行銷分析（全英文）ppt課件

1、Pharma Marketing & SalesBeyond 2005Cap Gemini Ernst & YoungEye for Pharma, Amsterdam22 October 2001：t./ ；:；2- 2 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialThe industry is currently facing a changing landscape threatening its historical profitabili

2、ty More complex set of influencersUnsustainable sales force arms raceIncreasing availability of connecting technologyReliance on blockbustersMargins erosionEmpowered patient- 3 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialMost companies are responding to th

3、ese challenges by investing in their marketing and sales activities Major investment in enabling technologies“Roche Pharmaceuticals (Italy) is deploying Siebel ePharma among its 700 medical reps and support staff. The goal is to develop a single comprehensive understanding of its customer base by en

4、abling these professionals to compile and share customer information. Siebel Case Study - 2000Marketing and sales is becoming the critical battleground for Phama companies“We cannot continue to grow as we have in the past by relying on science alonewe are expanding our salesforce by 30% over the nex

5、t 18 months.R Gilmartin, CEO Merck Dec 2000Dramatic salesforce recruitment“In 2000, the global marketing budget of Claritin exceeded that of Coca-cola.The Economist, April 2001Massive marketing expenditureLast month, GSK conducted its biggest-ever US launch with Advair, a new asthma medicine. The la

6、unch involved 2,300 sales reps contacting 70,000 doctors who write 80% of asthma prescriptions in the first week, backed by a massive television advertising campaign. FT April 2001High impact product launchesTraditional detailing is still important but will need augmenting. Lilly has been running a

7、number of pilot schemesone for remote e-detailing involves thousands of doctors in the US and Scandinavia. Newt Crenshaw, e-Lilly, FT April 2001 Innovations in e-Business- 4 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialLooking beyond the current wave of inv

8、estment, what does the future hold?Pharma Beyond 2005 ?Blockbuster LaunchesIndustry ConsolidationCRMe-detailingSalesforce Expansion- 5 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialTodays workshop is about preparing for the future - beyond 2005Workshop Objec

9、tivesTo explore the driving forces shaping the industryTo review the implications for the key players what it will take to win in the pharma marketplace in 2005 and beyondTo identify the actions needed to prepare for the future- 6 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprieta

10、ry and ConfidentialOur approach is centred on the identification of the Megatrends which will shift the industry Workshop InputSynthesisWorkshop OutputMega-trendsUncertaintiesActionsImplications for StrategyObservable ChangesIndustry trendsEconomic trendsPolitical trendsConsumer trendsSocietal trend

11、s- 7 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialAgenda TimeSession Name9.30 - 9.50Introduction, Objectives, Agenda, Methodology9.50 - 10.1010.10 - 11.00Megatrend Generation ExerciseCurrent Trends11.00 - 12.10Report Back and DiscussionMegatrends Implicatio

12、ns12.10-12.25Imperatives for action12.25-12.30Bs, Cs and CloseExamples of Megatrends from previous workshops- 9 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialThere will be an emergence of a premier league of pharmaceuticals companies, or Blockbuster Chasers,

13、 primarily concerned with producing mass market products for the empowered patients in the Western WorldMegatrendNeed to be more aggressive in marketing and salesMore selective mergers and tactical acquisitions and investmentsCross functional teams between R&D and MarketingPremier league compani

14、es will need to work on their image as potential backlash from the publicAreas of unmet needs will be met by a secondary league of players who will focus on specialist drugsImplicationsFuture demand is driven by the empowered patients and the ageing populationThe fastest growing products are the one

15、s addressing these two segmentsStockmarket pressure and declining R&D profitability are forcing pharmaceuticals to recognise this trendAs a result, companies are starting to harness consumer marketing to communicate with their patients baseMegatrend StoryboardEmergence of a Premier League- 10 -E

16、ye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialPatients will become more responsible and proactive about their healthAs key stakeholder, the empowered patient will drive pharma companies strategies to a greater extentMegatrendMarketing and Sales will become the

17、 driving force behind driving pharmaco businessesBranding increasingly important to differentiate me-too products in the eye of the patientNeed to target drugs portfolio at the consumer i.e.: lifestyle drugsNew channels required to reach customers and consumersImplicationsLed by baby boomers, with c

18、osts shifting to the individuals, and used to the level of sophistication from other industries, patients are becoming more demanding and pro-active about their healthThe increasing amount of online information and rapid progress of genomics enable the concept of personalised healthcareMany patients

19、 ask doctors for specific drug and are prescribed it most of the time Pharmaceuticals are answering by communicating directly with the patientPharmacists and Insurance companies are also gearing up to the challenge of answering the needs of the customers with tailored servicesMegatrend StoryboardCon

20、sumer is King- 11 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialHealthcare provision will move from the patient-doctor relationship to a networked decision:Healthcare provision will move from the patient-doctor relationship to a networked decision:The advent

21、 of P-2-P healthcare will mean that consumers will talk directly to people who are in the The advent of P-2-P healthcare will mean that consumers will talk directly to people who are in the same situation as them, with the same disease or illness. same situation as them, with the same disease or ill

