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How data pla�orms can be best u�lized to formulate personalized
sales strategies.
Cathy Hayes, Director of Commercial Solu�ons ‐ Customer
Facing Effec�veness for AstraZeneca, is mindful when looking
at an adept and agile CRM strategy that this is a long‐term
journey. She explains, “We’re currently using CRM mostly to
track ac�vity, but we need to evolve to get be�er customer
engagement.” In the interim, as a first step, she ensures that
the data already available is being used. As the amount of
�me physicians can spend with sales reps con�nues to
decrease, she sees the use of CRM data as a valuable tool to
Leveraging CRM Informa�onEffec�vely
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decrease, she sees the use of CRM data as a valuable tool to
assist in delivering informa�on more effec�vely: "While
doctors definitely s�ll need clinical informa�on, our records
show that 72% of them would like this type of informa�on
through different channels.” This is where flexibility and the
correct interpreta�on of analy�cs will play an important part.
The vision behind a CRM strategy
“Part of the challenge,” says
Hayes ahead of her
presenta�on at eyeforpharma
Philadelphia, “is that the out‐
of‐the‐box analy�cs can be very
basic. We need to evolve into
predic�ng physicians’
behaviors, and providing
prescrip�ve insights.” She
stresses that these insights must be �ed in with solu�ons in
the marketplace, and paired with market dynamics,
performance data, and business intelligence. Based on this
holis�c overview and available analy�cs, it should be possible
to provide sales reps with informa�on they can tailor to a
specific doctor.
A large part of a successful strategy would be to provide the
reps with the insights behind any strategy – a step that is
o�en overlooked but is cri�cal for representa�ves
understanding the value. Hayes accepts that analy�cs aren't
always 100% accurate, while the sales representa�ves can
provide real‐�me insight. A sales rep, for example, could
dismiss a recommenda�on that an email be sent to a
physician, by providing the local insight, such as that the
office manager receives all emails, and seldom passes these
on.
The amount of data being received digitallycon�nues to increase, but the reps s�ll have avital role to play, and it’s important that theyknow this.
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“Having feet on the ground will remain essen�al,” says Hayes,
“but the rela�onship needs to change from being
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“but the rela�onship needs to change from being
transac�onal to being customized to a physician in a way
that’s relevant and provides value.”
A changing healthcare landscape requires a CRM strategy
With the digital explosion, physicians are no different from
the rest of the popula�on and are o�en �ed to their phones,
tablets and computers. Hence, there is a need for marke�ng
and sales to become flexible and agile in the way that
informa�on is provided. “We need to know more about our
customers than ever before,” says Hayes. “Doctors need our
content about disease states and treatment op�ons, but we
must know their affinity for certain channels so that we
remain relevant. The amount of data being received digitally
con�nues to increase, but the reps s�ll have a vital role to
play, and it’s important that they know this.”
Concurrent with the exis�ng CRM program, Veeva,
AstraZeneca recently launched the approved email capability
in 2015. This program allows emails to be sent from an
individual sales representa�ve’s account, rather than being a
non‐personal email. “Thus,” says Hayes, “if a representa�ve is
interrupted during a sales interac�on, a personalized email
can be sent a�er the mee�ng to con�nue the conversa�on.
This is usually based on the rep’s knowledge that the
physician has an affinity for receiving informa�on this way.
The rep accesses the system and chooses a template for the
email, and all content in the system is already approved by
marke�ng and regulatory.”
The success of the Veeva program
The success of the program has hinged on robust, approved
content, thorough training, and a good collabora�on between
sales and marke�ng. In the future, it is the company’s
inten�on to be able to measure the effec�veness of the
program through rela�ng it to sales results. In the interim,
“We are vigilant about looking at KPIs for any capabili�es
we’re rolling out,” says Hayes. “We also look at all the
industry standards such as open‐rates, opt‐out rates, the
bounce rate, and click‐throughs.” Currently, non‐personal
emails receive an open‐rate of about 3%, but our rep‐
triggered emails are now ge�ng an open‐rate of up to 45%.
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triggered emails are now ge�ng an open‐rate of up to 45%.In �me, they plan to get specific details from different brandsabout what success looks like and will measure theseaccordingly. “We hope eventually to be able to link this to seewhich levers drive and support performance with customers,”explains Hayes.
According to Hayes, “The real measure of the success of thisprogram is the feedback we receive from the reps. Opera�onsdepartments tradi�onally don’t receive praise – we tend tohear when things aren’t going well. Last year, we introducedan internal communica�ons capacity called ‘Cha�er’ andwe’ve received an unbelievable amount of unsolicitedposi�ve feedback from the representa�ves about ourapproved email program.”
New AstraZeneca pilot program
The company is in the early stages of a small pilot that istaking prescrip�ve analy�cs and integra�ng this data withinsights about sales performance and business informa�on.“We are pilo�ng this integra�on of data to provide ourrepresenta�ves with a 360‐degree view of the mul�‐channelrela�onship marke�ng ac�vi�es,” shares Hayes. “We’ll belooking at speaker programs, pa�ent educa�on programs thatphysicians have par�cipated in, sales informa�on, managedcare status, prescribing pa�erns, and call ac�vity. Our internalanaly�cs team will then produce sugges�ons to reps for theirinterac�ons with doctors. The reps can also provide feedbackas to whether or not they agree with these recommenda�onsand more importantly, the ‘why.’”
The hope is that robust quan�ta�ve and qualita�ve data willbe produced that will detail the affinity and types of channelsthat individual physicians are most interested in, and whichwill be presented in a user‐friendly format for the reps. It willbe possible to measure the success of the pilot by looking athow many sugges�ons the reps used (and the subsequentsuccess or failure of these), and how many they dismissed.
Hayes reiterates that enabling be�er customer engagement is
a journey that shouldn’t be underes�mated. “We’re buildingfor the long‐term,” she explains, “because we know that thisis going to be what the future demands. I believe that those
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is going to be what the future demands. I believe that those
who can come up with a successful CRM strategy, and know
how to execute it well, will definitely have a compe��ve
advantage. This is the evolu�on of marke�ng, opera�ons, and
sales.”
Cathy Hayes will be presen�ng at eyeforpharma Philadelphia
2016 on "Examine how successful digital integra�on will keep
you one step ahead in physician‐based sales".
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