Kurt Salmon Etude Digital Pharma - WEB-Version

Digital Pharma
What Impact on the Business Organization?

DIGITAL PHARMA : WHAT IMPACT ON THE BUSINESS ORGANIZATION?
About Kurt Salmon
Kurt Salmon is a management consultancy focused on business transformation.

Our 1,400 consultants advise companies top management on projects that have a tangible impact
on the success of their businesses and, in particular, their transformation projects.
We help top management teams explore new directions. Our consulting teams work closely with
company leaders to understand where their market is heading and to help them identify future
trends and key drivers in their business sector.
www.kurtsalmon.com @KurtSalmonFR
Kurt Salmons Pharma practice, in brief
More than 50 dedicated consultants

Client project work includes some of the worlds biggest pharmaceutical companies
Proven experience in strategic, operational and industrial fields
2
Table of Contents
Abstract 4
Survey methodology 5
Executive summary 6
Digital Pharma: key numbers 7
Digital Pharma: A new culture 8
Evolving business models 9
Digital Pharma & customer service 10
Digital Pharma opportunities 11
Digital Pharma challenges 12
Digital Pharmas impact on the value chain 13
Digitals increasing impact on pharma communications 14
A lack of organizational structure to support a digital strategy 15
Digital roadblocks: traditional communication strategies and restrictive regulations 16
The end of marketing exclusivity 17
Digital CRM: room for improvement 22
Roadmap for a successful digital strategy 24
Think about digital strategy across departments 25
Assess new opportunities for innovative services aimed at health care partners and patients 26
Build in-house digital expertise 27
Understand the regulations 28
Key survey contributors 29

Abstract
This document presents the results of our value chain, from drug discovery to sales.
survey Digital Pharma: What Impact on the We then delve into the findings of the Digital
Business Organization? The survey involved Pharma survey itself:
more than 40 pharmaceutical companies
and 500 senior pharma executives in the Digitals increasing impact on
European G5 countries. pharma communications details
Kurt Salmon believes that digital capabilities the expectations of pharmaceutical
are not only critical to pharmaceutical executives on the evolving trends in
companies ability to improve the way they digital communication as they relate to
roll out new products, but to increasing all health care stakeholders.
the pharmaceutical industrys contribution
to health care by enabling it to provide A lack of organizational structure to
innovative services to improve patients support a digital strategy and Digital
outcomes. roadblocks: traditional communication
In order to increase the perceived value of strategies and restrictive regulations
pharma within the health care system, the look at the implementation of digital
industry is striving to respond to the needs strategies in pharmaceutical companies
of all stakeholders: health care professionals, and the main obstacles to implementation
patients and payors. In the meantime, the that currently exist, respectively.
culture of pharmaceutical companies is
shifting from one of separate departments The end of marketing exclusivity
working vertically to one that is cross- presents the digital trends that are not
functional. As they seek to boost their only impacting marketing and sales, but
performance even further, companies have also the medical, regulatory and market
been applying digital capabilities to some access functions.
of the industrys more traditional projects in
order to create synergies across departments. Digital CRM: room for improvement
offers up survey participants views on
The aim of this survey was to assess the impact of the customer relationship management
digital technology on pharmaceutical companies systems being used in their organizations.
and, in particular, to highlight the potential synergies
such capabilities can create within individual In the final section, we provide a roadmap for
organizations a successful pharmaceutical digital strategy.
In the Digital Pharma opportunities section,

we present our vision on the industrys
current digital capabilities and to what
extent they help it respond to customers
increasing needs. We then look at some of the
biggest challenges faced by pharmaceutical
companies making the transformation to
digital. We present as well an overview of
the impact digital has on the pharmaceutical
4
Survey methodology
Digital Pharma: What Impact on the Business Organization?
Kurt Salmon conducted a survey The majority of participants have either

involving more than 40 pharmaceutical global or regional positions and are
companies and 500 senior executives based in the G5 European countries
working in the following functions:
The survey was conducted via an
Marketing/Sales
online questionnaire (from May through
Market access September 2013) and includes interviews
Regulatory with key stakeholders working in global
Medical digital strategy
5
Executive summary
88% of survey respondents expect 68% of survey participants believe they

