use the tools and capabilities to break the silos by deploying them via system change.


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