Pharmaceuticals companies are deploying adopting mobility solutions, especially Apple's iPad, for their sales staff, with benefits including enhanced detailing, cost savings, better targeted presentations, and much more. We outline a holistic strategy for adopting pharma mobility for an array of sales and marketing activities.

1. • Cognizant 20-20 Insights
How to Properly Deploy the iPad
Within the Pharma Sales Force
To fully realize the value of iPads, pharmaceuticals companies need a
robust mobility strategy from the get-go that better integrates these
proliferating devices with existing processes and systems.
Executive Summary With the widespread adoption of smart phones
and tablets by physicians and patients, mobility
Pharmaceuticals companies are facing multiple
can no longer remain solely a technology question
challenges, from patent expirations and fewer
but must become an integral part of the sales
blockbusters, to a weakening pipeline. This is
strategy and process. Pharma companies have
further complicated by stringent regulatory
begun adopting mobility in sales and marketing,
compliance, intense competition from generics,
but only in certain areas and functions. While the
shorter product lifecycles and heightened cost
iPad has clearly emerged as the device of choice,
pressures that are directly impacting sales orga-
pharma companies are still asking important
nizations across the industry. These organizations
questions related to implementation challenges,
are also facing critical sales challenges of their
such as security and infrastructure requirements,
own, from reduced physician face time, increased
actual usage and presentation by sales reps,
promotional spend compliance, to a fast-chang-
back-end data, connectivity and systems integra-
ing sales environment that is influenced by new
tion. Additional issues that must be considered
media and mobile technology that requires more
early on include:
personalized and targeted messaging.
These combined pressures are forcing the phar-
• Discovering the right device strategy.
maceuticals sales and marketing teams to seek • Planning the end-state application landscape.
more innovative ways for driving sales and • Developing a mobile device content
marketing effectiveness. It has therefore become management strategy.
vital for the pharma sales force to be empowered
with information and tools to facilitate faster • Creating an ROI measurement plan that
properly captures mobile implementation
decision-making and engage with customers in
efficiency and effectiveness and forecasts a
ways that improve their sales performance. Using
tangible results timetable.
mobile technology can give pharma sales the
boost it needs to improve marketing effective- This white paper provides answers to many of
ness and sales performance. these key questions including how to define
cognizant 20-20 insights | february 2013

2. a holistic mobility strategy, how to integrate iPad Pharma Sales Force Benefits
mobility into sales processes, how to develop a
The iPad provides capabilities similar to tradi-
detailed implementation roadmap and, ultimately,
tional laptops and tablets, but delivers additional
how to get more value from your iPad deployment.
benefits that resonate with pharma sales forces:
The iPad Is Pharma’s Clear
• Instant power-on and battery life: The iPad
Device of Choice comes alive with the touch of a button, unlike
Pharmaceuticals sales representatives have for laptops which take time to boot. It also has a
some time realized the potential of the touch- long battery life, which allows for an always-on
screen tablet. Given their reduced period of time feeling.
in front of physicians, pharma sales reps still
struggle to differentiate themselves and make
• Weight and size: The new iPad is only about
1.46 pounds, making it easy to carry.
an impactful presentation. The ability to provide
clinical information in a visually stimulating • Connectivity: While laptops and tablets are
and interactive format at the point of contact is fitted with Wi-Fi, the 4G/LTE capability of the
clearly satisfying for both the healthcare profes- iPad provides an edge over these other devices.
sional and the sales rep. • User interface fluidity: The iPad has a slick and
stylish user interface that is easy to navigate.