digital communication with specialists to have a well-defined CRM strategy within
increase. GPs come in at second place their organization. Nevertheless, their
(83%), followed by pharmacists (78%) CRM solutions do not adequately address
the challenges associated with Digital
63% believe that having a well-defined Pharma, as just 32% of participants think
digital strategy within their organization they possess the appropriate digital
is important. But just 29% of them think capabilities
that they have the right team in place to
execute it 80% of participants are considering an
increase in future digital CRM investments
A combination of legacy communication
strategies and culture is considered The main obstacles to implementing
by 68% of participants as the main digital CRM programs appear to be a lack
obstacle to the implementation of digital of time and resources (38%) and lack of
capabilities visibility into the investments needed
(36%)
Digitals impact on most functions is
viewed as moderate, with marketing and
sales seeing the most impact:
Digital marketing investments: 94%

of participants expect an increase
in investments in e-promotional
materials (trigger-based marketing),
fo l l owe d by i nve st m e n t s i n
smartphone applications (88%)
Digital market access investments:

61% expect investments in key account
management solutions to increase the
most
Digital regulatory affairs investment:

just half of survey participants expect
investments to increase; the other half
does not
M e d i c a l scientific liaison
e-communication using digital tablets
appears to be the digital investment
that will increase the most within the
medical department (82%)
6
Digital Pharma: key numbers
Depending on ones background, the word digital can evoke different

meanings. Indeed, digital covers a wide set of technologies and capabilities
6.3 12 billion
Data volume grows
billion 40% annually

connected
and is expected to grow
mobile objects today, 44-fold between 2009
subscriptions 50 billion by and 2020 3
around the 2020 2
1
world in 2012
Implementing digital capabilities raises a What skills/job titles are required to

number of questions for companies. Among properly run a digitally enabled business
them are: (CIO? Community managers?)
To what degree must digital and Is it better to hire people with those skills
traditional business divisions be separate or to outsource?
or integrated?
Whats the best way to implement the Whats the mindset required to succeed
expertise required to run a digitally in a digitally enabled business? Whats
enabled business (for example, centralize the best way to get people to be not
it or spread it across locations and only proficient with digital capabilities,
divisions)? but comfortable with them?
ADSL, Fiber
3G, 3.5G, 4G, Wi-Fi, WiMAX
NFC, RFID
Networks
Cloud computing
Semantic web
PCs
Geolocation
Mobile scan Technical Mobile
Devices Smartphones
3D Capabilities Tablets
Augmented reality
E-books
Communicating objects
Voice recognition
Image recognition
Platforms &
Services
Web, mobile E-detailing

Social media Videoconferencing, chat, webcasts, webinars
Collaboration tools Digital signature
E-commerce Digital signage (in-street screens, in-store screens)
M-payment Contactless services (card)
1 EricssonFebruary 2013 - 2 EricssonFebruary 2011 - 3 McKinsey Global Institute
7
Digital Pharma : A new culture
The pharmaceutical industry has started to embrace a digital culture
Health is at the heart of Web 2.0: Digital Pharma is powered by the

following digital platforms:
76% of GPs and 85% of specialists were Collaboration platforms (such as
using the Internet in a professional Google Docs) and social media
context in 2011 Smartphone applications
Web
93% of pharmacists are regular users E-detailing
Videoconferencing, webcasts and
Health is the most common topic of webinars
conversation on the Internet (20% to
25% of Internet-based conversations
around the world are related to health
and medicine)
93%
85%
76%
GPs Specialists Pharmacists

Internet users in a professional context
Health care professionals are increasingly And as the use of smartphones becomes more
using digital capabilities to get access to widespread, both health care professionals
medical information, as well as to interact and patients are increasingly demanding
with their peers and with their patients. access to information that they can share on
Furthermore, some health care professionals social media platforms.
have started to recommend smartphone
applications to patients.
8
Evolving business models
The pharmaceutical industry has been striving to transform its model from
that of drug manufacturer to health care service provider
Pharma is striving to respond to consumers

