艾昆纬-克服商业领袖的7大挑战（英）-2024

O

vercoming

7TopChallenges

ofCommercial

Leader

sPractical

Strategies

forAddressing

Persistent

IssuesAs

the

life

sciences

industry

becomesincreasingly

competitive,

digital,

andcomplex,

commercial

leaders

are

turningAsurveyof

130

biopharma

executivesconducted

by

IndustryDivesetoutto

pinpointwhat’scausing

this

disconnect.Seven

keyto

comprehensive,

centralized

omnichannel

factorsemerged,

including

organizationalapproaches

grounded

in

data,

advancedanalytics,

and

deep

domain

expertise.silos,

dataexchange

problems,

and

alack

oftech

integration.

In

this

playbook,withthehelp

of

biopharma

experts,

we’re

exploringpracticalsolutions

pharma

leaders

canuse

tonavigate

and

overcome

them.Arecent

reportassessing

industryadvertisingbudgetsfound

that

pharma

adspendcontinues

to

grow,

marking

ayear-

over-yearincrease

of

12

percent—with

mostof

thoseThepagesthat

follow

summarize

thesurveyfindings

and

offer

actionablenew

dollars

spent

on

digital

activities.

While,1in

theor

y,

theseinvestmentscansupportimproved

personalization

and

commercialeffectiveness,many

marketers

have

yet

toobserveasignificant

measurable

impact.recommendations

on

overcoming

each

keychallenge

grounded

in

expert

perspectives.1.

/insights/u-s-smi-core-release-note-september-2022/BChallenge

1:

Interdepartmental

silos“It’s

unsurprisingthatthetop

challenge

leadersexperienceis

organizationalsilos,”

saysPoojaJain,

GlobalDirectorof

OrchestratedAnalyticsatIQVIA.

“Notonlyis

thiscausingmajor“A

‘360

viewpoint’canprovideadeep,

nearreal-timeunderstandingof

your

targets,whichcaninformateam-coordinatedengagementapproachbuiltaround

high-valueHCPsegments,”Jain

said.“Moreover,

embeddingAI/ML

formore

accurate,

transparent,and

predictiveengagementinsightscanfurthersupportcoordination.Thekey

is

to

make

sure

everythingis

linked

to

businessobjectivesand

thattheoutcomesare

measurable.

Thiscanhelpmotivateteams

to

worktogetherastheyseethebenefitsof

teamwork.”“Insteadof

asingle

weeklymeetingwherethat’stheonlyfacetimeyouhave

withcolleagues,I’veincreasingly

beenrecommending

immersiverotationswherewe

bringpeoplefromdifferentdepartmentsto

workwithusonaspecificprojectduringathree-monthassignmentbasis,”hesaid.“It

canhelp

bringpeopletogethersothattheyunderstandour

unique

pain

pointsand

needsfromthem,and

viceversa.”operationalinefficiency,butithas

asignificantimpactonbrand

performancedue

to

outreachprograms

lackingtrueomnichannel

personalized85%engagementforeachand

every

HCP.”Forinstance,MSLsand

repsmight

independentlydeveloptheirownengagementstrategiessuchthatitcreatesaduplicationof

efforts

and

moreOf

course,youstillneedongoingleadershipsupportto

ensure

thosesilosdon’t

redevelopafter

thethreemonthsare

over,

Ferrazoliadds.touchpointsthan

HCPscareto

have,

she

said.of

biopharma

leadersThiscanleadto

HCPdisengagement,which,inHowever,

Jain

alsopointsoutthatbreakingdownthesesilos

requires

an

institutionaland

culturalshift

thatfocusesonholisticcollaboration.In

response,somecommercial

teams

areexperimentingwithradicallynewwaystocollaborate

and

improve

change

management,addsMarco

Ferrazoli,acommercial

consultantwhohas

worked

withP

fizer,

Merck,and

othertoppharma

companies.struggle

to

breakdown

silos

between“Sponsorshipis

criticalto

ensure

thateveryonemakes

collaboration

asustainingpriority,”hesaid.“That

cantake

theformof

adedicatedprojectmanager

whoseonlyjobis

to

fostercoordination,oritcanbemore

informaldependingonteam

resources.Butit’s

anecessaryrolethatsomeoneneedsto

play.”turn,willaffect

prescribingbehavior.Therefore,leadersacrossdepartmentsnotonlybenefitfromshared

visibilityof

everyone’supcoming

engagementplans

butalsomeaningful,data-informedcoordination

of

thoseactivitiesfrompre-to

post-launch.departmentsCChallenge

2:

