carealize - crm performance scan for life sciences 2013

Survey Results 2013 www.carealize.com

CRM Performance Scan for Life Sciences

INTRODUCTION

CRM Performance Scan for Life Sciences - Survey Results 2013 www.carealize.com


Introduction: Survey Setup

INTRODUCTION ADOPTION CAPABILITIES STRATEGY PLATFORMS CLOSING


Introduction: Survey Setup


Adoption Perception, Project evaluation, Critical Success Factors, Experienced issues, etc.

Capabilities

Standard practices, Planned future capabilities, Customer communication

channels, Transparency, etc.

Strategy Governance, Processes, Stakeholders, Drivers, Segmentation model, etc.

Platforms

Platforms in use, System integration, Mobile devices,

Platform evaluation, etc.

SURVEY THEMES


Introduction: Participants

INTRODUCTION ADOPTION CAPABILITIES STRATEGY PLATFORMS CLOSING D

EP

AR

TM

EN

T

OP

ER

AT

ING

LE

VE

L

IND

US

TR

Y

Other:

Sales & Marketing Effectiveness

Healthcare Compliance & Privacy

Business Support

All of the above

Participant roles:

IT Leader

IT manager

Sales Manager

Program Manager

CRM Manager

SFA Manager

Director Systems & Technology

Compliance Officer

Business Support Manager

11 Life Science & Healthcare Companies

THEME 1: ADOPTION & AWARENESS




Ownership of CRM lies with Sales

Most companies experience the implementation of CRM as a difficult process that does not fully

live up to expectations

CRM Strategy, Customer data integration & Change management are critical success factors

Lack of senior endorsement, managing expectations, unclear processes and insufficient communication

are main issues when rolling out a CRM project

ADOPTION & AWARENESS - Key Insights

CRM is considered as a strategic enabler

Question 1: Your top management considers CRM as?



Other:

A tool to monitor the execution of the strategy

Can do without however is one of the first things

that needs to be ready when entering a new

country

Question 2: Ownership of CRM within your organization lies with?



Other:

Sales effectiveness leader / Marketing

Global function

Healthcare compliance

Question 3: If you have implemented or are implementing a CRM

project, how would you evaluate it?



Question 4: Please rank the critical success factors for your CRM projects



Other:

Leadership engagement, recent

technology enabling innovation and

agile response to business needs

Corporate sponsorship

Reporting and Dashboarding

'Whats in it for Me' at all levels

Communication and End-User

engagament

Easy to use. SPEED

73 %

9 %

9 %

9 %

9%

27%

18%

18%

18%

9%

9%

27%

18%

9%

9%

27%

9%

18%

18%

36%

9%

9%

18 %

9 %

27 %

45 %

18 %

18 %

18 %

36 %

9 %

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

CRM strategy

Customer data integration

Change management

Project management

Technology implementation

Training & Coaching

Criticality 1

Criticality 2

Criticality 3

Criticality 4

Criticality 5

Criticality 6

Other:

User adoption rate, Information

delivery specifically in support of

customer centricity

Dedicated resources from business

side

Time elapse between scope

agreement and Go Live and changes

in Business environment

Question 5: What are the main issues you are dealing with when rolling

out your CRM program?



36 %

27 %

9 %

9 %

9 %

9 %

36 %

18 %

9 %

9 %

27 %

9 %

36 %

18 %

9 %

18 %

9 %

18 %

18 %

9 %

18 %

9 %

27 %

18 %

9 %

27 %

9 %

36 %

27 %

9 %

27 %

36 %

36 %

18 %

36 %

9 %

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Lack of senior endorsement

Managing expectations

Unclear processes

Technology issues

Limited/No budget

Relevant skills not available

Insufficient communication

Prio 1 Issue

Prio 2 Issue

Prio 3 Issue

Prio 4 Issue

Prio 5 Issue

Prio 6 Issue

Prio 7 Issue

Question 6: All users of the CRM system are thoroughly trained when

they start?



Question 7: CRM brush-up trainings are organized on a regular basis?



THEME 2: CAPABILITIES




Marketing Campaigns & Closed-loop Marketing are key capabilities planned for future use

F2F Salesrep, E-mail, eDetailing, Medical Education & Brochures are mainly applied for customer communications.

Most participants did not define a multichannel strategy

Customer Master Data, Prescription Data & Marketing Data are purchased from an

external data provider

Most participants have validated processes for managing value transactions but compliance needs are often only

partially met. Transparency reports are mainly created manually

CAPABILITIES - Key Insights

Salesforce Automation, Segmentation & Targeting, Sales Performance Analysis & Event Management are considered as standard practice capabilities

82%

73%

73%

64%

45%

36%

36%

27%

18%

9%

9%

9%

9%

9 %

18 %

9 %

9 %

9 %

18 %

27 %

64 %

55 %

27 %

27 %

73 %

73 %

73 %

27 %

27 %

27 %

36 %

18 %

9 %

45 %

36 %

9 %

9 %

18 %

55 %

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Order Management

Clinical Trial Management

Patient Support

Medical Affairs Module

Service Management

Salesforce Automation

Sample Management

Marketing Campaigns

Key Account Management

Sales Performance Analysis

Segmentation & Targeting

Event Management

Closed-loop Marketing

Not Used

Pilot

Standard Practice

Future Use

Question 8: Which of the following capabilities are covered by your

company’s CRM program?