increasing needs while at the same time
addressing regulatory constraints:
Patients are asking for high-quality Health care authorities are asking for
information and are actively sharing evidence that a medicine not only
information and expressing their needs provides therapeutic value, but that
through community platforms it has a positive social and economic
impact and that it adds to the quality of
Health care professionals are increasingly health care overall
taking a personalized treatment
approach. They are also monitoring their
patients conditions remotely through
technologies such as telemedicine and
are demanding more services to ensure
the quality of patient care
Patients
Diversification
Blockbuster Model : Health care Health care
Pharma System
Model Product / Market
Professionals
Payors
Pharmaceutical Industry Transformation: From Blockbuster model to health care System contributor
A scarcity of drug innovations means the striving to position itself as a health care
blockbuster era is over. In its place, the provider, not just a drug manufacturer. In
pharma industry has become focused on particular, its aiming to strengthen an image
niche product development and customized of transparency and of caring for patients,
treatments. In the meantime, with health care especially in the wake of recent drug scandals
stakeholders setting their sights on patient such as Mediator.
outcomes, the pharmaceutical industry is
9
Digital Pharma & customer service
Digital Pharma helps improve customer service and consequently

strengthens brand image
The transformation to digital enables players to provide better customer services
Pharmacists Doctors Nurses Patients Healthcare

Authorities
Increase Develop Develop Inform Improve

Product synergy community scientific
Launch (face to face platforms image
impact visits and e Improve
detailing) Treatment
Improve Observance Contribute
Develop Image to Disease
community Develop management
platforms community Develop
platforms Implement healthcare
e-Training services
Implement applications
e-Training Increase
scientific
collaboration
(e- congress..)
Implement
e-training
There are now more health care players unnecessary costs. The transformation to
involved in patient pathways than ever before. digital enables the pharmaceutical industry
In addition to medical doctors, pharmacists to better manage relationships with its
and nurses increasingly play a role in patients customers by providing new, innovative
care and therapeutic education. On the other services to facilitate the coordination among
hand, health care authorities are increasingly all health care stakeholders to improve
focusing on disease management and cutting patient outcomes.
10
Digital Pharma opportunities
Digital capabilities allow pharmaceutical companies to provide innovative

services for health care system contributors
Health Care
Patients Payors
Professionals
Telemedicine Quantified self Disease management

Diagnosis and access Metrics, analysis and Digital solutions to
to remote patients sharing of parameters manage dependency
C o o r d i n a t i o n related to well-being issues
with health care in general Pharmacoeconomic
professionals to better Telemedicine data analysis
address patients Remote interaction Patient pathway
conditions with patients and Digital solutions to
Clinical trials physicians enhance telemedicine
Medical information Compliance a p p l i c a t i o n s
database P a t i e n t alerts (consultations,
Clinical trials access specifying what diagnosis, treatment,
Medical education dosage to take and t h e r a p e u t i c
E-learning when education)
Serious games Education
Webinars & webcasts Disease websites
Open Innovation Serious games
Platforms for health Open innovation
care professionals Platforms for patients
Many innovative health care services would medical coverage differs from one country
not exist without digital technology. Among to another. For instance, in the United
them are telemedicine, quantified self, remote States, medical coverage is almost entirely
medical education and community platforms provided by private insurance companies,
for health care professionals and patients. whereas in France its subsidized by the
The pharmaceutical industry, as part of an national government, so it is practically free
effort to contribute to improving disease to patients. Thus, the approach of the various
management and the overall patient pathway, stakeholders toward e-health services is
can invest in these innovations. However, it different depending on the countrys health
still needs to define the right business model care system.
for such investments in each market, as
11
Digital Pharma challenges
Act as a Health care contributor: get involved in disease management

Develop a and build partnerships to improve the patient pathway
1 new business
model Enhance the communication mix to strengthen brand positioning and
respond to what is being said in social media and health care forums
Address
patient, Screen the market to highlight health care opportunities
2 HCP and Develop business cases to assess financial aspects and profitability
payor of each qualified opportunity
needs
Increase
Adopt an omnichannel strategy to improve customer interaction
3 performance
across the
effectiveness
Facilitate cross-functional collaboration within marketing, market
organization access, sales, medical and regulatory departments
Be creative
4 despite
Understand the regulations for each market
Ensure compliance
regulations
For pharmaceutical companies making the How can digital be used to improve
transformation to digital, there are numerous performance across the organization?
issues to consider: What are the regulations that need to be
What business model should be put into adhered to?
place when leveraging innovative digital To what extent can the pharmaceutical
services? Should a separate entity be industry be innovative?
created?
What are the different health care
professionals and patients needs? What
are the real opportunities? What is the
ROI?
12
Digital Pharmas impact on the value chain
Value Drug Research & Production and Business

