What are the best information retrieval models

Let me 04/2015. What does the doctor need? Quo vadis, pharmaceutical distribution? Increase in creativity

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1 04/2015 pharma consultant In cooperation with the professional association of pharmaceutical consultants Germany e.v. Let me Marko-René Scholl, founding partner and managing director of careforce: We are very customer and goal-oriented. That is why we are able to provide the candidates in the shortest possible time, edutain that the customer actually needs. What does the doctor need? Ute Wolff and pharmaceutical consultant Christian Kärtner show that knowing the target group is the future of pharmaceutical marketing and sales. 4/15 Quo vadis, pharmaceutical sales? Irving Tschepke explains why IT-supported information management is indispensable in order to efficiently implement multichannel and closed loops. Increase in creativity Interview with Melanie Kohl about the cause of mental blockages in sales employees and the possibilities of dissolving them. 29

2 Report Employer Branding From the job market to the applicant market The topic of employer branding has become more and more important in recent years, especially in the field of personnel service companies. For the service provider, both the acquisition and the retention of qualified and motivated employees is a central component of success. Pharma Relations spoke to various personnel service experts about their experiences with employer branding, but also about their assessment of the development of the topic in the next few years. The experts agreed that the topic is becoming more and more important due to demographic developments and the increasing shortage of skilled workers. For us as a global partner of the healthcare industry, employer branding is an extremely important and at the same time critical success factor, says Benjamin Rapp (Ashfield). There is a high need for qualified, motivated and reliable employees for the services offered. In addition, customers would expect new services and innovations. For this we need employees who identify with us as an employer and our values, Rapp continues. Nowadays, more and more specialists are needed in the field. According to Monika Beintner (Quintiles), the topic of employer branding has always been important if you want to attract highly qualified employees for your own company. In times of increasing skills shortages also in the healthcare industry, the importance of course grows strongly. That is why at Quintiles the topic is also an elementary building block in attracting and retaining highly qualified employees. Josef Bailer (Marvecs) can confirm these experiences. The topic is increasingly becoming a success factor. Because especially for the good employees for the field service, tough competition has broken out. In this context, Bailer mentions another aspect that has an impact on the development of employer branding: the demands of applicants have also increased. They don't just want a well-paying job, they want to feel comfortable in the company they work for. The search for the right applicants is becoming more complex Sybille Queißer (sellxpert) brings another perspective into the discussion. With the changing framework conditions, the demands on employees changed and that made the search for the right applicants more complex. The employee becomes a scarce resource. Therefore, the aim of employer branding is not to address as many as possible, but to address the right applicants. These have to fit the company, both professionally and personally. In order to achieve this, sellxpert consciously communicates the corporate identity with the company-specific values ​​to the outside world in order to then reach the right applicants. According to Sybille Queißer, the job market has developed more and more into an applicant market in recent years. Material factors still played an important role, but were no longer sufficient to position oneself as an attractive employer. The much-cited Generation Y in particular attaches great importance to the feel-good factor with a good work-life balance, a pleasant working atmosphere and diverse development opportunities, says Queißer. Poupak Rohani (careforce) also speaks of the need to clearly communicate your company's strength to the outside world. It is important that you convey an authentic picture. As reasons for the increased external communication, Rohani cites on the one hand the changed media behavior of the applicants. In addition, the market environment has developed in the direction of service providers. At the same time, however, the service providers were also confronted with talents due to the demographic development. At careforce, they also rely on the satisfaction of our Poupak Rohani (careforce), Josef Bailer (Marvecs), Benjamin Rapp (Ashfield), Monika Beintner (Quintiles) (from left to right) 30 pharmaberater 4/15

3 Report employees to communicate more strongly to the outside world. According to Christel Röttinger (Pharma K), the fight for the best talent has long since begun. Applicants have long been choosing the companies themselves. It is important to her not only to find more suitable employees who want to develop with us and grow with us, but also to keep our existing employees. In the past, the focus was on the image of the employer. Today, an identity-creating corporate perception is crucial, which is also based on the zeitgeist and the expectations of employees, says Röttinger. Direct contact with the candidates is crucial In order to show the satisfaction of its own employees to the outside world, Quintiles has been using Great Place to Work for ten years to determine the attractiveness as an employer from an employee's point of view. We regularly get feedback that this award is a very important criterion for applicants to choose Quintiles, says Monika Beintner. In addition to attractive social benefits, training opportunities also played an important role for applicants and employees. Sybille Queißer (sellxpert) and Christel Röttinger (Pharma K) (from left) In this context, Benjamin Rapp reports that Ashfield has defined talent acquisition and employee development as a global key initiative. Specifically, we have international and national development programs in which we develop talented and performance-oriented employees into specialists and managers. For Christel Röttinger, the employees are ambassadors for the company and important multipliers who carry the image, values ​​and successes on. With a view to the future of employer branding, Röttinger is convinced that only those service providers who can attract and retain qualified and motivated staff will be successful in the future. Personnel marketing and employee search will increasingly take place online over the next few years. Because regular job exchanges or advertisements in newspapers will become less important because they are too anonymous and are associated with excessive wastage. The direct and quick contact with the candidate will develop into the decisive criterion, according to Röttinger. The buzzword is loud online recruiting. The candidates come into direct contact with the decision-makers, there are short ways and a quick, qualified exchange. This creates well-thought-out relationship management that builds on close contacts right from the start. Josef Bailer agrees with Röttinger's remarks and adds: Companies without a face that only make their appeal through salary and perhaps success in the healthcare market are often a question of the right partner. The recipe is simple: everyone does what they do best. You make good products, we support you in sales and marketing. In 16 years and 320 successfully completed projects, we have gained a lot of experience from which you can benefit. Talk to us. marvecs.de