Data

access

and

insights

generationWe’re

seeing

a

rapidDatasilos

gohand-in-handwithorganizationalsilos.As

thedataecosystemgrows,it’s

becomingharder

than

everto

make

thatdatacompatiblewithothersystemsand

universallyusableforotherteams.Still,that’s

thegoal:

Manybiopharmaleadersseeafuturewheredatacanfluidlymove

acrosstheorganization,addsKatieLaughlin,SeniorDirectorof

GlobalEnterpriseInformationManagement

atIQVIA.“

You

needan

overarching

strategyinclusiveof“astrongdatacatalog,governance

presence,change

management,and

leadershipsupportto

centralize

and

appropriatelyutilize

thedataresourcesbeingbuilt,”Laughlinsaid.“Overthenext

severalyears,companies

thatare

abletoexecuteonthatcentralized

strategywithpropergovernance

and

adoptionwillbemuch

moreeffectiveatutilizingthetechnicalbenefitsofmoderndatasharing.”acceleration

of

data

sharingwithin

large

pharma,which

is

prompting

largecentralization

initiativesaimed

at

helping

overcomedata

silos.”83%“We’reseeingarapid

accelerationof

datasharing

withinlarge

pharma,whichis

promptinglarge

centralizationinitiativesaimedathelpingovercome

datasilos,”

Laughlinsaid.“But

manyaren’ttherejustyet.Teams

stillmake

copies

ofdatathey’reaccessing,whichcomplicatesthechallenge

evenmore.”Ferrazoliagrees,notingthevalueof

not

justsoftware

orgovernance,

butalsodatascienceexpertisethathelpsmake

insightsmoreactionableand

lessabstract.of

biopharma

leadersstruggle

to

efficientlyshare

data

across

theorganization

to

generateuseful

insights—

Katie

Laughlin,

Senior

Directorof

Global

Enterprise

InformationManagement

at

IQVIA“A

scommercial

teams,we

oftenfindourselvesfloodedin

dataanalytics,butattheendof

theday,

whenwe

squeeze

thatdatain

an

attemptto

getsomethingusefuloutof

it,

thatcanbeincrediblychallenging,”

hesaid.“

You

needpeoplewiththerightskillsto

interpretthatdataandderiveactionableinformationfromit.

It

’satthatpointwhendatasharing

candeliverin

abigwayforan

organization.”Moderncloudplatformssuch

asSnowflakeandDatabrickscanhave

atransformativeeffect.

Byhousing

assetscentrally,

userscanaccessthesamedatain

thesamelocationfordifferentpurposes.Butnomatterhowsophisticatedthesoftware,technologystillrequires

aculturalframeworkto

supportit.DChallenge

3:

Seller

effectivenessJain

saysthatthelatteris

akey

missedopportunitythatshould

beaddressedimmediatelygiventhegrowingmarketpressuressurrounding

brand

performance.Despitesignificantinvestmentsin

businessintelligence

tools,organizationsaren’trealizing

high

ROI

due

to:Thisall

requires

anext-generationuserexperiencethatenablesusersto

immediatelytake

thenext

bestactionwithnotrainingrequired.Capabilitiessuch

assmartassistants,preconfiguredinsights,and

embeddableintelligence

withinworkflowtoolssuch

asemailand

texts

candrivetrustand

effect

behavioralchange

organization-wide.Maximizing

sellereffectiveness

shouldaccount

for

two

keyconsiderations:831%•

Insightslackinguserspecificity1.

Delivering

intelligence

to

eachTeams

canfurtherfosterthatchange

by

linkingto

asalesincentivesprogram

thatpromotestherightbehavior—such

asadoptingdigitalchannelsbeyondtraditionalface-to-facechannels

anddrivinglong-termcustomersatisfactionovershort-termsalesgoals.Allof

thesefeedinto

asuperiorHCPexperienceand

cansignificantlyimprove

prescriptionuptake.user

on

how

to

engage

withHCP

targets•

Content

beingstaticand

outdated•

Intelligence

notbeingembeddedinto

dailyworkflowtoolssothattheyaremore

actionable.2.

Delivering

a

personalizedof

biopharma

leadersuser

experience

that

motivatesstruggle

to

maximizeuptake

and

maximizes

ROIAmodernbusinessintelligence

program

shouldprovideonesource

of

truthacrossall

toolsand

surfaceprioritizedprescriptiveinsights(orpersonalizedintelligence)

to

eachuser.seller

effectivenessEChallenge

4:

Market

sizing

and

targetingDefiningthecontoursof

ashiftingmarket

canbehard

foreventhemostsophisticatedcommercial

teams,giventhatnearly8in

10leadersstillstruggleto

optimize

sizing

andtargetingdespitethebountyof

insights,technologies,and

otherresourcesavailabletoday.