Chain discovery development distribution organization
In silico research Electronic Data MES & e-BR E-services for health
care professionals
capture RFID
and patients
Smart pills P e r fo r m a n ce E-detailing (including
Big data management remote)
Pharmacoeconomic
digital applications
Salesforce automation
CRM automation
Drugs digital files
Digital submissions to health
Impact authorities
Internal validation
of promotional
materials
E-pharmacovigilance
Scope of the Survey
Level of
impact
Medium High Medium High
The impact of digital is different across the impact is high, largely due to smart pills and
value chain. the use of big data. The digital impact on the
Digital is seen as having a moderate impact commercialization phase is also perceived to
on the drug discovery process, as well as on be high.
production and distribution. However, when
it comes to research and development, the
13
Digitals increasing impact on pharma communications
Digital is expected to be increasingly used by pharmaceutical companies in their

communication with health care stakeholders, especially physicians
88%
83%
78%
75%
73% 73%
68%
65%
60%
Not pertinent
No Change
Decrease
35% Increase
30%
27%
25%
22%
20%
18% 18%
13%
7% 8% 8%
5% 5%
3% 2% 3% 3%
0% 0% 0% 0% 0% 0% 0% 0% 0%
Community MDs Specialists Key account Pharmacists Hospital Nurses Heath institutions Distributors Suppliers
managers pharmacists
How do you expect digital communication to change in the

next five years for each of the following targets?
Health care professionals are becoming more In France the 2013 Vidal Barometer Study
and more connected and more receptive to showed that:
using digital communication 60% of doctors have tablets
56% of them use medical applications
20% use social media in a professional
way
As digital capabilities become necessary for addressing patient needs,

pharmaceutical companies must be prepared for major changes to their
organizations
14
A lack of organizational structure to support a digital strategy
63% believe that having a well-defined digital strategy within their organization is important,
but just 29% think that they have the right team in place to execute it
29%
34%
Well-defined structure and
strategy
Defined strategy, but no
dedicated department
Still not well developed so far
37%
How would you describe the digital culture within your

organization?
Currently, pharma organizations have one of An organization that is dedicated to being

three models digitally capable takes a cross-functional
Model 1: A department dedicated to approach on projects, and enables the
ensuring digital capabilities throughout creation and implementation of synergies and
the business best practices across the organization
Model 2: Digital functions integrated
within business units
Model 3: No separate digital functions
(product managers also oversee
e-marketing strategy)
Thinking globally and cross-functionally requires putting into place a dedicated

structure within the organization that supports the implementation of a digital
strategy
15
Digital roadblocks: traditional communication strategies

and restrictive regulations
The use of traditional communication methods in the pharmaceutical industry is considered
by 68% of survey participants as the main obstacle to the implementation of a digital strategy
The pharmaceutical industry has only recently An effective digital strategy is by definition
started to adopt a digital strategy, in response global and cross-functional, but both cultures
to health care professionals and patients and regulations differ by location, which
increasingly utilizing Web 2.0 capabilities can cause confusion. For example, in the
United States, it is possible to communicate
In a highly regulated environment, directly to patients about drugs, whereas in
pharmaceutical initiatives are not only Europe, communication is limited to factual
facing cultural and creativity challenges, information about prescription drugs and
but compliance challenges as well, namely information relevant to proper use of the
as they relate to the information provided medicinal product in question
to patients and health care professionals
through websites, social media, smartphone
applications and other digital platforms;
compliance issues with regard to
e-pharmacovigilance must also be taken into
account
5%
27%
Regulations
Traditional communication methods/culture
Lack of visibility into the ''risk of not doing"
68%
What is the biggest obstacle to the implementation of a

digital strategy in your organization?
In order to transcend existing paradigms, the implementation of a digital strategy

requires some change management components and an in-depth understanding
of related regulations
16
The end of marketing exclusivity
The adoption rate of digital capabilities is considered to be moderate in most departments

and highest in marketing and sales
51% 51%
48%
39%
37%
35% 34%
32% 32% No Adoption
29% Low
Medium
22% High
20%
15% 15%
14%
10% 10%
8%
0% 0%
Marketing Sales Regulatory/Pharmaco-vigilance/Compliance Medical Market access
To what degree has your organization implemented digital