4 Report / Editorial defining the company car brand will have a hard time in the future. The challenge is that you have to build a good reputation because a good brand doesn't just fall into your lap. It is therefore very important that the applicant is understood as a customer and that you speak to and maintain contact with him personally throughout the entire application process. This gives a company like Marvecs a face right from the start. According to Poupak Rohani, the need to implement measures to position yourself as an employer will also continue to increase in the market for pharmaceutical service providers. The main reasons for this are that applicants today and in the future can and will find out more information about employers, transparent application processes and other job offers. Own positioning is becoming more and more important Sybille Queißer notes critically that many companies still need more action in terms of developing a strong entrepreneurial brand. Questions like What do we stand for? What do we offer and what do we expect from our employees? should be communicated internally and externally in a way that is appropriate to the target group Because there is no doubt that the topic of employer branding will become even more important, especially against the background of demographic change and the shortage of skilled workers. In order to do justice to these developments, real relationship work is required, says Queißer. The relationship between employer and employee is developing more and more in the direction of a partnership on an equal footing. The focus is on the team spirit and the added value that both sides can generate from the relationship. According to Rapp, new topics and buzzwords such as Candidate Experience or Talent Management 2.0 are already being born in human resources circles. But no matter how you call the supposed new developments, at the end of the day it was always about one thing: Do the companies manage to convey authentically that they actually live what they are committed to? Professional Association of Pharmaceutical Consultants Germany The anti-corruption law is not harmless, dramatic changes are to be expected The Grand Senate of the BGH (, GSSt 2/11, PFB 12, 200) decided in 2012 that the current corruption offenses of the penal code are generally not applicable to contract doctors, as they are the performance of the tasks assigned to them in this context neither act as public officials nor as agents of the statutory health insurance funds. The present draft law of the new 299a StGB is intended to close the loophole objected to by the BGH. For this purpose, the criminal offenses of corruption and bribery in the health care system are newly introduced. The criminal offenses cover behavior in which advantages are granted that a member of a health care profession unfairly favors another in the competition in certain health care professional decisions or violates his professional legal obligation to be independent. Bribes that are made for influencing the prescription behavior of doctors or for referring patients should be punishable in the future. It is therefore always necessary to link an advantage and a breach of duty. This situation that has arisen is used by some opinion leaders in business and politics to completely remove the ill health of the pharmaceutical companies from the health system, because this is the only way to end this corruption in one fell swoop and therefore there would no longer be any consultation of the medical profession by pharmaceutical consultants of the pharmaceutical companies. It remains questionable whether this approach is expedient for a proper supply of medicines to the population. Due to the extremely precarious situation for the profession of pharmaceutical consultants, the professional association of pharmaceutical consultants started the CPE training system back in 2011. Neutral and independent CPE training courses are already taking place in the system, analogous to the CME of the German Medical Association. Thus, the professional association of pharmaceutical consultants guarantees a neutral and independent further training system for the profession of pharmaceutical consultants, because they are an essential part of drug safety that we cannot do without. As a reminder 45 years ago, after the thalidomide scandal, the job description of pharmaceutical consultants was introduced according to strict legal requirements and has adapted to the respective changes in new drugs and legislation to this day. Wolfgang Vogel, Chairman of the BdP e.v. Germany, 32 pharma consultants 4/15

5 Local competence, international presence. Outsourcing redefined. Whatever goal you are striving for, we will help you achieve it Experts in 22 countries will work with you to master every challenge and develop innovative solutions. Our recipe for success: We give healthcare professionals and patients the information, convey the knowledge and offer the support they need. COMMERCIAL CLINICAL HEALTHCARE COMMUNICATIONS INSIGHT & PERFORMANCE MARKET ACCESS MEDICAL INFORMATION MEETINGS & EVENTS PHARMACOVIGILANCE Ashfield We ll make it it happen JD1157