22、ness. Healthcare will become networked and “intelligentHealthcare will become networked and “intelligent with information being neither centralised nor with information being neither centralised nor de-centralisedde-centralisedHealthcare providers will create their own niche followings and consumers

23、 will have more choice and Healthcare providers will create their own niche followings and consumers will have more choice and more providersmore providersMegatrendThey will have to understand the need of each player and the new decision-making dynamicsPharmaceutical companies will need to influence

24、 and play a key role in the new provider networkImplicationsThe empowered patient is more pro-active about healthcare decision and will rely less on doctors for adviceAdvance in genomics and technology will enable personalised medicine and open up new markets beyond drugs: Diagnostics, Preventative

25、medicine, Follow-up treatments Doctors are not equipped to cater for these new needs; the number of healthcare providers will therefore increase to fill the gaps Advances in communication technology/Internet will enable efficient exchange of information between the different players/providersThe num

26、ber of alliances increase to create a health network; E-health companies are maturingPharmaceuticals are seizing the opportunity in investing into internet marketing/e-detailing to help the doctor in his new role and communicate directly with the patientMegatrend StoryboardTowards P-to-P Healtcare-

27、12 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialThe role of the salesperson as currently defined, will no longer be validThere will be a move from the traditional one-way push model to a two-way interactive/consultative modelMegatrendPharmaceutical companie

28、s need to re-orient the salesforce to support doctors facing new problems, helping less with the rational and more with the emotional = a shift from selling to advising Pharmaceutical companies must take control of the new channels to market to avoid being knocked off balance by themImplicationsDoct

29、ors are under pressure to spend less time on admin and more face-to-face time with patientsDoctors are more inclined to get knowledge in their own time and rely more and more on other channels than traditional sales repsThey also have to answer the needs of a more demanding, more pro-active patientT

30、hey are limiting access to sales reps who are still bombarding high prescribers with one way product detailsTherefore, the marginal return on extra sales rep investment is decreasingE-detailing is gaining ground as a convenient alternative to convey tailored information to doctorsMegatrend Storyboar

31、dThe Death of the Sales Rep- 13 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialPersonalised healthcare will open up new markets beyond the drug itself. There will be a shift from treating illness to managing wellnessAlternative therapies, preventative medicin

32、e, follow up treatments, diagnostics, devices, delivery technologyMegatrendPharma will no longer be concentrated solely on the drug, rather it will encompass a complete package or serviceImplicationsWith healthcare costs increasing, governments are shifting its financing to the private sector The em

33、powered patient is encouraged to manage more pro-actively his wellnessIn doing that, he will rely less on doctors and will look for information/advice across different sources (P-to-P healthcare)In an increasingly competitive market and with price control mechanisms, pharmaceuticals are finding hard

34、 to maintain historical growth rate, focusing solely on drugsGenomics and technology will create new markets beyond drug treatment; targeted at the individuals (diagnostics, preventative medicines, etc.)Megatrend StoryboardThe Death of the MoleculeImperatives for action- 15 -Eye for Pharma Workshop

35、PanelsCap Gemini Ernst & Young Proprietary and ConfidentialWhat does a pharma company need to do today to prepare for the future beyond 2005? Death of the Sales RepDeath of the MoleculeConsumer is KingEmergence of a Premier LeagueTowards P-to-P HealthcareImplicationsFor example:MegatrendsActions

36、 - 16 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialImperativesWhere will your company sit once consolidation is complete?Ensure you have a clear definition of your focus, proposition and positioning for 2005 and beyondYour may need a ruthless cull of your p

37、ortfolio to align it with your strategyHow are you sizing your future sales force?If you are using historic benchmarks, stop! You need to develop a new model which takes into account the impact of e-detailing and other channels to marketAre you implementing CRM fast enough? (and not just installing

38、the software)A revolution is underway. The winners will be the companies which learn first how to exploit the richness of their customer data. Deploy accelerators to become customer-centric. Is your company culture focused on science.or on customers?The winning companies are learning to love (or at

39、least value) their marketers. How many FMCG experts have you hired lately? Hire more. Is e-Business now established as a mainstream channel? It is time to make bold moves in redefining your channel strategy to adjust for DTC and e-Business opportunities.Additional materials- 18 -Eye for Pharma Works

40、hop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialEffective marketing and sales requires the integration of people, process and technology Pharmaceuticals Marketing and Sales FrameworkCustomer and Product StrategyBusiness Goals and ObjectivesSupply Chain InterfaceMarketing and Sales

41、 OperationsOrganisation CapabilityInformation ManagementProduct Launch Product and Channel ManagementCustomer Contact ManagementOrganisation Alignment People and Team Development Scorecard/ Performance ManagementCRM Platform, Touchpoint Integration and Support Tools Customer Segmentation and Targeti

42、ng Market Analysis and Sizing Product Portfolio Management Product Positioning and Channel StrategyDatawarehousing, analytic support and Knowledge Mgmt.Systems Infrastructure and Application Support- 19 -Eye for Pharma Workshop PanelsCap Gemini Ernst & Young Proprietary and ConfidentialConnectivityMindsetRelationshipFocusedCustomerFocusedMa