Of all mobile devices, Apple’s iPad is making the The responsiveness of the touch screen gives
greatest impact. With an all-day battery life, an a far more real and involving experience. The
impressive form factor and user experience and sales rep can move among different content
a rapidly expanding portfolio of applications, types and video, animation and media with
the iPad has captivated pharma sales reps and relative ease and a fluidity that doesn’t come
customers alike. This device, which is easier to with traditional laptops.
turn on and operate and is lighter and more user-
friendly than laptops, is quickly becoming the de • Security: Information security on the iPad is
facto choice at most pharma organizations as equivalent to that of laptops when the appro-
well as many medical device companies. Many priate mobile device management (MDM)
have already invested in iPads for their sales software is deployed. There are few issues with
forces, including the following: virus attacks as a result of Apple’s robust iOS
operating system and frequent updates that
• Abbott Laboratories, Medtronic Inc. and protect the device from malware and virus
Boston Scientific Corp. are among those tightly threats.
embracing the iPad.1
• Slick and stylish form factor: The iPad has a
>> For example, medical device giant Medtron- look and feel that is very appealing. It has the
ic, a Minneapolis-based maker of implant- right size to make it easy for personal viewing
able heart devices and other products, and for physician demonstrations, making it a
has bought 4,500 iPads for its sales and more engaging experience.
marketing team, and could buy as many as Among the key benefits for pharma sales reps
6,000 iPads in total. and organizations using iPads for detailing (face-
• Otsuka Pharma and Novartis are also adopting to-face informational meetings between sales
iPads to help improve sales force performance.2 reps and physicians) and other purposes include:
From our work with pharma companies we have
learned that eight of the “Big 10” global pharma
• Improved physician interaction and
engagement:
firms are at various stages of iPad deployment for
their pharmaceuticals representatives. The iPad >> Digital detailing is undoubtedly one of
is such a hit because it is not only proving useful the primary drivers of mobility adoption in
for conducting impactful and engaging conver- pharma sales. The iPad has the ability to
sations with physicians but has the potential to easily demonstrate video, animations and
transform the way pharmaceuticals sales rep- anatomical or product images to physicians
resentatives conduct all of their core activities, at any place or time. Specialty detailing, in
such as call planning and reporting, training and particular, would be greatly enhanced by
other administrative tasks. These, and many other using the iPad with its sharp visual display
iPad applications, are driving pharma enterprises and advanced processor capabilities. Since
towards accelerated deployment of the devices. specialty care sales reps typically get more
2

3. face time with physicians, an iPad can be a >> Some other applications include:
powerful tool to help tell the “story” of a
product or procedure, especially if the nar-
»» Availability of training and marketing
content: iPads enable the use of mobile
rative is complex and better told using vi- apps that can electronically deliver this
sual aids. content on request to the sales reps. With
>> eSampling and eCouponing: Another wireless-enabled (3G or 4G) iPads, on-
feature that helps improve physician in- demand product learning material and
teraction is a mobile application that can certification tools can be made available
electronically collect physician signatures to the sales force for skills enhancement
for sampling or coupons. eCoupons can while they are on the road.
be redeemed and samples ordered during
a physician call, making response and ful-
»» Dynamic call routing using the iPad geo-
location and data visualization capabili-
fillment almost immediate. For example: ties: iPads enabled with geo-location ca-
Veeva’s iRep3 is a physician detailing ap- pabilities can actually help with real-time
plication that can collect digital signatures call activity changes by dynamically re-
from physicians for samples. routing the sales reps based on proximity,
• Process transformation improving traffic and other parameters in the case
productivity: of cancelled appointments (see Figure 1).
These capabilities can help increase sales
>> Sales reps enabled with iPads can per-
reps’ productivity and efficiency.