6 Know-how active ingredient CME advanced training and the learnings for the medical field service In the medical field, knowledge doubles on average every 4 years. As a result, information relevant to doctors must be prepared and quickly available. With the legal anchoring of CME, the first cornerstone for sustainable further education has already been laid. In particular, when it comes to high-quality product information, the classic medical field service will play a central role in the future and will be at the doctor's side as a competent partner on an equal footing. Continuing Medical Education (CME) has become an integral part of the nationwide advanced training program for doctors working in medicine. The basis is the law for the modernization of statutory health insurance (GMG, 75 d SGB V), passed on January 1, 2004, which has been the framework for this for almost 12 years. For the contract physicians, this means that 250 further training points must be acquired over a period of five years, the accreditation of which is monitored and controlled by the relevant medical associations and - as a last resort - by the Association of Statutory Health Insurance Physicians. In the event of an infringement, sanctions up to and including the withdrawal of the statutory health insurance doctor’s license are imminent. The background to this legal anchoring was to ensure long-term quality assurance in the medical sector and to secure the professional competence of the medical profession, in particular because of the comparatively high rate of knowledge doubling in medicine. The knowledge that doctors need professionally is renewed faster and faster and is increasing in depth and breadth at a rapid pace. The available medical knowledge doubles every four years. 1 However, the sustainable implementation of CME failed in part due to the quantity of the offer, which meant that there were simply not enough training places available. Pharma goes CME Building on the shortage of relevant further training, a new approach arose from this requirement situation, which is why many pharmaceutical companies are now offering their own accredited CME programs. What at first was due to the required freedom from advertising messages and economic 1 Ernst, Heiko: What do I really want to know? In: Psychologie Heute, Volume 25, Issue 7, 1998 interest encountered resistance has meanwhile changed for the better: high-quality programs that close quantitative and structural gaps in the further training offers of the professional associations have become an indispensable part of the medical further education landscape and thus make a lasting contribution to future quality assurance. Online lectures, blended learning and e-detailing complete the classic face-to-face lectures as new channels, offering doctors flexible information retrieval models. In addition, CME programs and their online portals are increasingly developing into important medical-pharmaceutical knowledge databases that can offer medical practitioners pragmatic support in everyday life. As progressive as the industry has reacted to the further training needs of doctors with new approaches, continuous further training programs for the pharmaceutical field service have unfortunately been slow to gain acceptance, especially when it comes to methodical knowledge apart from classic product training. Source: BillionPhotos.com - Fotolia Ambivalent relationship Even though many doctors have come to appreciate the new training opportunities, opinions differ when it comes to the quality of the pharmaceutical company's field sales force. This is illustrated by a survey from 2013 by the Düsseldorf Institute for Business Analysis, Consulting and Strategy Development, IF-ABS for short, in which more than doctors were invited to evaluate the quality of pharmaceutical consultants. The result was an average rating of 3.8, measured on a school grade scale from 1 to 6. This was partly due to the medical profession's criticism of unannounced visits and unsubstantiated product recommendations on the part of pharmaceutical consultants. Conversely, however, additive service offers such as (medical) training courses, also for the practice team, or support with management, organization and marketing were valued. 34 pharmaceutical consultants 4/15

7 Know-how New role models With the rejuvenation of the medical profession, the role model with which pharmaceutical consultants will be confronted in the future is also constantly changing.New role models also require new channels, and pure product advice takes a back seat: this is partly due to the fact that the importance of this aspect has decreased due to the small number of innovations. In addition, doctors increasingly began to get information from other sources. 2 Not least because of high-quality CME portals, which are often the means of choice here to get information quickly and easily. The role of the sales representative is therefore developing from a former Share-of-Voice salesman to a competent consultant on an equal footing who can provide factual and professional support to the doctors. However, this also changes the profiles of pharmaceutical consultants: There is increasing demand for young, dynamic employees with a medical, pharmaceutical or natural science degree as a background. Apart from the content-related messages, the coordinated selective channel approach is also becoming increasingly important. Forms of communication such as video telephony have become an indispensable part of modern day-to-day work and enable uncomplicated, cost-efficient consulting excellence. With the customer centricity approach, the doctor as the protagonist is at the center of what is happening, which means that the customer is also left with the choice of his preferred contact channel. In the best case scenario, this creates a real relationship as the basis of a synergetic cooperation, which means that generally prevailing criticisms such as unannounced visits and contentless product advice could be a thing of the past in the future. Conclusion: (Continuous) further training 2 Due to the changes in the market in recent years and demographic change, the roles of those involved have also developed or often completely redefined: having a rejuvenating medical profession, easier access to medical information and extensive regulations in drug sales through the AMNOG reshuffled the cards. Due to the comparatively high doubling of knowledge in the medical field, it is becoming more and more important for doctors to be able to access relevant, processed information on an ad hoc basis. The classic medical field service is therefore in an important stage of structural change: The demands on employees are shifting in the direction of scientifically qualified consultants who enjoy working in relationships, away from the financially dominated sales target sales according to the author Sybille Queißer is co-founder and CEO of sellxpert , the pharmaceutical service provider for sales and marketing in Germany, Austria and Switzerland. She heads the Marketing & Business Development units as well as the sellxpert Academy founded in 2010 as an internal training institute for the pharmaceutical industry. Contact: Markus Wagenhuber has been with sellxpert since 2012 and, in his role as Marketing Communications Manager, is responsible for operational and strategic corporate communications. Contact: Source: ily Fotolia Share-of-Voice-Principle. A new profile of dynamic specialists is required, but this is still in its infancy. The real work is only now beginning with the implementation of implementation measures. In addition to the selection of the right employees, an important approach here is the continuous further training of the field service. Product training per se is not sufficient here: Current topics such as multichannel marketing, compliance management and customer centricity complete the skills required to become a doctor in the field service of the future to be able to pick up at eye level. Towards more qualitative advice from a scientific point of view. pharmaberater 4/15 35

