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1、WHITE PAPERThe Future of Customer Engagement in BiopharmaThe past three decades have seen a rapid rise in specialty drugs.Thirty years ago,roughly 10 were on the U.S.market;today,there are 671 FDA-approved biologics.1 In 2023,the European Medicines Agency recommended 77 drugs for marketing authoriza

2、tion,including 39 new active substances and 17 orphan drugs supporting treatments for rare diseases.2 The growth gives new hope to healthcare professionals(HCPs)and their patients who lack viable treatment options.But progress doesnt come without challenges.As complex and expensive treatment options

3、 proliferate,so does the demand to demonstrate and communicate your products value.Todays engagement strategies often fall short of getting relevant messages and offerings to market to influence better patient outcomes.Functional silos and traditional ways of working only make this harder,adding ine

4、fficiency and cost as well as reducing impact.Its time to re-examine your approach.This paper explores future-proof customer engagement strategies and guides on how to strengthen relationships with HCPs,healthcare organizations(HCOs),payers,and patients to secure patient access and improve outcomes.

5、1 FDA at a Glance Fact Sheet,U.S.Food&Drug Administration,April 20232 Human medicines:highlights of 2023,European Medicines Agency,January 2024An enhanced customer experience,built on mutual value exchange and enabled by connected engagementThe Future of Customer Engagement in Biopharma 2As you stri

6、ve to prioritize your customers needs,it may feel as though the ground below is shifting.Historically,having feet on the street mattered greatly in winning share of voice and relaying key messages to HCPs.When the majority of drugs were blockbuster or population-based,the customers and decision-make

7、rs were evident.Thats not always the case with specialty treatments.Todays HCPs undertake multiple roles as they connect with stakeholders in and outside biopharma(Figure 1).Patient volumes are rising,clinicians are saddled with more administrative duties,and they are expected to adjust quickly to t

8、he often steeper learning curves that accompany new treatments,combinations,and diagnostics.New customer needs and demands shape prioritiesFIGURE 1:HCP jobs to be done HELP ME WITH MY JOBS TO BE DONE.BY BETTER CONNECTING WITHDeliver consultationsProvide patient supportDiscuss casesComplete admin Sta

9、y up to dateAdvance the sciencePatientsPeers/MDTsAcademia&AssociationsCarersThe systemPharmaClinicalMedicalMarket AccessMarketingSalesThe Future of Customer Engagement in Biopharma 3INFOGRAPHIC:Evidence of change among customersUndoubtedly,your organization is re-learning the best ways to engage wit

10、h an increasingly diverse set of stakeholders who are harder to access and have higher expectations than ever(infographic).But theres good reason to be optimistic.We saw a glimpse of the future during COVID-19 when digital,on-demand interactions with HCPs spiked.Caregivers needed immediate support o

11、n vaccinations and continuing help with other medications,and biopharmas adapted rapidly during HCO lockdowns.The pivot didnt dilute the number or importance of in-person meetings when doors opened again.Instead,the digital,on-demand offerings increased the total volume of interactions and enabled t

12、he scalable customer-centricity biopharmas sought.3More diverse customer base Higher expectationsHarder to access1.2M45%65%30%77%of HCPs initiated conversations with reps through chat when given the optionof field-approved content is rarely or never used3 Veeva Pulse Field Trends data,Q3 2023The Fut

13、ure of Customer Engagement in Biopharma 4Finding high-value HCPs,inspiring them to take action,and maintaining their trust and confidence in the long term will require the precise application of resources and effort.The good news is that most HCPs see biopharmas and reps as an important source of tr

14、eatment information and prescribing support.However,the industry must improve A broad look at healthcare market dynamics,beyond HCP trends and drivers,shows that the market and ecosystem are evolving and facing significant pressures:Patients have an increasing number of treatment options available,y

15、et it is often difficult to locate them,initiate therapy,and ensure medication adherence.Regulators,payers,medical associations,and HCOs seek to provide new,better standards of care,but affordability issues and complex approval and care pathways are hurdles.its ability to supply customers with timel

16、y information,guidance,and value-added services to foster a strong mutual dependence in reaching patients with the most acute needs.How well you communicate and deliver your value proposition to stakeholders will affect your success.These dynamics make it more complicated and costly to bring drugs t

17、o market for the patients who need them.However,resources are not infinite.Naturally,revenue expectations dictate how much to invest in a products launch and subsequent customer engagement initiatives.Therefore,the best engagement strategy for a brand or portfolio will depend on the market complexit