form call management activities as well
as administrative tasks such as e-mail, ex-
pense reporting, event management setup,
• Faster decision-making through closed-loop
marketing and analytics: With an effective
samples management and call activity re- mobile pharma detailing application integrated
porting while on the move between physi- with any CRM system, pharma sales reps can
cian visits. Representatives do not need to record the information that shapes the direction
wait until day’s end for reporting and other of business and establish plans for the next
administrative tasks. iPads also enable pre- call, almost immediately, either directly after
call preparation and access to critical detail- a sales call, in the elevator or in the waiting
ing material when on the move. The ease of room. Information on products or physician
operation of the iPad makes it more likely orders is captured through easy drop-down
that sales reps capture data throughout menus that limit the amount of text entry
the day, thus enabling more accurate call required. If diligent, the representative need
reporting and improving overall efficiency. only plug the device into the cradle to upload
Dynamic Call Routing Enabled by iPads
Basic Account
Information
Including Product
NRx/TRx Info
Sales Rep
Current
Location Account Related Info
and Services Icons
(e.g., Phone, E-Mail, Route
from Current
Location, Weather)
Hospital Account –
Cancelled
Appt Shown HCP Account
as Red Icon Locations
| ©2011, Cognizant
4
Figure 1
cognizant 20-20 insights 3

4. the day’s activities to the server. With the right is patient-facing regimen reminders for oral
mobile application in place, crucial feedback therapies. The patient registers on a product
from the field becomes Web site or downloads an application and enters
immediately available so basic information (weight, dosage, start date of
The asset library can be sales management and treatment, etc.). Using the same logic contained
used to identify where marketing teams no longer in the approved dosing guide and official package
a graphic has been need to wait until the insert, the app provides continuous automated
end of the week for the reminders (e.g., “Remember to follow your
used and can bring up sales reps to type in their treatment plan today.”) for either taking the
a list of presentations reports to gain front-line medicine or for creating calendar entries via
that need modification, insights. The marketing iCalendar that indicate scheduled follow-up visits
team can react immediate- with a physician. Patient anonymity is paramount
enabling the marketing ly to needs from the sales in making the acceptance of these applications
team to quickly change force with instant alerts successful. To preserve information privacy
and redeploy a specific and actionable insights between the patient, doctor and the pharmaceu-
for the sales reps, greatly ticals company, these apps rely only on inputs the
presentation. improving efficiency and patient self-discloses. For example, consider apps
productivity. that provide the option of selecting the country
rather than “harvesting” IP addresses and carrier
• Brand differentiation and development:
information. Clear guidelines for these practices
According to an online survey of 341 U.S.
are specified in the terms and conditions for the
healthcare professionals (HCPs) completed
application and in many cases are also part of the
in February 2011, 79% would choose Apple’s
“social media agreement” between the company
iPad for professional use.4 There is a strong
and the patient.
preference from physicians for digital detailing
with an iPad. Pharma companies have an As highlighted above, pharmaceuticals sales
opportunity for brand building and to influence representatives and brand/marketing teams
physicians to re-think the level of engagement are beginning to use iPads to deliver interactive
with their sales reps. The improved quality eDetailing presentations. This has become the
of detailing, faster fulfillment of sampling foremost reason for adoption of the iPad in the
and medical information requests and other industry. eDetailing and “closed-loop marketing”
value-adds provided through useful mobile (CLM) build on a 10-year tradition that began
applications and tools for customers can help with the first widespread use of tablet PCs. The
with pharma companies’ brand-building efforts. workflow process for medical, regulatory and
• Cost reduction: Mobile devices like the iPad legal reviews and approvals is also made more
require an initial investment in hardware, manageable by using the iPads in combination
technology and supporting infrastructure, but with an asset library platform. Acting as a col-
in the long term they can help lower overall laboration center, the asset library also stores
operating costs. All content ranging from the release version of every presentation along
marketing material to training content can with its component assets. A practical example of
be pushed to the mobile device and made this benefit is when a graphical image needs to be
available almost immediately to pharma sales replaced throughout all presentations. The asset
reps. The costs of physical distribution and library can be used to identify where a graphic has
implementation are significantly lower as most been used and can bring up a list of presentations
sales processes can be digitized and virtual- that need modification, enabling the marketing
ized. In addition, the overall increase in produc- team to quickly change and redeploy a specific
tivity and efficiency has the potential to result presentation.
in substantial cost savings.
