Document used for my presentation at 2008 Barcelona SFE Summit. Please contact me for getting a copy.

1. “ Find out how re-engineering
physicians relationships will need
to leverage a new attitude towards
truth “

2. Comments from the audience...
“Trust is a major concern for our
“The first thing to solve before
industry. Customers, payors and
going further down the “customer
consumers do no trust us. And we
centricity route” is to solve the
must admit we have a large problem
major trust issue that we are
in conveying a message of trust.”
facing.”
A roundtable participant, Eyeforpharma
A roundtable participant, Eyeforpharma
E-marketing summit, April 2007
SFE conference, March 2007
“We even do not trust ourselves!”
A roundtable participant, Eyeforpharma
E-marketing summit, April 2007

3. Comments from the audience...
“What should industry
do with consumers?”
One delegate, Patient Compliance and
Communication conference
Eyeforpharma, june 2007
“ You should have more guts! More
guts!
You are so afraid of doing something
and you have so much to bring to all
stakeholders. Don’t be agressive in
selling your products. Build the bridge
much more!”
President of world Diabetes conference, Patient
Compliance and Communication conference
Eyeforpharma, june 2007

4. Agenda
• The (obvious) link between truth and trust
that need to be re-discovered
• Back to practicality : what you can really do about it
• Re-engineering physicians relationships some cases
• Conclusions

5. Truth, Trust and….Customer Centricity
TRUST
TRUTH CUSTOMER CENTRICITY

6. Has truth something to do with good?

7. Why discussing about truth,
trust and customer-centricity today?

8. Why discussing about truth,
trust and customer-centricity today?
“It’s dificult to comprehend how an
industry that has saved so many lives
should be held in such law public
esteem”
PHARMATIMES.COM P.18, P19. MAY 2007

9. Why discussing about truth,
trust and customer-centricity today?
“ Liz Shanahan, Managing Director of
Santé Communications and Chair of
GLOBALHealthPR, believes the industry is
not as mistrusted as one might think, but
that is urgently needs to shake up its
approach to communications“
PHARMATIMES.COM P.22, P23, P.24 MAY 2007

10. Why discussing about truth,
trust and customer-centricity today?
“Survey reveals the importance of
marketing in gaining confidence”
PHARMACEUTICAL MARKETING EUROPE May/June 2007

11. Why discussion about truth,
trust and customer-centricity today?
“On the basis of our
customers’perception of the value
delivered, healthcare marketing is far
from being excellent. The process are in
place to drive excellence, the question is:
Is there the will?”
JOURNAL OF MEDICAL MARKETING vol 6, 1 /19-30

12. Agenda
• The (obvious) link between truth and trust that need
to be re-discovered
• Back to practicality : what you can really do about it
• Re-engineering physicians relationships: some cases
• Conclusions

13. You need to rebuild the relationship with your
customers...

14. ...and communicate with your audience in a
trustworthy manner
Issue:
• Before 2004, UK police had real dificulties to recruit
• More than 15000 vacancies
• TV ad featured a wonderful job, full of opportunities,
with only advantages
New TV Ad campaign:
• Featuring a horrible job, badly paid, with over hours,
with people showing no consideration for you...
• Emphasizing the duty aspect (“But we need you”)
Results:
• 65 000 applications within first 3 months
• No recruitment problems anymore…

15. How this relates with “Customer Excellence”?
Publication “The maximum impact with is gained with a right balance
management of integrity and transparency with marketing impact. “
”David Impey, Eyeforpharma ROI conference, October 2007
“ Honesty is the best policy” Nic Holiday, Eyeforpharma ROI
E-detailling
conference, October 2007
“CRM is not only about data nor about analytics; it is about
CRM
an attitude towards doctor”, Fonny Schenck, Eyeforpharma
ROI conference, October 2007 e
itud
att
ew depth
an
“Outsanding Key Account management starts with in
Key Account
ies
pl
listening to physicians” My boss, ProcterGamble
e im
Management
hes and
pharmaceuticals, a long time lago. er
alt th” to bett
n
i ru
:
llingphysicians les of t lead
uth” p
Exce rds
•Obtain involvement of “tr
Close the loop ld
inci information
• Seek collaboration not onerway ust” cou
a
g “p f tr
tow
marketing
Provide feed-back yinphysicians
• l to o
App ciples s.
n lt
“pri resu

16. Agenda
• The (obvious) link between truth and trust that need
to be re-discovered
• Back to practicality : what you can really do about it
• Re-engineering physicians relationships: some cases
• Conclusions