capabilities for the following functions?
In-house digital expertise, tools and behaviors are starting to spread throughout
pharmaceutical companies, but need to spread faster and be focused on best
practices in order to meet the challenges associated with implementing a digital
strategy
17
Marketing and sales: New digital capabilities are expected to attract the biggest marketing
and sales investments, among them smartphone applications, social media, health care
professionals community platforms, as well as more traditional e-promotional materials
94%
88%
84% 85%
82%
73%
70% 70% 70%
59%
Not adopted
No change
31% Decrease
30%
Increase
15% 15% 15%

12% 12% 12%
9% 9% 9% 9% 9%
7% 6%
3% 3% 3% 3% 3% 3% 3% 3% 3% 3%
0% 0% 0% 0% 0%
CRM/SFA Patients E-events E-detailing E-training Health care Social media Health care Smartphone Digital
websites (webinars, professionals' communication professionals' applications promotional
webcasts) community websites material
platforms
How do you expect the adoption of digital capabilities by your organizations

marketing and sales teams to evolve over the next five years?
Until recently, digital investments have been Another investment area is likely to be social
limited to e-detailing (including remote) media as it provides valuable insight into
and to health care professionals or patients what is being said regarding the industry
websites. Marketing departments are willing and its products. However, the lack of a social
to invest more in smartphone applications as media communication charter, and the need
they present new, innovative opportunities to adhere to pharmacovigilance measures,
Smartphone applications are currently focused remain obstacles
on treatment information, the quantified self,
and follow-up services between patients and
health care professionals. Going forward,
they are expected to provide additional
capabilities, especially for telemedicine
Market screening, idea generation, business cases and a go-to-market model

are necessary steps to supporting the development of endemic business
opportunities
18
Market access: Digital investments focused on key account management solutions are
expected to increase the most
61%
54%
50% 50%
46%
43%
39% 39% 39%
29%
Not adopted
No change
11% 11%
7% 7% 7%
4% 4% Decrease
0% 0% 0%
Increase
Payors oriented Digital responses on Digital files on drugs' Digital solutions to CRM (for Customer
digital tools to hospital tenders prices and monitor the Service and Key
communicate on reimbursements competitive Account
drug costs and environment Management )
consumptions
How do you expect the adoption of digital capabilities by the

market access department to evolve over the next five years?
Many pharmaceutical companies have some pharma companies have developed

evolved into key account management digital solutions to communicate such
organizations, which very often include benefits so that key account managers can
institutional relations and market access access them via their tablets
functions. As payors increasingly demand
proof of drugs pharmacoeconomic benefits,
Beyond product communication, pharmacoeconomic data management

represents an opportunity pharmaceutical companies should consider
19
Regulatory affairs: Half of the survey respondents expect digital investments to increase,
while the other half do not
55% 55%
52%
48%
38% 38% 38%

34%
Not pertinent
No change
Decrease
Increase
14%
10% 10%
7%
0% 0% 0% 0%
Digital drug files for submissions Digital internal promotional Digital monitoring for Digital Medical information
to Healthcare authorities material validation Pharmacovigilance
Regarding Regulatory function in your organization, what is the Digital evolution trend in
the 5 upcoming years ?
The regulatory department plays an Pharmacovigilance efforts could also

increasingly important role at pharma be reinforced by digitally alerting the
organizations due to a greater number of pharmacovigilance department to drug
regulatory restrictions with regard to both safety conversations taking place online
the approval and commercialization of drugs,
but it could be better facilitated by using
digital capabilities. Most pharma companies
are already submitting drug approval
applications to health care authorities
digitally and are using digital capabilities
internally to discuss supporting materials for
marketing campaigns
Creating synergies between traditional pharmacovigilance systems and digital

intelligence systems is a way to be innovative and reinforce compliance at the
same time
20
Medical department: Investments in digital tablets for use by the medical scientific liaison
are expected to increase the most
82%
67%
63%
45% Not adopted