Finally, end-user services are key to the success of
These benefits are steering pharma companies product reminders and eDetailing. These include
toward aggressive adoption and deployment of raising awareness and training of product support
mobility solutions, and particularly iPads. teams that handle phone or chat support for a
product and the redeployment of released pre-
The Current State of iPad Adoption sentations following a break-fix incident with the
As noted, many pharmaceuticals companies are sales representative. Integration with CRM data
deploying iPads and developing mobile appli- also provides an enhanced view of the customer
cations for the iPad and iPhone. One example and enables the sales representative to manage
cognizant 20-20 insights 4

5. Top-Eight Global Pharma Status on Sales and Marketing Mobility
Field Force HCP Medical Brand/TA Apps
iPad Deployment SFA Deployment Education Information for Physicians
to Field Force to Field Force Courseware Requests/Delivery
(Diagnostic Tools,
Patient Interaction, etc)
Pharma 1
Pharma 2
Pharma 3
Exploring
Pharma 4
Underway
Pharma 5
Deployed
Pharma 6
Pharma 7
Pharma 8
Figure 2
an ongoing sequence of presentations with the are either evaluating or beginning to implement
physician over several weeks that build upon a mobile devices for their sales forces and have
common theme or message. integrated mobility only partially into their sales
processes and strategies. Most pharma companies
Pharma companies are at various stages of iPad today are deploying mobility solutions in a very
deployment. Pilots and implementations for fragmented manner, for a few specific functions
eDetailing, sales training and mobile CRM are in the sales process. For example, iPads are being
currently under way. Figure 2 offers a snapshot deployed for eDetailing and branded mobile apps
of the current stage of deployment of various targeted at the patient or doctor. These mobility
mobility initiatives by pharma companies for use deloyments, therefore, are apt to become silos
by their sales forces. of information unto themselves. The systems
are not able to share data, making it diffcult for
Based on work with multiple pharma companies,
sales forces to achieve the full value from their
we have developed a maturity model to capture
investment in mobile technology and its potential
the journey many organizations have followed to
capabilities.
implement iPads across their sales forces. Figure
3, which depicts the current state of mobility In this regard, pharma companies have many
adoption in pharma, reveals that most pharma unexplored opportunities. Moreover, some are
companies are somewhere in the middle. They facing challenges in their attempt to implement
Pharma’s Current State of Mobility Adoption and Maturity
Fully Internal Maximum use of
Developing a Implementing mobile technology
Integrated discussions in
holistic mobility closed loop – geo-location
into Sales progress. No
strategy for the marketing and
Level of Mobility Integration
enterprise-wide services, real-time
Strategy sales force. analytics. analytics ,etc.
initiative.
Few pharma companies
Trial and proof are still in the awareness
Partially Internal Rolling out Mobile SFA
of concept on and evaluation stage.
Integrated/ discussions in iPads to sales deployed – call
progress. No training and
Select force for management
enterprise-wide detailing
Processes detailing and and reporting . Most pharma
initiative. content-based
SFA processes. companies are here.
processes.
Aware of Mobile enabling
Mobility Piloting use of Deployed mobile Barely any pharma companies are
mobility tools all Web sites and
as an eDetailing devices for detailing in the very early or very mature
but still using providing mobile
through and marketing stages of mobility adoption.
Enabler traditional devices for detailing.
iPads. information.
sales tools.
Aware and Evaluation & Adopted/
Implementing
Interested Trial/Pilot In Use
Stages of Mobility Adoption
Figure 3
cognizant 20-20 insights 5

6. mobility. Specifically, they are struggling with • How should the iPad be used for detailing and
making the leap to fully integrate mobility into demonstrations? What is the actual perfor-
their sales strategy to realize all the potential mance of the iPad-enabled sales rep in front of
benefits of mobile technology. the physician?
Defining a Holistic Mobility Strategy to Fully
iPad and Mobility Implementation:
Leverage the iPad
Questions and Challenges
A holistic mobility strategy is essential for any
Pharma companies are asking many questions successful iPad deployment and mobility imple-
about how to most effectively and efficiently mentation. Unfortunately, many companies have
deploy and use mobile solutions for their sales deployed iPads without first developing such a
forces. Some of these important questions strategy, and have few economic benefits to show
concern the actual purpose of these mobile for it.
devices for the sales force, the level of readiness
for implementation and what challenges they will We have a robust approach to developing
face during implementation. a mobility strategy, which serves as a good
mechanism to start defining the objectives and
Among the most common questions we have expectations from such an important investment
encountered in our discussions with our clients (see Figure 4). This mobility strategy includes the
are: following six dimensions:
• Can the iPad really replace the laptop or is it a • Architecture and device strategy: This
complementary device? dimension ensures that important architec-
• Technology-related questions such as: What tural questions are considered and answered,
should the application landscape on the iPad including defining a device strategy, determin-
be? What is the most suitable CRM platform? ing the mode of deployment and selecting an
appropriate mobility platform.