8 Know-how How much multichannel can your customers tolerate? Pharma goes Live! Digitization is a global economic trend in all industries. Since the high-tech changes of the last ten years have only been implemented slowly in the pharmaceutical sector, companies are now desperately trying to get up to date. In the midst of increasing expectations from the healthcare sector and patients about how, where, how often and in what manner information is recorded or communication takes place, many companies in the industry are trying to carry out proactive digitization. The results of the 2015 Quintiles customer survey clearly show that pharmaceutical company boards of directors see digital marketing and channel integration as a priority. While the integration of channels is still being sought at this point in time, the survey revealed a cross-industry trend towards higher investments in digital channels. These include remote detailing, small KOL meetings and the optimization of content, but this is at the expense of traditional channels such as B. Congresses, goes. Medical professionals are already at home in the digital world The medical professionals who need information about a new drug are the same people who book their vacation on their mobile phones, read newspapers on the iPad and shop for gifts for their children online. They adopt this behavior in their everyday work. According to Manhattan Research's Taking the Pulse Europe 2013 survey, almost all German doctors go online at least once a week for professional reasons. On average, they use digital resources 1.1 hours a day, which is just below the European average of 1.7 hours. The survey carried out by McKinsey, which focused on the effectiveness of digital channels in both Germany and the UK, identified seven non-traditional channels, three or four of which are used regularly by% of doctors (Keeping Track of Channel Proliferation: What Channels Work and Why, 2013). From the fact that in Germany 70% of doctors used online detailing, 60% took part in a non-interactive web conference and the same proportion received agreed telephone calls from a call center, it can be concluded that the majority of doctors welcomes remote interaction as a complement to face-to-face interaction. It is equally evident that although each channel has its own advantages and challenges, it is only most efficient when it is used as part of a precisely defined channel mix. What is happening in the pharmaceutical industry right now? Overall, the pharmaceutical industry achieved an average of 4.5 out of 10 points for multichannel maturity in the Quintiles customer survey in 2015. With this general background in mind, product promotion spend is a good indicator of the level of adoption of digital channels, especially when launching a new brand. In our customer survey in 2015, the pharmaceutical board members showed a strong commitment to digital development by making certain funds available for the coming year. With so many channels available, it comes as no surprise that our survey respondents highlighted the growing importance of channel integration and optimization. However, the journey has only just begun for the majority of pharmaceutical companies and most are in the experimental phase of looking for the holy grail of multichannel to get the right information to the right person at the right time through the most efficient channel. When used properly, the potential benefits are considerable. According to the Boston Consulting Group in Breaking Through the Noise: Pharmaceutical Multichannel Marketing in a Digital World, efficient multichannel marketing can increase a pharmaceutical company's sales growth by more than 10% or reduce its costs by%, or both. According to Quintile's definition, an essential element in the development of an effective strategy is the optimization of the communication mix across three key channel categories Impersonal, Personal and Live !. Impersonal (digital) interactions are non-personal and do not rely on personal identification or personal information. Under certain circumstances, no consent is required for the disclosure of information. Such communication channels z. B. Mass s, websites, blogs and broadcast events / media are accessible to every important interested party, while the activities on the delivery platform can be tracked on a summarized level with the help of cookies. Personal (digital) interactions are personalized and use personal identification and personal information, for this reason consent is required for forwarding the data. These communication channels personalized s / SMS / instant messaging, social networks, webinars are aimed at interested parties who want to learn more about a product / service. These activities are tracked by the delivery platform. Live! A personal conversation between a prospect and the company, where identification is necessary and real-time interaction takes place between real people. These communication channels including face-to-face and virtual meetings (telephone and platform), hybrid (face-to-face and remote detailing), telephone, webinars, etc. are aimed at the most valuable customers. All activities and interactions are fully tracked and recorded in the company's CRM. Individual adaptation of the combination Many factors play a role in the decision of the right channel

9 Know-how mix. These include the following four: brand strategy, consumer needs, resource allocation and the status in the life cycle. The lifecycle is particularly important because bringing the product to market is a significant investment and placing a lot of emphasis on Live! Interactions. Remote interactions, including e-detailing, training via online conferences / webinars, and patient programs, allow a highly effective approach. The profitability of already established products can also be increased by adapting their channel strategy, e.g. B. by addressing a larger group of customers with the help of remote detailing. In an interim analysis of feedback from Quintiles customers on their experiences with virtual e-detailing, nearly two-thirds (63%) of doctors agreed that e-detailing is the contact of the future. Almost half (43%) rated e-detailing as more effective than face-to-face when it comes to promoting the prescription of the product. A key factor is considering the value the customer has for the company and the amount of investment in that business relationship. The following applies: the higher the value, the greater the investment. Regardless of the channel through which a content is communicated, all content must represent real value for the customer and convince him. High quality content is: targeted content that matches the person's beliefs, motivations, and demands holistically encompassing all aspects of the healthcare system, developing overall product value, education and patient support by taking into account changes in beliefs and trust in treatment methods every interaction a fresh new approach sustainably emphasize targeted descriptions at the right time other commercial and training-related activities The pharmaceutical companies must be prepared to further develop content in such a way that they can meet the demands of interested parties more quickly than they were used to in the past. Further development to multichannel strategies A successful marketing strategy should take into account the evolving demands of the doctor and consequently cover the right combination of impersonal, personal and Live! Interactions. It should be as personal and very targeted as possible and offer a flexible channel mix with information about the product at a time and place that is suitable for the target audience and the situation. Quintiles is already a trusted service provider for the pharmaceutical industry seeking legally compliant, first class communication with healthcare professionals. Thanks to our unique combination of understanding, competence and culture, the company offers smart solutions to the challenges in the author Figure 1: Relation Value of Customer and Channel Investment Source: Quintiles Regina Hollstein is Project Manager at Quintiles Commercial in Mannheim and is responsible for the Design and implementation of innovative multichannel concepts. At the international level, Regina Hollstein is a member of the Center of Excellence Integrated Multichannel Engagement, which specializes in aligning innovative approaches with local needs and circumstances. She is supported by Taruk Dogan, who as Service Center Manager is responsible for the successful implementation of remote e-detailing projects. Contact: To simplify multichannel communication: Understanding achieved through in-depth exchange of experience and constant communication with those interested in health care Competence our experienced employees, processes and platforms that are necessary to provide new channel services. Many of them were specially developed by Quintiles in order to be able to meet the specific requirements of the pharmaceutical industry in the best possible way. Culture with our company tradition and reputation, we stand for quality and reliability in order to ensure cross-border, legally compliant solutions. By using various modern channels, Quintiles is able to offer IME Integrated Multichannel Engagement, especially Live! Interactions, which, thanks to personalized communication, can achieve first-class results for customers. pharmaberater 4/15 37