No change
27% 27% Decrease
25%
18% Increase
15% 13%
12%
6%
3%
0% 0% 0%
E-medical advisory E-events (webinars, Digital medical scientific CRM (KOL management
boards webcasts) liaison communications solutions)
Regarding Medical function in your organization, what is the Digital evolution trend in
the 5 upcoming years ?
The medical department is becoming Digital capabilities such as

more involved with marketing and sales videoconferencing and tablets enable
functions the medical department to remotely
Pharmaceutical companies have been participate in sales calls and respond to
adding medical scientific liaisons to physicians questions
ensure an ongoing relationship with the
medical community
Digital integration of key functions requires robust interfaces, lean processes,

relevant governance and a cross-functional culture
21
Digital CRM: room for improvement
68% of survey participants believe their organization has a well-defined CRM strategy,
but just 38% think it has the necessary digital solutions to execute that strategy. However,
80% are considering an increase to digital CRM investments
20%
29%
38%
Well-defined strategy
and solution Increase
Well-defined strategy but
inadequate solution
Decrease
Not developed No Change
80%
32%
How would you describe your organization's CRM How do you expect your organizations digital CRM
solution as it pertains to the digital strategy? capabilities to evolve over the next five years?
The pharmaceutical industry has been both the organizational structure (sales
embracing a customer-oriented culture, and department) and the level of digital strategy
the majority of pharmaceutical companies within it (e-detailing, remote e-detailing)
now have a CRM strategy. However, digital
CRM solutions should take into consideration
In order to successfully implement a digital CRM strategy, benchmarking CRM

solutions is critical
22
The main objective of a CRM program is to understand customers needs and propose new,
customized services. The main obstacles to improving CRM appear to be a lack of time and
resources (38% of participants) and a lack of visibility into the necessary investments (36%)
8,5
8,3
8,1
7,8
7,7
Develop services to Increase knowledge of Monitor sales force activity Adapt product Optimize the
respond to customer needs healthcare actors and marketing/sales strategy marketing/sales budget
adjust strategy accordingly
How would you rate the importance of the CRM program objectives on a
scale from 1 (less important) to 10 (very important)?
37,8%
35,6%
22,2%
4,4%
Lack of time/resources Lack of investment/visibility Complexity of CRM No need for sophisticated

into the risk of not doing applications programs; the current
organization is working fine
What is in your opinion the main obstacle for CRM improvement in your organization?
Value mapping prior to project implementation is a prerequisite for aligning CRM

solutions with the corporate strategy
23
Roadmap for a successful digital strategy
Four key steps to realizing Digital Pharma
Think Cross-Functionally
Assess New Opportunities

Digital Understand Regulations
Pharma
Build In-House Expertise
1. Thinking cross-functionally in order to 3. Building in-house digital expertise

better understand customers needs, and a consistent set of metrics across
then investing in capabilities that best channelsso as to ensure long-term
address those needs and, in the process, strategy coherence, as well as to save
ensure long-term relationships time and money
2. Assessing new opportunities and the 4. Understanding digital regulations so as

potential ROI of individual markets while to avoid infringing upon them
taking into account their unique health
care system policies
24
Think about digital strategy across departments
Understand customer needs by developing customer relationship management solutions

(internal change management implementation is key)
Medical Pharma Market Customer

CRM Marketing KAMs MSL
Reps Reps Access Services
Respond to customer needs with closed-loop marketing campaigns

(multichannel approach: face-to face, e-detailing, phoning, mailing/e-mailing, PR and e-events)
Medical Pharma
CLM Marketing Reps KAMs
Reps
Maintain customer relationships by providing innovative services based on digital capabilities

(disease management applications, medical education, web community platforms)
SERVICES
Medical Pharma Market Customer
(To HCP & Marketing KAMs MSL Regulatory
Reps Reps Access Services
Patients)
Think cross-functionally in order to better understand customers needs, then

invest in capabilities that best address those needs and, in the process, ensure
long-term relationships
25
Assess new opportunities for innovative services aimed at

health care partners and patients
Key questions
What are the key new business opportunities? How much does your company expect to
gain from these new opportunities? In what
What are the essential trends to follow or form? Revenues (direct and indirect financial
anticipate? gains) or reputation (brand, image)?
What are the main expectations from the What would be the most appropriate way
clients? In what domains ? Are they currently to address these issues (legally, fiscally,
being addressed and if so, how? financially)? With what roadmap? Alone or
with partners ? Which ones? Does it require
specific adjustments (organization, process,
What is your companys current and future
structure,.)?
value proposition and how can it be enhanced ?
How is your company positioned to benefit