• Some companies, having deployed iPads as a
pilot for one specific purpose, are asking how >> Device strategy: Pharma companies must
to expand functionality and scale up to address think about whether they want to go with a
the needs of the entire sales organization, as single or a multi-device strategy, where the
well as how to enable additional collaboration. iPad is either the only device that the sales
force uses or where it is used in addition to
• How should the content development and
the laptop. The device strategy is driven by
delivery platform be set up?
how much the pharma company is willing
• How should they gather and act on business to take advantage of the disruptive pow-
intelligence through the iPad?
Principal Elements of a Holistic Mobility Strategy
Governance
• Portfolio management for business value?
• Standards and policies?
• Decision-making/funding for PoCs?
Competitive Advantage and ROI Process Impacts
• Build or buy? Business • What processes will change?
• Differentiation or transformation? • Any new processes?
• What is theROI?
Justification • Organizational change?
• Ancillary benefits? • Should the mobile effort be • Impact on security?
embarked upon?
• What should the approach be?
• What is the right timing and
timeframe for ths effort?
Architecture • What is it going to cost? Success Factors
• Backend integration? • Risks and rewards?
• 2-3 year roadmap? • Mobility partner(s)?
• Mode of deployment?
• Roadmap and long-term plan?
• Device strategy?
• Organizational readiness?
• Appropriate platforms?
Skills and Competencies
• Technology skills (core vs. context)?
• Onshore vs. Offshore?
• Buy vs. organic growth?
Figure 4
cognizant 20-20 insights 6

7. ers of iPad functionality, instead of merely >> Application landscape: The application
replicating Web site capabilities on the mo- landscape should be developed and defined
bile device. It also requires rethinking the by the business purpose of the sales organi-
business processes and activities that sales zation and the related processes and activi-
reps currently perform using a laptop, and ties that these applications should support:
whether they would continue to execute Should the application landscape cover
such activities on the iPad in the future. Are eDetailing for showcasing content? Do we
these activities truly adding value? From expect to capture customer responses,
our conversations with pharma clients, only questions and requests for informa-
two companies so far have decided to go tion through the detailing process? What
with a single device strategy. back-end technology integration would be
needed to capture customer responses and
>> Mobility platform: An integrated mobil-
intelligence? What kind of CRM platform
ity platform can help scale the technology
and integration would be required? These
implementation to the entire pharma com-
questions need to be carefully considered
mercial organization and associated busi-
before determining which applications to
ness processes. Fragmented deployment of
include on the iPad.
mobility applications will only create silos of
information and prevent the seamless flow • Impact on business processes: Once the
of information, which will hamper decision- activities and functions to be performed by
making. Another criterion for the selection sales reps on the iPad have been identified, the
of an appropriate mobility platform is the organization should evaluate what business
ability to support and target multiple mo- processes will be impacted by the implemen-
bile operating systems, such as Apple iOS, tation of the mobility platform. In addition,
Android, Blackberry, Symbian and Windows senior decision-makers should consider: What
Mobile. IT systems and processes will be impacted to
support the change in business processes?
Quick Take
Enabling iPad-Based Detailing via a Global Collaborative
Marketing Platform
Business Situation: The European regional head- creation of the presentations based on HTML5
quarters of a major pharmaceuticals company pages that are rapidly re-tagged and converted
was committed to the benefits of having its sales into the final presentation format. HTML5 as a
force use iPads, to replace its existing tablet PCs portable format allows the operating factory to
for eDetailing. In anticipation of the wider use of rapidly build, localize and transform raw content
iPads by the competition, its challenge was to to generate multiple versions of the original pre-
find the best way of systematically utilizing newly sentation. The factory also offers the foundation
created and existing marketing materials so that of a scalable “core-flex” service model to increase
localized versions of master content could quickly output and meet demand during new product
be created and modified. campaigns or product launches to ensure simulta-
neous rollout of presentations in several countries.