10 Know-how The future of pharmaceutical marketing and sales lies in knowing the target group. Knowing the individual preferences of the doctor. Optimal pharmaceutical marketing through multi-channel excellence requires consolidated knowledge of the target group. Central data storage is therefore of great importance. Only if marketing and sales have a uniform view of doctors can consistent campaigns be run and the channels preferred by the doctor orchestrated in the best possible way. The doctor continues to play a crucial role in prescribing. For pharmaceutical marketing and sales, this means knowing the doctor target group as well as possible despite cost pressure and the partial reduction in the field service. However, increasing digitalization is opening up new ways of addressing doctors and finding out more about their preferences. New paths, which are also needed for two reasons. On the one hand, doctors nowadays have little time for visits from sales representatives and their product presentations, which makes it increasingly difficult to enter into a dialogue with doctors. Conversations that are supposed to be used to discuss preparations or indications often only take a few minutes. In the specialty care area in particular, pharmaceutical representatives find it difficult to find adequate access to the doctor in this classic way. On the other hand, the information behavior of doctors is changing. It is noticeable that digital channels are used to obtain information or to exchange ideas with colleagues. Proof of this is the so-called digital tipping point, which is currently taking place: more than half of doctors are now digital natives. They started doing their jobs when the internet was already popular. For them, digital technologies are a matter of course. Only wanting to reach the target group of doctors in the traditional way is usually no longer sufficient today, regardless of which age group or specialty the doctor belongs to. The pharmaceutical market needs new solutions in the form of alternative market cultivation models. In order to continue to be successful, pharmaceutical companies need to address doctors flexibly. Especially since they want to determine the place, time, channels and content themselves these days. Doctors not only have the choice between a large number of channels, they also expect personalized information that is based on their current information from marketing and sales should flow together in a cross-channel campaign database. Interest tailored. This creates new requirements for marketing, sales and IT. Centering data for better market cultivation Against the background of a customer-centered strategy and the fact that interaction and involvement of doctors with companies is becoming increasingly important, knowledge of the preferred content and channels of doctors is becoming a kind of new currency in the multi-channel age. In addition, marketing and sales alike must have access to this knowledge. For this purpose, the information from both corporate divisions should flow together. So-called data silos still exist in many companies. Sales has information, while marketing has its own information, each stored in independent IT systems and databases. In the interests of the doctor, this information should be stored in a consolidated system. A common basis means that both sales and marketing access the same data in order to be able to optimally plan and implement approaches and campaigns. The medical-scientific departments (Med-Wiss) also benefit from centralized data storage. After all, one of their central tasks is to create well-founded and understandable information for the various target groups and to pass it on accordingly.If the information is distributed across different systems, not only is there a lack of a holistic view of it, but it is also difficult to prove the actual effectiveness of campaigns. Basis: Set up campaign database For pharmaceutical companies that want to improve their approach to doctors and at the same time increase the efficiency and impact of their campaigns, it is important to lay the foundation and start with the construction and installation of a cross-channel campaign database. All data 38 pharma consultants 4/15 recruited in marketing and sales then run there

11 know-how together. The data is also maintained there. The result of this centering is an address and database, which means that everyone involved has access to standardized master and status data. Marketing and sales measures can now be precisely planned and controlled. Role-based access rights regulate any access restrictions. In addition, opt-ins can be centrally recorded and managed using a campaign database. These are a key element in gaining access to the target groups, although many pharmaceutical companies still neglect them. This means that they are used more quickly and therefore not strategically. However, the better a pharmaceutical company embeds the approvals into its marketing and sales strategies, the more successful campaigns and approaches to doctors are. A campaign database therefore also forms the basis for serving and measuring different channels. Pharmaceutical marketing neither has to set up nor operate the database itself. Established MCM providers such as in / touch can do this using software-as-a-service models. Standard: Gradually expand and optimize the database After the campaign database has been set up, it must be gradually expanded and optimized. That means, in addition to contact information about the doctor's practice and the opt-in status, additional information is included that classifies the doctor. This includes information about their information needs, preferred or rejected channels, touchpoints and visit data as well as potential and segmentation features. This enables pharmaceutical companies to achieve a high standard by means of which they can address their target groups, and targeting is made easier. It should be noted that every doctor is on a different level of the so-called adaptation ladder. There are doubters, occasional prescribers, and promoters. Maturity: creating individualized contact routes Companies that form target group segments (clusters) based on the data in the database and in standardized form achieve a higher degree of maturity. For example, from the large target group of general practitioners, practitioners and internists (API), various focus groups with suitable distributors and media can emerge. Using thematic control, so-called customer journeys can also be created and visualized. Customer journeys are individual contact routes through the channels preferred by the doctor. On the one hand, these have a positive influence on the response behavior and, on the other hand, offer the possibility of recording additional characteristics per doctor. Depending on the needs and software, the customer journeys can be automated and given different durations. Uniform database also ensures targeted tracking A campaign database is not only used as a uniform database and for optimal channel orchestration. It makes the channels measurable and comparable at the same time. Good tracking takes into account all the channels preferred by the target group, whether online, offline or personal. In this way, for example, it is possible to identify which online or offline channels promise the maximum success in studies or an edetail. At the same time, activities, response values ​​or prescription data can be tracked and promising conclusions can be drawn from them. One scenario: A pharmaceutical company launches a new product in the primary care area. It decides, also authors Ute Wolff is the managing director of the Berlin provider of multi-channel solutions in / touch and an expert on multi-channel projects. She is responsible for the overall management of the operational consulting business. In addition, she is responsible for setting up customer-specific market development models. Christian Kärtner is Senior Technical Consultant at in / touch. He designs, implements and operates campaign databases and CRM systems optimized for pharmaceutical marketing. Contact: to speak to unvisited doctors. Certain potential data about these are already available, but no further information. Based on the data consolidated in the campaign database, the company can effectively validate this target group, carry out meaningful response measurement and target group segmentation (clustering). It recognizes which of its offers is of interest to the doctor in terms of content, channel or service and builds up individual contact routes by integrating both direct and indirect channels. It then tracks the data, stores it centrally in a campaign database and processes it. In this way, it can offer doctors the right content on the right channels with pinpoint accuracy and, while adhering to the budget, increase the range as desired. Raising knowledge potential The topic of data and data centration is at the top of the agenda for almost all companies. Regardless of the preparation, indication or level of knowledge of the target group, central, always up-to-date campaign databases that can be used by marketing and sales increase the success of target group communication. This is based not only on purchased data, but on individually collected data. On the one hand, this enables prioritization. On the other hand, it increases the degree of individual addressing. Another advantage is that campaigns can be measured validly and marketing processes can be optimized. Pharmaceutical marketing and sales can thus make optimal use of their individual knowledge of doctors. pharmaberater 4/15 39