Laughlinattributesthosebarriersand

theirWideningtheapertureof

datainputsis

justone“Givengrowingmarket

pressures,adaptabilitypiece

of

thepuzzle.Theotherpiece

is

around

how

is

key

to

maximizingtheROI

fromyour

budgetstousethataggregateddata

to

optimizetargeting.

and

meetingbusinessobjectives,”Jain

said.“A

sAndforthat,Jain

addsthatAI/ML

solutionscansignificantlyaddvalueto

organizationsby:youexecutethestrategy,ifyou’renotrealizingtheintendedimpact,youshould

beabletopivotimmediatelynotjustin

sixmonths.Thatabsolutelyrequires

havingaccessto

ongoing,refresheddataand

theguidance

of

smartanalysisand

recommendationsto

identifywheretheprogram

should

headnext.”•

AnalyzingcomplexHCPjourneysand

makingtargetingrecommendations79%negativeimpactonlaunch

effectivenessto

anincomplete

datapicture.•

Using

variousAI-based

scoringmethodsto

domarket-relevant

audience

micro-segmentation“Companiesspendalotof

timedoing

marketsizing

by

focusingonepidemiologyand

diseaseprevalence,

onlyto

overestimatethemarket

by50to

70

percent,”she

said.“That’s

such

amissedopportunityto

account

forabroaderstrokeof

data,including

pricing,access,affordability,and

abandonment.You

have

to

gobeyondepidemiologyto

lookinto

longitudinal

claims,reimbursementdata,and

otherthird-party

datathat’s

outthere.”Withfrequentlyrefresheddata,organizationsgain

confidencethatthey’refocusingonthehighest-valueHCPsby

workingoffof

thelatestinsights.However,

it’s

alsoimportantto

considerdifferencesacrossmarkets.Forthisreason,fine-tuningthestrategywithlocalexpertiseisalsocriticalto

ensuringbusinessquestionsareansweredand

commercial

impactis

realized.of

biopharmaleaders

struggle

tooptimize

marketsizing

and

targetingFChallenge

5:

Budget

allocation“If

you

encapsulate

andconsolidate

all

effortswithin

a

unified

andmeasurable

goal,

you’rein

a

much

better

positionto

allocate

budgetBudgetallocationusedto

bemoreIn

turn,advanceddataplatformsenabledbypredictiveAI

helpsupportthatstrategybyconsolidatingdatasuch

aspharmacy-leveldata,salesdata,and

competitordatain

oneplace

and

thenprovidinginsightsonthecostto

reachan

audience

segmentby

channel.

Plus,team

coordination

canbean

underestimatedarea

of

opportunitywhenitcomesto

budgetallocation,Jain

adds.straightforward.You’d

putmoneyinto

radio,print,orT

V…and

thatwasthat.Butwiththebreadthof

newchannels

and

broadereconomicuncertainty,thebudgetinglandscapehas

evolvedinto

onethat’s

muchmore

nuanced

and

complex.78%Lifesciencesorganizationsunderstandablywantto

maximize

bangfortheirbuck,agoalthatFerrazolisaysrequires

more

strategyfromtheoutset.Insteadof

earmarkingcertaindollarsto

thisorthat,heoftenrecommendsthatcommercial

teams

take

astepbackand

focusfirstonbroaderobjectives,and

thenonhowvarioustouchpointallotmentscanmap

backto

those.“

Team

coordination

canpotentiallyreducethenumber

of

activitieswhilestillprovidingcoverage

acrossthehigh-valueHCPsegments,”she

said.“It’s

notthenumber

of

touchpointswithHCPsthatmat

ter,

it’s

thevaluethateveryinteractionbringsto

supportHCPsin

theirbrandengagementjourneythatleadsto

improvedclinicaloutcomesfortheirpatients.”appropriatel

y.”of

biopharmaleaders

struggle

todetermine

how

tobest

allocate

budget—

Marco

Ferrazoli,

a

commercialconsultant

who

has

workedwith

P

fizer,

Merck,

and

other

toppharma

companies.“For

example,many

companies

seedigitalasatactic,and

notasastrategy,whichis

perhapsashortsightedway

to

think

aboutit,”hesaid.“Ifyouencapsulateand

consolidate

all

efforts

withinaunifiedand

measurable

goal,you’rein

amuchbetterpositionto

allocatebudgetappropriately.”GChallenge

6:

Vendor

management

and

tech

integrationAs

theuniverseof

drugdevelopment“At

IQVIA,

we

have

thesamechallengesasour“Considerwhatyouneedin

thenear

term,andthenalsoexplorewhatyour

long-termobjectivesmight

besothatyoucaninvestin

somethingthatis

builtto

lastand

canscaleaccordingly,”

shesaid.“Moreand

more,

we

are

noticinglifesciencecustomersinvestingin

aplatformforafewyears,onlyto

realize

itdoesn’tmeetnear-term

needsorcan’t

scaleto

othermarkets.It

’simportanttoask

vendorsabouttheirexperiencesand

theirknowledgeof

thedomain

and

technologytrendssoyoucanfindtherightvendorwhocanalsobeastrategicpar

tner.”technologiesexpands,thegrowingpainsof

thattransformationalmostalwaysinclude

integrationbarriers.Reliance

onmultiplesystems

thatare

notalwayscompatiblewithoneanothercanexacerbatesilos

and

create

difficultiesin

implementing,optimizing,

andmeasuringomnichannel

efforts.customers,”she

said.“We’ve

deployedalotofnewand

innovativetoolsand

technologiesthatserve

diversepurposesforvariousteams

acrossour

organization,and

newusecasesare

growingby

theday.

It

’snotpracticalto

consolidate

downto

asingle

platformforevery

problem.Instead,we

focusontherighttoolforthejob—inbuildingmodular

and

interoperablesolutionsthatcanintegrate

and

flexwithwhatwe

have,

using

APIsand

leveragingdatasharing.”77%In

response,someorganizationsaspire

towardall-in-onesolutionsthatpurportto

beand

doeverything,withouttheneedforpoint-to-pointintegrationatall.

Butthatmodelrarelyworksoutwell,cautionsLaughlin.Theecosystemofpotentialsolutionshas

growntoobigand

canshift

toofast.Forthosethathaven’tyetdevelopedatotalsystem

architecture,Jain

recommendsaglobalstrategythataccountsforbothshort-and

long-termneeds.of

biopharmaleaders

struggle

tointegrate

disparatevendor

systems

andplatform“Pilotsthatdeliverameasurable

outcomearemucheasier

to

deploytoday,

and

thiscanbeagreat

way

to

mitigaterisksbeforegoing

all-in,”she

added.“It

’s

important

to

ask

vendors

about

their

experiences

and

their

knowledge

ofthe

domain

and

technology

trends

so

you

can

find

the

right

vendor

who

can

alsobe

a

strategic

par

tner.”—

Katie

Laughlin,

Senior

Director

of

Global

Enterprise

Information

Management

at

IQVIAHChallenge

7:

Measuring

promotional

resultsWithomnichannel

outreachdispersedacrossmultipletouchpoints,measurement

of

efficacycontinuesto

beastickingpointfororganizations.Howdoyoumeasure

theeffectivenessof

singlechannels

aswell

astheaggregateall

of

them—especiallywhenpatientjourneyscanbelongand

complex?“There’s

sometimesalackof

alignment

between“

You

should

bebenchmarkingyour

promotionalefforts

beforeorafter

achange,

such

asmovingfromface-to-faceto

virtualengagement,to

seehowcampaignperformanceevolvesshe

said.“It’snotjustaboutbenchmarkingagainstyourself,though.You

shouldalsobebenchmarkingindustry-wide,including

lookingatcompetitorsto

seehowyour

efforts

are

stackingup

totheirs.Withthatbenchmarkdata,youcanthenutilize

simulation

to

compare

multipledifferentscenariosbeforefinalizing

apromotionalthosesurface-leveldigitalmetricsand

thegreaterbusinessgoals,”hesaid.“What

Ilike

to

challengeleadersto

dois

to

approachevery

campaignwithan

ROI

mindset—to

force

commercial

teams

tomeasure

every

single

outreachactivity

throughasaleslens.That’s

avery

complexmindsetchange,butit’s

acriticalone.”77%It

starts

withan

institutionalshift

in

howteams

are

approaching

measurement,suggestsFerrazoli.Teams

oftenregard

one-offmetricssuch

associalmedia

likes

orviewsassacred,forexample.Butit’s

importantto

focusonmetricsthattiebackto

ROI

and

underlyingbusinessobjectives.Alongwiththatculturalshift

in

themeasurementethos,arobustdataplatformthatcalculateschannel-specificimpactcanhelpmeasurementstrategiescome

to

life.In

addition,Jain

alsopointsto

theimpactof

benchmarkingandsimulation

to

contextualizethatimpact,seehowitevolvesovertime,

and

try

outnewthingsbeforegreenlightingaspecificcampaign.recommendationplan.

Thishelpsyoumakebetterdecisionswithalotmore

confidence.”of

biopharma

leadersstruggle

to

measurethe

impact

of“And

now,

thesecapabilitiesare

oftenavailableasapackagedsolutionwhere