Question 9: Which CRM data is analyzed/visualized in your reporting

environment ? (Multi-select)



Other:

Sales funnel

promotional activities:

organisation of scientific events

events & interactions

Coverage frequency call rate

Sampling

Question 10: Did your company define a multichannel strategy?



Question 11: Which channels are used for customer communications by

your company? (Multi-select)



Question 12: Which data do you purchase from an external data

provider? (Multi-select)



Question 13: Are your company’s business processes ready to disclose

individual and aggregate payments?



Question 14: Are your company's systems used for generating

consolidated value transaction reports?



THEME 3: STRATEGY




CRM processes are supported by basic procedures but documentation is fragmented and not always up to date

Customer segmentation models based on potential, penetration and influence are considered

as standard practice. Attitudinal & Channel based segmentation are planned for the future.

Focus on “traditional” stakeholders like Key Opinion Leaders (KOLs), Specialists, General

Practitioners & Hospitals

Customer acquisition and revenue generation are the main drivers for CRM

STRATEGY - Key Insights

Governance of CRM is mainly organized in the form of a dedicated Center of Excellence



Question 15: How is the strategic governance of the CRM program

organized in your company?

Other:

Healthcare Compliance & Privacy Leadership



Question 16: How does your company manage and enforce CRM

processes?

45%

27%

9%

9%

9%

9 %

9 %

9 %

18%

36%

91%

91%

64%

27 %

27 %

18 %

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Channel Based

Attitudinal Based

Potential

Penetration

Influence Based

Not Used

Pilot

Standard Practice

Future Use



Question 17: How would you describe your company’s customer

segmentation model?



Question 18: Which stakeholders are you focusing on? (Multi-select)



Question 19: Please indicate the relevance of the listed drivers for doing

CRM.

1

2

3

5

4

1

2

3

5

4

1

2

3

5

4

Revenue Generation

Cost Reduction

Customer Acquisition

3,5

2,1

4,0



Question 20: Regarding the CRM budget for the coming year, do you

envisage an increase, decrease or similar budget?

82 %

82 %

73 %

55 %

36 %

27 %

9 %

27 %

45 %

64 %

9%

18%

18%

18%

27%

18%

27%

9 %

9 %

18 %

9 %

9 %

9 %

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Business Process Champion

Business Analyst

Project Manager

Change Manager

Support Agent (CRM-trained)

CRM Technical Analyst

CRM Developer

In-House

Outsourced

Mixed

Not Applicable



Question 21: Which supporting roles are identified within your company?

THEME 4: PLATFORMS




The iPad is the leading mobile device for CRM field users

CRM systems are mainly integrated with ERP, Contract Management & Call Center systems

Low satisfaction rates for and neutral attitutde towards current CRM systems.

The average NSP score for CRM is only 5/10!

Almost every participating company is re-evaluating its CRM system

PLATFORMS - Key Insights

Veeva, Oracle-Siebel and Cegedim Mobile Intelligence are the main CRM platforms



Question 22: Which CRM System do you currently use?

Other:

Siebel, SFDC and Veeva

HCC LIFE

Teams (Rx) & Mobirep (OTC)

Both Cegedim MI and MS Dynamics are used.

Currently building Veeva. In the future 1 system

will survive



Question 23: Which are the primarely used mobile devices for consulting

your CRM system? (Multi-select)

Other:

None

Laptop

Outlook on laptop



Question 24: Your CRM system is currently integrated with? (Multi-select)

Other:

European Datawarehouse

Adverse event reporting system

Drug complaint reporting system

Medical questions system



Question 25: Are you planning to re-evaluate your current CRM

platform? Reasons for re-evaluating your platform?

Reasons for re-evaluating your platform:

Current platform updated, does not support

innovation, does not meet current anticipated

future needs, total cost of ownership high due to

customization effort

We will switch to a mobile platform: MI Touch

Change of platform in near future

Business Model change and Supplier Roadmap

Corporate has chosen a global CRM-system

Comparing the CRM platforms currently used in

EU to move forward using one system



Question 26: How likely would you recommend your current CRM system

to your colleagues?

1

2

3

4

5

6

7

8

9

10

5,1 Average

CLOSING




Question 27: Which CRM improvement initiatives are you looking at?

1 Review technology landscape in order to get more flexible and agile.

Back from one platform serves all to best in class solution.

2 CRM tool which is able to monitor the customer needs and customer preferences.

Should be able to record all actions against a customer and his reactions against these.

3 Multichannel Customer Centric with the opportunity to link to Content Management System.

4 Integration with compliance systems. MSL module. Key account module.

5 Mobile use (pre-call, post-call), Closed-Loop Marketing (CLM).

6 Key Account Management (KAM) Module.

7 Adapt more to business needs.

8 Currently rolling out Veeva.

9 Sampling, closed-loop marketing.

10 Transparency.

11 Veeva.


Tom Van den Bulck Managing Partner

email [email protected]

mobile +32 (0)473 910423

Tommy de Haan Managing Partner

email [email protected]

mobile +32 (0)486 295115

Carealize NV

Accentis Business Center

Duwijckstraat 17

2500 Lier

T +32 (0)3 488 75 05

E [email protected]

W http://www.carealize.com

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