12 Know-how information management for pharmaceutical marketing and sales Quo vadis pharmaceutical sales? Expiring patents and the increasing importance of generics are putting increasing pressure on pharmaceutical companies. The duration in which the pharmaceuticals can still be exclusively distributed is decreasing day by day. At the same time, it is becoming more and more complex to develop new blockbusters with potential and to introduce them successfully. New regulatory requirements as well as the constantly growing influence of country-specific health systems are also creating cost pressure. The old formula, a stately sales department ensures substantial sales, no longer applies. The target group is being visited by more and more pharmaceutical representatives, although doctors hardly have the time and are less willing to receive the sales force if it does not offer any added value. What are the approaches to mastering these challenges? Multichannel and Closed Loop Multichannel stands for the skillful mix of all marketing and sales channels, including digital ones, in order to better reach target customers and cover their individual information needs [camelot2014]. As a result, the field service is not the only route that should be used. Due to cost pressure, the size of the sales team has already been reduced in many companies. Based on the estimated potential, it is important to prioritize which specialist group is directly supported by the field service. The other target customers are served by other means. It is important to develop a strategy in which it is determined on which channel and how often a customer is contacted, timing and content are also decisive [camelot2014]. Customer knowledge helps to determine the most suitable and preferred routes. With the concept of the closed loop, all information about a target customer ideally ends up in one place, so that it becomes clear how successfully measures and channels interact with the customer. The ability for cross-functional cooperation between the corporate divisions makes a decisive contribution to success [strategy & 2015]. The changing role of the sales force The doctors were virtually overrun by the pharmaceutical representatives, and the willingness to make appointments decreased accordingly. Pure product presentations are not enough Doctors are more likely to receive a speaker if they are offered real added value, such as the results of the latest scientific findings and brand-new study results. For the field service, this means fewer appointments in the future, given the increasing demands of the specialist group. In order to be able to master this task, he needs the appropriate help from the back office, which provides him with current and particularly valuable information. Direct marketing via and Internet Individual s sent by the sales force after a visit or in the form of newsletters are now widespread. The mailboxes of the target customers are correspondingly full and the effect of this medium can be questioned, especially if it is only used to attract attention. Here, s are well suited for initial contact in order to direct interest to the company homepage. However, interesting topics must then be found there. Consideration of the supporting IT systems With regard to IT support, there are many software solutions that are helpful for marketing and sales activities: The CRM system manages all customer data, visit information and campaigns. It is the central tool for the sales force. The delivery of electronic documents of any kind (mainly documents) is often still carried out via. Here a document management system can take over the administration and provision of the Office files. Shop solutions exist for ordering sales-supporting brochures and materials / dispensing items, etc. Current sales-related news (such as references to new product brochures, competitor information, etc.) are often distributed via s. Collaborative solutions that provide direct sales support from internal (service) departments (e.g. for medical queries) are also used. IT-supported processes are increasingly being used for further education and training (keyword elearning). Information platforms of various kinds are primarily made available on the Internet for use by target customers. The list of supporting systems that can certainly be supplemented illustrates the large selection. But how can I efficiently implement multichannel and closed loop marketing with this diversity? Integration and information portal The term closed loop already suggests that the steps and the systems behind them intertwine. Hence, integration is one of the key words for optimization for marketing and sales. Integration here means both the technical merging of IT solutions and the integrative view of the information. 40 pharmaceutical consultants 4/15