17. CASE 1. : A major company wanted
to become customer centric….
Starting situation:
• A global FMCG company acquired a second-tier
pharmaceutical company
• 22 sales reps on the field, to sell a 1st generation
biphosphonate
• Sales results behind expectations
• Catastrophic company image, major distrust from local s
ed:
ppli
a
sue
and national opinion leaders! principles ty is one
” afe
ide
to h ential s ne-to-
ruth GPs
• Sales force ranked veryslow by
/T g
ru t thin s, o
pot
o n
T / “N ment of hysicia
pen ial
p
e
Be o owledg ning to ater
Project:
• cm
s
e
n
Ack pth list of issue scientifi
• Complete turnaround of approach g
•
e
In d ressin A lot of
•
• Sales force fired (20 out
of 22) es aid.
add
al
4 very talented individuals No s
• trained to become KAM
• drug!
• 6 weeks training for ONE
• Mission: visit LOLs and KOLs and leverage them
• Task: address product issues personally, provide qualitative
service

18. CASE 1. : A major company wanted
to become customer centric….
Results:
• Complete turnaround of product and company image!
• Sales force ranked 2nd in Flanders and…1st in Wallonia
• +40% of sales after Y1, 25% of sales after Y2
• Company ready for next drug launch...

19. CASE 2. : A major osteoporosis brand
wanted to experience growth again
Starting situation:
• The company faced a major trust issue, despite market
leadership
• Company stuck to immobility!
• No growth of sales experienced in the last two years prior to the
project
• Large majority of market untapped
Project: :
plied
• Major CRM based disease awarenessipscheme... p
les a ion
c
• ...involving all stakeholders...ruth prin mat
for
rs
othe ot of in
/T
t
• ...including health authorities! urself to ive a l
Trus
yo g
pen pared to
O pre
• elf
ours
Be
• ty
Trus
•

20. CASE 2. : A major osteoporosis brand
wanted to experience growth again
Results:
• Company worked across silo’s
• Authorities and stakeholders ready to support a major initiative
• Growth in sales!
“This is the first time that
someone from the
pharmaceutical industry is
coming to visit me with a
collaborative attitude”
The adjunct of the Belgian Minister
of Health, Nov 2004

21. CASE 3. : A major osteoporosis brand
wanted to experience growth again (II)
Starting situation:
• No growth of sales experienced in the last two years
• Large majority of market untapped
• A lot of patients not screened for osteoporosis
ed:
ppli
sa ion
ciple mat he
Project: for
rin
ly in Close t
th p
u n
for /Tr
A CRM based project… Trustsystematic ers and not oof ns (“
• screening icia osteoporosis
th
ith o ration s
In depth feed-back to physicians llabo ack to phy
• re w
a
Sh ek co
• b
In depth involvement of sales reps feed-
• e
S depth
•
• One-to-one messages givenIn lophysicians
to op”)
•

22. CASE 3. : A major osteoporosis brand
wanted to experience growth again (II)
Encoding of
contracts

23. CASE 3. : A major osteoporosis brand
wanted to experience growth again (II)
Encoding of patients
forms

24. CASE 3. : A major osteoporosis brand
wanted to experience growth again (II)
Weekly e-mail sent to sales reps and
managment

25. CASE 3. : A major osteoporosis brand
wanted to experience growth again (II)
CRM
dashboards

26. CASE 3. : A major osteoporosis brand
wanted to experience growth again (II)
Results:
• 1000-2000 physicians participated in the program
• 50 000-80 000 patients screened
• All the rest is confidential
• ROI assessed through A PIE study: superior to 5.

27. CASE 4. : A major prostate cancer drug brand
wanted to face customer distrust
Starting situation:
• A market leader for prostate cancer faced dificulties
for one of its products
• The product was superior in terms of safety, was eficacious but
lacked critical survival data
• The company was highly criticized by LOLs and KOLs
• The company did several mistakes… s applied:
ion
• Eeven sales reps were not welcome! le mat he
cip
nfor
prin t
ly i se
uth t on ns (“Clo
t/Tr o
s
us her dn
Tr a
h ot tion an physici
it
Project: ew ra o
Shar collabo -back t
•
• A CRM based project…
Seek th feed
•
ep
• In d p
For building franchise ownership”)
•
loo
• With a strong profiling/targeting component
• In depth feed-back to physicians
• In depth involvement of sales reps
• One-to-one messages given to physicians

28. CASE 4. : A major prostate cancer drug brand
wanted to face customer distrust
“These data are collected by [Company
name] [Company address] in the frame of
the national survey about prostate cancer
ANYMED
with
the aim to provide you with more
information about this subject. The data
could be used in the frame of
commercialisation of products of the
company. You may, at any moment,
consult, adapt or improve. The
destruction of these data can be obtained
by writing at the here above address “