from these trends ? And what could these
new services add to the existing businesses?
How could it address the needs of the
actual clients ? What level of transversality /
feasibility does it require?
Methodology Deliverables
Market screening, idea generation & business case
Opportunities identification Opportunities selection Positioning
Impact assessment Business cases
Go-to-market model
Strategic &
Business Design Partnership evaluation
business plan
Assess new opportunities and the potential ROI of individual markets while taking
into account their unique health care system policies
26
Build in-house digital expertise
Define a structure with project managers to lead the digital strategy across departments
Hire people with digital expertise from other sectors
Business Organization
Understand
CRM
Project Market Customer
CRM Marketing Sales Medical
Manager Access Services
Integrated Plateform
Digital Stucture
Analyse
E-Marketing
Manager CLM Marketing Sales
Provide
SERVICES
E-Project Market Customer
(To HCP & Marketing Sales Medical Regulatory
Manager Access Services
Patients)
Build an integrated platform to personalize customer service and measure its impact
Rely on internal capabilities more than outsourcing in order to save time and money
Build a consistent set of metrics across channels
Build in-house expertiseand a consistent set of metrics across channelsso

as to ensure long-term strategy coherence, as well to save time and money
27
Understand the regulations
Health information for patients on websites

Be mindful of EU restrictions, such as limits to the factual information that can be provided
about prescription drugs, as well as what information is considered relevant when it comes
to the proper use of the medical product in question
In France, keep in mind as well the charter for pharmaceutical companies online
communication (ANSM)
Health information for health care professionals on websites

Provide secure access for health care professionals (access code with physician registration
number)
In France, ensure that the website conforms to the Medical Visit Charter (2004)
Health information via social media

Work within the limitations of health forums: In France, ensure compliance with the ANSM
charter and limit forums to health care professionals (notably, patients could be included
in such forums, but doing so could be interpreted as teleconsulting, so should comply with
medical consulting regulations). Assess the corporate liability associated with collaborative
health websites
e-Health smartphone applications and software

Assess the regulatory status of the medical mobile application in light of the Medical
Devices Directive (MDD) 93/42/EEC
Seek legal advice to ensure compliance with regulations and to prevent patent or copyright
infringements, as well as to clearly define contract terms between the publisher and
developer of the application
e-Pharmacovigilance
Ensure compliance with the EUs pharmacovigilance regulations by making sure that
websites include necessary information about any adverse reactions to pharmaceuticals
made by the company
Understand the digital regulations so as to avoid infringing upon them
28
Key survey contributors
Pharma segment leader
Messa Tall,
Partner
Messa is responsible for the pharmaceutical

practice in the Paris office. He has managed
numerous important international transformation
projects.
Survey conducted by
Philippe Leininger,
Senior Advisor
Philippe has deep expertise in organizational

change and business transformation on an
international scale and significant experience in
the pharmaceutical industry. He has led numerous
projects over the past 20 years and is currently
working on various life science transformation
projects.
29
30
Disclaimer
This study carried out by Kurt Salmon contains

general information and is provided as is.
In this study, Kurt Salmon provides various

information, data and other resources (the content)
for general information purposes. Kurt Salmon can
modify or update the information and the references
to its source at any time and particularly undertakes
to correct any error or omission which might be
detected (directly or by a third party).
Kurt Salmon has done everything possible to
guarantee that the content of this study and its
potential revisions are up to date and accurate,
although it is provided as is.
Kurt Salmon in no way guarantees the accuracy of

the information presented and assumes no liability
on its part nor for its officers, consultants, employees,
agents or representatives:
With regard to the information sources
mentioned in this study;
With regard to its usefulness or relevance in
respect of any purpose or use whatsoever;
With regard to the results which the user
obtains by using the content.
Any dispute related to this study or its content shall
be governed by French law and jurisdiction shall be
given to the Courts of Nanterre.
Links with brands and/orcompanies cited