Challenge: Without an underlying common orga-
nizational framework, the multitude of languages, Benefits: The digital asset library catalogues every
cultural needs and regulatory requirements would component used in the process for reuse in future
require each country to initiate costly new projects marketing initiatives. We modified the metadata
with local agencies across every brand. The vision model to include presentation-specific character-
was to have a centralized and inexpensive method istics that allow marketing teams to quickly reuse,
of reusing assets and master presentations to update, track approvals and replace marketing
develop and manage local content. collateral on every iPad with ease.
Solution: We conceptualized a content devel-
opment factory and digital asset library for the
cognizant 20-20 insights 7

8. What other business processes must change to competencies required for an iPad deployment
enable a global deployment? as well as for ongoing support.
Content creation and delivery is one of the Brand strategy and management is a core
key business processes to be impacted, and function, but creating and delivering content,
this process can impact the scale of mobile or reusing or repurposing existing content
enablement. One of the core capabilities for may not be a core process. Similarly, mobile
successful iPad usage is the content creation technology skills may not be readily available
and delivery capability. Important questions to within the organization for platform develop-
be answered around this topic include: ment, application development, integration
and analytics. These skills will either have to
>> How can content development and delivery be built over time or acquired more rapidly by
capabilities be centralized for mobile and
working with an experienced partner.
multichannel marketing initiatives and pro-
cesses? • Competitive advantage and ROI: Outfitting
the sales organization with iPads requires
>> Will these capabilities be created internally investment in a supporting platform, applica-
or shifted to a partner?
tions, content, infrastructure and other areas.
>> What systems are needed to support con- “Build or buy” will be a key question to answer
tent collaboration? here — i.e., either to build a mobile application
platform from scratch or to work with a mobile
>> How will content be delivered to the iPad? platform service provider that can provide
• Skillsand competencies: Depending on the hosted solutions. What is the ROI in both these
analysis of business processes that get scenarios? Are there other technology invest-
impacted (such as a core vs. context analysis ments already made that can be leveraged?
that helps evaluate which processes should be
entrusted to a partner or kept internal), orga- Another important related element is how a
nizations will need to evaluate the skills and pharma company can differentiate itself from
Quick Take
One-Device Strategy and iPads for a Pharma
Contract Sales Organization
Business Situation: While working to implement typically performed manually, or on disparate
a new commercial model for a contract sales systems. This allows the representative to focus
organization (CSO), we developed an end-to-end on tasks that truly add unique business value.
solution to allow the company to deploy an By applying an iterative process of isolating key
industry first “one-device” solution for its repre- areas of value and then simplifying the way the
sentatives. user can capture that value, the team created a
focused user experience that goes beyond simply
Challenge: To take advantage of the unique
replicating the functionality of existing desktop
strengths and limitations of the device, the needs
applications.
of sales representatives had to be balanced with
the needs of the home office. Benefits: Sales representatives conduct all
their promotional and administrative activities
Solution: We set up a cross-functional team of
using their iPads and will not require a separate
consultants with sales and marketing experience,
laptop either on the road or at home. The end
client area sales directors and home office staff,
result is a streamlined system that delivers a
with the goal of deconstructing a sales rep’s
user experience focused on the needs of sales
day and identifying which key iPad-based tasks
representatives and healthcare providers, while
truly create unique business value. In order
delivering lower total cost of ownership and
to meet this challenge, we analyzed the sales
enhanced value to the home office.
force activities and business needs to automate,
redesign or eliminate many activities that were
cognizant 20-20 insights 8

9. others that are proceeding with mobility and
iPad deployments. Will it be through the type Quick Take
of mobile applications, the ability to respond Holistic Mobility Strategy
to sales rep and customer requirements? Will
and Deployment for a Global
it be the ability of its sales reps to build better
customer relationships? Clearly articulating
Medical Device Maker
the business objectives is a prerequisite to Business Situation: We have assisted a global
achieve a successful iPad deployment. medical device firm to develop a holistic strategy
and deployment roadmap for mobile devices that
• Governance: This is among the most critical will address deployment in the U.S., Europe, Asia
dimensions of a holistic mobile strategy.