13 Know-how system integration is necessary, for example, in order to bring together all customer-related information in the CRM system, which is generated, for example, on the Internet platforms and in the newsletter systems. The results can only be taken into account in the next campaigns when they are merged in the CRM system. The merging of customer-related knowledge in the CRM system through the integration of the various systems already ensures a sharpened customer profile. But how can the collaboration between field and office staff as well as marketing be further supported? The use of a CRM system is standard for the field service. But how do you get all the other data you need for your daily work? Here, based processes are to be viewed critically, as they lead to overcrowded mailboxes and overload the employees with non-value-adding follow-up activities. One solution is to make all relevant information accessible via a portal: direct, sales-supporting documents such as presentation documents, handouts, documents accompanying campaigns, product-related documents, etc. Internal documents on guidelines, forms, templates, guidelines, etc. Information / documents for Events, congresses and training courses There are also elements that can be assigned to the knowledge category. On the one hand, these can be of an interactive nature (question and answer interaction between field and office staff), which creates an extensive knowledge base. It is also conceivable to use wiki areas to summarize topics or to discuss more comprehensive topics. Examples are competition observation or contributions with a medical background. By integrating other systems, additional added value can be generated, such as through ordering systems for sales-supporting materials, the integration of business analytics for the representation of target achievement information, or the display of product-related data from a PIM system (Product Information Management System) for access to current ones Usage and specialist information. The integration of all of this mentioned information and the provision in one system represent a huge advantage. This effect is optimized if a comprehensive search function enables access to all this knowledge. With the use of appropriate filter mechanisms, the required information can be found extremely quickly and in a targeted manner. Personalization An overarching topic that affects both customers and marketing and sales is personalization. Behind this is the needs-based distribution of information. Away from everything for everyone, towards individual provision of information according to needs. From the customer's point of view, the documents and topics that are of interest to the recipient are addressed. At the same time, consideration is given to which information is used and valued, and attention is paid to which channels address the customer. From a sales and marketing perspective, personalization means that through targeted provision, everyone has quick access to the information that is relevant to their area, line and products. Personalization therefore stands for focusing on the interesting and relevant things and also focuses on the provision of information for the target customers as well as that of the internal systems (information portal). Conclusion The changing conditions in the pharmaceutical market require an adaptation of the concepts for marketing and sales. Multichannel and closed loop are widely discussed, in addition to the focus of the field service, the individual use of digital channels by author Irving Tschepke worked as a consultant in various IT consulting firms after studying industrial engineering. For over ten years he has been involved in projects for pharmaceutical companies, mainly in the areas of communication, marketing and sales. In 2006 he co-founded exensio GmbH. Contact: crucial in terms of competition. IT-supported information management is indispensable in order to efficiently implement the methods of multichannel and closed loop. A well thought-out approach to the provision of data, systems and their integration is necessary. Through personalization, information can be made available as required and individually. The step-by-step structure and the step-by-step integration are a recommended approach for implementation. Changes to the organization and technical adjustments must go hand in hand in order to achieve the desired effects. Technically, many problems can be solved, but the processes must be coherent and accepted in the company in order to be able to provide meaningful support on the IT side. From the point of view of technical implementation, mobile concepts should also be taken into account. The tablet in the field is now widespread. Medical professionals are also using more and more mobile devices for their jobs. With a view to the desired communication towards the patient, a mobile strategy is necessary anyway. Literature / Links [camelot2014] Reach prescribers individually: Optimal pharmaceutical marketing through multichannel excellence accessed on [strategy & 2015] The changing pharmaceutical industry: Study shows new ways in pharmaceutical marketing and sales ch / home / presse / pressemitteilungen / details / pharmabranche-im-wandel -ch, accessed at pharmaberater 4/15 41

14 News Start-up: DynamicX Strategy DynamicX Strategy wants to develop new sales and marketing strategies that enable pharmaceutical companies to act quickly and dynamically in the constantly changing market. In the newly founded company, the Marketing & Sales Professionals Dr. Jürgen Sasse, Dr. Frank Bauer and Dr. Hans Spiecker their skills. Up-to-date, cross-media strategies are required for the sales force, which enable them to be flexible. Jürgen Sasse, Dr. Frank Bauer and Dr. Hans Spiecker (from left) careforce & firstbird cooperate careforce marketing & sales service GmbH has agreed to cooperate with firstbird, a web-based platform for the new generation of digital employee recommendation programs. The firstbird program turns your own employees into headhunters. Companies invite their employees or their external network (alumni, applicants, customers, business partners, university contacts) as referrers to their firstbird account. Employees should be automatically informed about current jobs in their company and can recommend open positions directly to potential candidates or distribute jobs via social networks (Xing, LinkedIn, Facebook). careforce managing director Marko-René Scholl: The potential in the passive labor market is over 50 percent, the number of active seekers is only nine percent.careforce started using employee recruitment programs at an early stage. With the exclusive firstbird cooperation, careforce is a pioneer in the field of employee recommendation programs in the pharmaceutical sector. to respond to the demands of the new, networked generation of doctors. In many companies, sales is downright frozen, explains Dr. Jürgen Sasse. I myself have experienced it again and again during my career: Established structures are considered to be in place, overcoming them seems to be a huge feat. That is simply wrong. With a dynamic strategy, innovative concepts can be implemented more easily and less invasively than some departments would believe. DynamicX Strategy wants to support companies in identifying and breaking up hardened structures. In four service modules, the new consulting company says it offers companies holistic advice and support for restructuring projects from analyzing the current situation to strategy and organizational development, forward-looking communication planning and complete project management. Exclusive collaboration AMS Advanced Medical Services, Deutsches Apotheken Portal (DAP) and Rp.Institut establish an exclusive collaboration. According to the company, the aim of the strategic cooperation is a synergy to develop additional sales potential for its pharmaceutical customers. Doctors and pharmacists will learn the specialized know-how of DAP and RP.Insitut about formal requirements for medical prescriptions and about retax-safe dispensing of drugs with the high contact quality of the AMS sales force. In this way, we effectively reduce formal incorrect prescriptions, thereby achieving greater therapy safety and significantly higher dispensing rates in pharmacies, explains Dr. Peter Schnieder, authorized signatory at AMS. An advantage that should not be underestimated, especially when it comes to product launches, patent expiries and, in general, to secure sales. Pharmaceutical companies would gain special added value through the combination of competencies, which could hardly be achieved through individual services in a comparable form. With Dr. Saskia Köcher (36), the Ulm-based pharmaceutical service provider Marvecs is expanding its client partner team. In her new position, Köcher is primarily dedicated to the holistic support of new and existing customers in the healthcare industry with regard to the acquisition and filling of vacancies: starting with determining personnel requirements and identifying suitable candidates to coaching employees. Pauline Laser (30) recently joined the in / touch team of consultants. She comes from the sister company, the Berlin-based Dialogmanufaktur +49 med, and is thus changing from a specialist in hybrid outdoor services to one of the leading full-service providers of multichannel selling solutions. Your consulting focus as a consultant is on the development and implementation of long-term effective multichannel marketing strategies. Her field of activity also includes online environment and inventory analyzes. Since October 1, 2015, Imke Köhne has been strengthening the business development division at AMS Advanced Medical Services GmbH in Mannheim as Business Development Manager. She has experience in the e-health sector as well as in pharmaceutical marketing and most recently worked in responsible business development and sales positions at the online portal NetDoktor.de and at the CompuGroup subsidiary ifap. 42 pharmaceutical consultants 4/15