Reference to the brands/companies cited has
been made to facilitate the reading of this study.
Kurt Salmon does not endorse the companies, the
brands, their websites or the entities which run them.
Furthermore, Kurt Salmon does not guarantee the
accuracy of any information and waives all liability
related to the said websites:
As to their content;
As to any action, error or omission of the
persons or entities running them.
Copyright
2014 Kurt Salmon.
Kurt Salmon is the owner of the copyright for the
content, the documents and information found in this
study, unless stipulated otherwise in said study.
Kurt Salmon authorises any person using this
study, without paying any fee or requesting any
other permission, to reproduce and distribute the
information, the content elements and the documents
found in this study, only for personal, not-for-profit
purposes and under the following conditions:
It must be clearly stated that Kurt Salmon is the
source of the study reproduced;
This preamble must be included in all
reproductions and copies.
Any reproduction for any other purpose whatsoever
by any means and in any form whatsoever is
prohibited without obtaining the prior formal written
consent of Kurt Salmon.
Kurt Salmon prohibits the modification of the
information of the document reproduced or copied
from this study.
Kurt Salmon Locations
Atlanta Minneapolis New York San Francisco
Bruxelles Casablanca Dsseldorf Genve Luxembourg Londres Lyon Manchester Nantes Paris Rome Tunis
Hong Kong Shanghai Tokyo
Contacts
Messa Tall, Partner
meissa.tall@kurtsalmon.com
Ph.: +33 1 55 24 34 81
Philippe Leininger, Senior Advisor

philippe.leininger@kurtsalmon.com
Ph.: +33 4 72 82 52 15
Mob.: +33 6 12 29 64 40
www.kurtsalmon.com

Kurt Salmon Etude Digital Pharma - WEB-Version

Uploaded by

Copyright:

Available Formats

Kurt Salmon Etude Digital Pharma - WEB-Version

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Kurt Salmon Etude Digital Pharma - WEB-Version

Uploaded by

Copyright:

Available Formats

Digital Pharma

What Impact on the Business Organization?

About Kurt Salmon

Kurt Salmon is a management consultancy focused on business transformation.

Kurt Salmons Pharma practice, in brief

More than 50 dedicated consultants

Digital Pharma: key numbers 7

Digital Pharma: A new culture 8

Evolving business models 9

Digital Pharma & customer service 10

Digital Pharma opportunities 11

Digital Pharma challenges 12

Digital Pharmas impact on the value chain 13

Digitals increasing impact on pharma communications 14

A lack of organizational structure to support a digital strategy 15

Digital roadblocks: traditional communication strategies and restrictive regulations 16

The end of marketing exclusivity 17

Digital CRM: room for improvement 22

Roadmap for a successful digital strategy 24

Think about digital strategy across departments 25

Build in-house digital expertise 27

Understand the regulations 28

Key survey contributors 29

In the Digital Pharma opportunities section,

Digital Pharma: What Impact on the Business Organization?

Kurt Salmon conducted a survey The majority of participants have either

88% of survey respondents expect 68% of survey participants believe they

Digital marketing investments: 94%

Digital market access investments:

Digital regulatory affairs investment:

Digital Pharma: key numbers

Depending on ones background, the word digital can evoke different

billion 40% annually

Implementing digital capabilities raises a What skills/job titles are required to

Web, mobile E-detailing

1 EricssonFebruary 2013 - 2 EricssonFebruary 2011 - 3 McKinsey Global Institute

Digital Pharma : A new culture

The pharmaceutical industry has started to embrace a digital culture

Health is at the heart of Web 2.0: Digital Pharma is powered by the

GPs Specialists Pharmacists

Evolving business models

Pharma is striving to respond to consumers

Digital Pharma & customer service

Digital Pharma helps improve customer service and consequently

The transformation to digital enables players to provide better customer services

Pharmacists Doctors Nurses Patients Healthcare

Increase Develop Develop Inform Improve

Digital Pharma opportunities

Digital capabilities allow pharmaceutical companies to provide innovative

Telemedicine Quantified self Disease management

Digital Pharma challenges

Act as a Health care contributor: get involved in disease management

Digital Pharmas impact on the value chain

Value Drug Research & Production and Business

Scope of the Survey

Digitals increasing impact on pharma communications

Digital is expected to be increasingly used by pharmaceutical companies in their

How do you expect digital communication to change in the

As digital capabilities become necessary for addressing patient needs,

A lack of organizational structure to support a digital strategy