Governance is simply about policies and and Latin America. The strategy includes estab-
standards; a key element is who sets these lishing the client’s existing mobile device and
policies and procedures, and how standards application baseline, analyzing current and future
are enforced. Among the most important operating expenses and content management
aspects of governance is security and infor- trends as well as developing and recommending a
mation protection — especially given pharma’s BYOD posture and roadmap.
regulatory oversight requirements. What will
Benefits: When implemented, this strategy is
be the governance plan for the new mobile-
projected to reduce annual operating expenditures
enabled sales force for devices, applications
by over $2 million. We are also assisting the client
and other information they can access or use
in developing and implementing mobility security
over the mobile device? How will the pharma
capabilities that will enable the transition from a
company enforce governance on the applica-
corporate-liable mobile device environment to
tions and data used on the mobility platform?
one that is primarily BYOD as part of its holistic
Should pharma companies restrict access or
mobility strategy to reduce corporate risk and
allow access to other applications for the sales
raise employee satisfaction.
force? Will pharma companies allow “bring
your own device” (BYOD) and, if so, what will
be the security requirements in terms of data,
access, applications, etc.? (For more detail on
this issue, please see our white paper Making
BYOD Work for Your Organization.) »» What processes, infrastructure and sys-
tems are critical, and thus need to be de-
• Success factors: Among the critical mobility veloped initially?
deployment success factors for organizations
to consider are: »» How long will it take to prepare the base
architecture and platform?
>> Organizational readiness: Is the sales
»» What is the most cost-effective deploy-
force ready to adopt and operate on mobile
ment approach?
devices? How will the organization enable
the transition of the sales force from their »» How long will it take to complete a pilot
earlier devices and modes of operation to implementation or a stage-by-stage im-
the new mobility platform, device and pro- plementation?
cesses? What change management strat-
Benefits of a Holistic Mobility Strategy
egy will be used to make the sales force
Thinking through each of these six dimensions
comfortable with the new device and pro-
outlined above will be needed to define and
cesses? What will be the mode of deploy-
build a holistic mobility strategy best suited to
ment of mobility to the sales force? What
the organization. This exercise of defining the
will be the training and adoption plan for
mobility strategy and roadmap will help answer
the sales force?
important questions that provide the necessary
>> Developing a mobility implementation business justification for the effort, such as:
roadmap: A systematic and phased imple-
mentation plan is critical to mobility-en- • Will this iPad deployment help enable the
abled sales transformation. Not all sales company’s vision, and address the business
processes and sales forces can be trans- requirements to achieve this vision?
formed together. A detailed mobility road-
map will help determine the following:
• How long will it be before we begin to see the
benefits of the iPad implementation?
cognizant 20-20 insights 9

10. • Have we taken the best approach for this • Provide approximate timelines for implemen-
implementation? tation and for when the transformation will
actually begin to yield results.
• What is the cost associated with the entire
implementation, as well as with each stage
Looking Ahead
in terms of infrastructure, IT systems and
resources? With its high-quality aesthetics and robust capa-
bilities, the iPad has generated a lot of excitement
• What are the associated risks and critical in the pharma and medical devices industries; the
dependencies for this implementation? iPad has proven to be the device of the future
As previously noted, defining a holistic mobility for the sales force. Most pharma companies have
strategy will help provide a well-thought-out started deploying or are looking to deploy the
approach and implementation roadmap with iPad for their sales force, but they understand
suitable business justification on costs and and appreciate that it is not a silver bullet.
expected timelines and benefits.
This paper provides thoughts on how to increase
Such a strategic, integrated and holistic approach the chance of success of an iPad implementation,
to defining a mobility strategy can not only greatly such as defining the mobility strategy and imple-
reduce the risks and resistance in adopting a new mentation roadmap that will guide and enable
technology platform and approach, but can: a successful deployment. The key is to realize
that the iPad will only deliver its full value when
• Help estimate the approximate effort involved it is enabled by transformed business processes
and the cost of investing in mobility transfor- as well as being integrated with the other key
mation over time. systems the sales organization uses. We have
• Help plan a two- to three-year roadmap for the invested significantly in this area and stand ready
transformation. to help pharma companies to get the most value
from mobility in general and iPads specifically.