29. CASE 4. : A major prostate cancer drug brand
wanted to face customer distrust
Differential analysis of hormonal treatments Drug 1
in prostate cancer Drug 2
Index 100 = LHRHa in mono
By KOLs By Uros By GPs Uros weight
Nb 1 Top 5
88 101 88 100
83 107
Positive symptoms
101
94 93 100
95 110
Negative symptoms
84 95 91 98
64 94
Ease of intake
97 115 92 99
Lack of sedation
Adoption funnel = Who?
93 101 92 100
95 123
Lack of hypotension
Profile of each segment
222 322
Lack of weight gain 98 111
170 174
88 104 93 99
Lack of EPS 155
64
126 102 110 93 100
52
Lack of sexual
problems
97 107 89 101
General efficacy
Treatment
Non-User Sporadic Regular User Regular User Regular User in all
advocate
User in all high risk high risk M0
M0 Patient Patient and
Adoption funnel = How?
adjuvant in
localised
XX XX XX XX XX
Evolution along the funel
Profiling
Localised: No
Anti-hormonal •
AA in mono as 1st
•
(who) •
AA in mono as 1st choice in
•
condition
treatment choice in
– Localised: all stages
Loc. Advanced and
Pro-hormonal • – Localised only if
•
immediately or within 3
Uses hormonal rising PSA: prescribes
treatment only in •
rising PSA months
treatment in at least AA in mono as 1st
Metastatic – Loc. Advanced: all
– Loc. Advanced: all stages
one therapeutic choice in at least 3
Non-User Sporadic Regular User Regular User Adjuvant in
Anti-AA in mono in all stages immediately
•
immediately or within 3
situation other than therapeutic situations
non-metastatic or within 3 months
User in all high risk localised
months Rising PSA: all
metastatic (hypothesis: Loc. Adv.
stages Rising PSA: all stages immediately or
WW, rising PSA after
Loc. Advanced and M0 Patient
•
stages immediately within 3 months
Rt and WW)
rising PSA: Uses AA in or within 3 months
mono as 1st choice in
exactly 1 or 2 disease
XX XX XX XX XX
stages
Localised: no condition
•
Key messages … … … … …
• • • • •
Switch drivers …
•

30. CASE 4. : A major prostate cancer brand
wanted to face customer distrust
Results:
• 68% of target specialits involved !
• 100% (!) of local opinion leaders involved !
• Increase in sales noticed in the first 3 months of project
• Drastic improvement of company image
• Strong motivation of sales reps

31. CASE 5. : A major pharmaco wanted to step back
to develop a new kind of relationships with
physicians
Starting situation:
• A well established company...
• already doing fine in France (Rated second best sales force)...
• wanting to prepare itself for the future...
• in the frame of a changing landscape...
Project:
• A CRM based project…
• where physicians were asked to give their opinion d:
about the quality of the relationship...s applie n
atio
iple
form
their c
• ...and where invited to shareruth prinneeds he
ly in Close t
n
to
/T
In depth feed-back to physicians h others n and noysicians (“
• rust
T
wit io h
In depth involvement of sales rrepsaboratback to p
• a e ll
h
S
•
Seto cpoth feed-
k
• One-to-one messages given ede physicians
•
In ”)
• loop

32. CASE 5. : A major pharmaco wanted to step back
to develop a new kind of relationships with
physicians
Truth marketing
Based on feedback

33. CASE 5. : A major pharmaco wanted to step back
to develop a new kind of relationships with
physicians
Continuous data
Fairness collection

34. CASE 5. : A major pharmaco wanted to step
back to develop a new kind of relationships
with physicians
Give data
Receive data

35. CASE 5. : A major pharmaco wanted to step
back to develop a new kind of relationships
with physicians
Results:
• We do not know!

36. Agenda
• The (obvious) link between truth and trust that
need to be re-discovered
• Back to practicality : what you can really do about it
• Re-engineering physicians relationships some cases
• Conclusions

37. Conclusions
• Trust is a major issue for pharmaco’s
• Establishing new ties with physicians is better done if
pharmaceutical company adapt its attitude towards
“truth”
• Hence, becoming customer centric will require to
fundamentally change the way you “sell the truth”
• CRM techniques (CRM is not only about ETMS!)
and integrated CRM projects can be of a great help
• Start today…
• Is there a link between truth and good? Yes!
• And there is also a link between truth and ROI…

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A CRM software (Marketing Automation) for pharmaceutical companies
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39. Product
X Event
market
share
40
30
% 20
10
0
-8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4
Control Group n = 2934 Attendees n = 221