15 Company profile HR and sales service experts for the healthcare market Excellence in implementation The quality and excellence that HR and sales service provider careforce pursues in its work can best be illustrated using the example of the puzzle: To get a perfect overall picture, all the necessary Puzzle pieces are put together appropriately. In other words: careforce finds the right sales representative for the right position. The employees who implement sales concepts excellently through many years of experience, know-how and passion are a key element of success. All careforce employees pursue the same goal: To be successful together with the customers. We act in a very target and customer-oriented manner, describes Marko-René Scholl, founding partner and managing director of careforce marketing & sales service GmbH, one of the strengths of the Cologne-based pharmaceutical service provider. This means that we are able to provide the candidates that the customer actually needs in the shortest possible time. The careforce managing director attaches great importance to the highest quality and excellence in the implementation of sales strategies. According to Scholl, some factors that also characterize the strength of the service company are of elementary importance in order to meet this requirement. We understand the needs and preferences of our customers and we know the healthcare market, explains Scholl. That is why we can also pick up the customer where he is. And as an owner-managed company with flat hierarchy levels, there are very short communication and decision-making channels internally, so we ensure quick recruitment and provision of sales staff. Scholl mentions the fact that we at careforce carry out a very structured recruiting process for a quick and professional selection of candidates as a further success factor. Because professional recruiting is the be-all and end-all of a successful sales concept. We know and understand our customers so well that we can find the right candidate for them, continues Marko-René Scholl. But in addition to the profound understanding of customers and the market, careforce scores with special database software that has been specially adapted to our needs. This careforce-specific IT solution, which is continuously developed, supports the recruitment team in quickly identifying suitable candidates and making them available to the customer. In this context, Marko-René Scholl highlights another special feature of the sales experts: careforce is the only pharmaceutical service company in Germany to have the web-based Assessment Profile XT, which adds another dimension to the recruitment process and thus makes the selection of candidates even more accurate. In addition to the technical qualifications, the soft skills required for sales such as intellectual abilities, inclinations and behavioral characteristics can also be precisely analyzed with the help of Profile XT. According to Scholl, there is another point that careforce attaches great importance to the highest quality in all areas: All candidates available to us are interviewed personally and have to go through a multi-stage selection process. But, according to the careforce boss, the employees are a very important component of success: We have great employees in all departments who have a lot of experience and expertise and who, above all, are passionate and enjoyable at work. Every employee is aware of the importance of their own performance for the success of the projects in order to stay in the picture of the puzzle: internally, the individual puzzle pieces fit together perfectly and result in a coherent and successful overall picture. According to Marko-René Scholl, the success of his service company is based on an open corporate culture and a special team spirit that all employees live in their daily work: We all pull in the same direction because we want our services to be a win-win situation for everyone involved achieve and be successful together. << careforce stands for qualified recruiting and project competence from a single source. We achieve excellent results with our sales teams, each of which works exclusively for one customer. With careforce sales teams, our customers' products quickly became market leaders in their market segment. >> Marko-René Scholl, founding partner and managing director of careforce marketing & sales service GmbH careforce marketing & sales service GmbH The personnel and sales service company was founded in 2000 by Marko-René Scholl. The range of services includes vacancy management in temporary employment, exclusive teams and direct placement. This includes the provision of sales staff for advertising and advice on pharmaceutical products. The Cologne sales experts are responsible for recruiting qualified sales staff to fill vacant positions in the healthcare sector. The portfolio is supplemented by the organization, sales control and management of employees or even complete field service teams. There are currently more than 500 sales representatives in D-A-CH and 51 in the office. Careforce human resource consulting GmbH is a professional personnel consultancy for the pharmaceutical and healthcare industry and emerged in 2013 as a specialized personnel consultancy from careforce marketing & sales service GmbH as an independent branch of the company. Marko-René Scholl holds a degree in business administration and has more than 20 years of experience in a wide variety of functions in the pharmaceutical industry, both nationally and internationally, in marketing and sales. careforce marketing & sales service GmbH Horbeller Str. 11 D Cologne T: / F: / E: I: pharmaberater 4/15 43

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