• Outline the clear goals and outcomes expected
at each stage of implementation.
• Highlight the risks and dependencies involved
and the key areas of focus for this transforma-
tion.
Footnotes
1
Wall Street Journal, “iPads Are Latest Weapon in Medical Sales” — http://online.wsj.com/article/SB1000
1424052748703493504576007723119984758.html and “Abbott, others using iPad in medical sales” —
http://archive.chicagobreakingbusiness.com/2010/12/abbott-other-using-ipad-in-medical-sales.html.
2.
“Future Pharma: A closer look at the iPad in pharma/physician relations” — http://social.eyeforpharma.
com/uncategorised/future-pharma-closer-look-ipad-pharmaphysician-relations.
3.
“Next-generation CRM for the Apple iPad“ — http://www.veevasystems.com/crm/irep/.
4.
“iPads Are the Tablet of Choice Among U.S. Physicians”— Aptilon corporation press release —
http://www.pharmiweb.com/pressreleases/pressrel.asp?ROW_ID=36931&channel=5#.UQnBwIblDvh.
cognizant 20-20 insights 10

11. About the Authors
Thierry Kahane is a Principal in Cognizant’s Life Sciences Business Consulting Practice, with 12 years
of management consulting experience in designing and delivering complex business and IT transforma-
tion programs across life sciences and other industries. He has expertise across the life sciences value
chain, with a particular focus on sales and marketing (new commercial models, mobility and closed-
loop marketing) and R&D (clinical development). Thierry has established credentials in the design and
delivery of strategic initiatives, the program management of large and complex enterprise transfor-
mations and change management and communications. He holds an M.B.A. from Columbia Business
School, and a master’s degree in commercial engineering from Brussels University. He can be reached
at Thierry.Kahane@cognizant.com.
Dr. Elby Nash is a Principal with Cognizant Business Consulting’s Mobility, Social Media, Analytics and
Cloud Practice. Dr. Nash has been a senior management consultant, executive and innovation leader in
the pharmaceuticals, medical device and other industries for over 30 years and is an expert on mobile
technology, eHealth and the deployment of emerging technologies to drive business differentiation and
productivity. Dr. Nash is a thought leader and successful practitioner on the establishment of enterprise
innovation capabilities and has successfully led the development and deployment of mobile solutions
for patient-centered medicine for the “Big Five” global pharmaceuticals firms. He can be reached at
Elby.Nash@cognizant.com.
Robert Yawn is a Senior Manager in Cognizant’s Life Sciences Business Consulting Practice in Swit-
zerland, with 15 years of management consulting experience in Europe and North America focused
on pharmaceuticals commercial transformation initiatives. His experience ranges from developing
strategies for engaging key opinion leaders via social media to directing pan-European implementa-
tions in customer relationship management (CRM) and closed-loop marketing (CLM) involving large-
volume and highly complex customer master and sales data. Robert has bachelor’s degrees in finance
and information and decision sciences, both from the University of Illinois. He can be reached at
Robert.Yawn@cognizant.com.
Seema Raman-Jayakumar is a Senior Consultant in Cognizant’s Life Sciences Business Consulting
Practice, with nine years of experience in business development and marketing, product develop-
ment, technology and process consulting across life sciences and other industries. She has expertise
across the life sciences value chain, with a particular focus on sales and marketing (customer and
sales data management, reporting and multichannel marketing). She has considerable experience in
business analysis and project management of large transformation programs and application develop-
ment projects. Seema holds an M.B.A. in marketing from T.A. Pai Management Institute, India, and a
bachelor’s degree in computer technology from PSG College of Technology, India. She can be reached at
Seema.Raman@cognizant.com.
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-
sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in
Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry
and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50
delivery centers worldwide and approximately 156,700 employees as of December 31, 2012, Cognizant is a member of
the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing
and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.
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