18、y and potential value.In short,how difficult will it be to sell your product,and what is its potential value?The answers to these questions direct you to which combination of complementary engagement strategies to deploy(Figure 2).Shifting market dynamics and competitive positioning FIGURE 2:Market

19、dynamics Market ComplexityPotential Value Roles and skills Structure and coordination Success measures Proposition development Segmentation and targeting Engagement planning Field/channel strategy Marketing strategy Automation Content strategyDRIVERSIMPACTSINFLUENCES Size of patient population Degre

20、e of unmet need Level of differentiation Market shareAmount of investment required-Size of field force-Marketing budget-Digital vs field mix-Use of self-serve and automation Ability to find patients#available treatment options Competitive intensity Decision making dynamics Payer affordability Need f

21、or new standards of careType of value proposition-Need for value-add services-How you partner with HCPs/accounts-Pricing and reimbursement strategy-Broader strategic partnershipsThe Future of Customer Engagement in Biopharma 51.Portfolios are diversifying:With pipelines dominated by specialty medici

22、nes,companies are searching for new growth opportunities and strategic investments in emerging drug modalities.Gene editing and cell therapies,mRNA technology,and rare diseases represent a shift toward personalized,targeted,and high-precision treatments.2.Therapies are more complex:Targeted therapie

23、s for smaller patient populations are more challenging to commercialize.Treatments may initiate in one setting,be managed by multiple HCPs,and encompass numerous delivery modes.Many require changes to patient pathways or standards of care and face reimbursement challenges due to high costs.3.The vol

24、ume of launches is increasing:As blockbuster products become rare,companies are managing more simultaneous launches or extensions into new indications to achieve their desired growth.Increased competition means getting the launch right is essential.4.A product-first orientation persists:Teams strive

25、 to give customers the personalized journeys they seek.However,commercial organizations For many companies,overcoming internal challenges may be the most difficult part of engineering a future-proof,customer-centric organization.Large biopharmas,in particular,have relied on traditional engagement mo

26、dels,such as face-to-face,rep-driven interactions,to meet in biopharma are still structured mainly around brands and portfolios rather than customers,making true cross-functional coordination difficult to achieve.5.Teams remain too siloed:Companies inherently create functionally driven plans and exe

27、cute them in silos,despite progress in enhancing teams collaboration.Entrenched,disconnected ways of working are challenging to overcome.6.Uncertainty lingers over the rep-centered model:Biopharmas are questioning the role and value of the field team amid cost challenges,access restrictions,and HCPs

28、 growing demand for digital interactions.Finding the right balance between push and pull models is critical and will require evolving the reps role.7.AI uses cases and ROI are still forming:AIs promise makes it an essential investment.Yet,outside of the U.S.,its difficult to find use cases showing i

29、ts scalable commercial value.As the industry invests and experiments,it risks losing focus on the factors that will unlock AIs value:operational excellence,applying better foundational customer data,measuring outcomes,and integrating AI into workflows and tools so users leverage insights to augment

30、decision-making.goals.Mature and established functions,processes,and incentive structures are very good at reinforcing existing behaviors and ways of working.But,numerous factors are prompting broad and rapid reconsideration of commercial operations and engagement models:Internal pressures add compl

31、exityThe Future of Customer Engagement in Biopharma 6Customer centricity realized Customer centricity isnt new.The term gained traction in the late 1990s and early 2000s with the rise of relationship marketing and customer relationship management(CRM).Companies began shifting focus from product-cent

32、ered strategies to prioritizing customer needs and experiences.Digital transformation,the rise of patient empowerment,the increasing availability of big data,and the emergence of value-based care fueled the movement.Biopharma followed suit and has made progress in becoming customer-centric.However,p

33、roduct-centric models and workstreams remain,as do misaligned team incentives.Many commercial teams still operate in multi-channel,siloed,and fragmented ways,making decisions by hunch rather than based on data.When the pressure is on or performance dips,its hard to resist the temptation to revert to

34、 familiar promotional push or spray and pray models.Your organization has likely made significant and necessary investments in customer centricitys underlying capabilities and enablers.Technology,data,and analytics platforms are now broadly used in most companies.The next,and perhaps most difficult,

35、step is to use them and connect your teams effectively.Re-orienting around the common purpose of progressing a customer along their journey and backing it up with measures of experience,satisfaction,and impact can help drive the cross-functional alignment and coordination required for joint success.

36、The future of what it means to be customer-centric is taking shape as connected engagement.If customer centricity is a two-dimensional view concerned with how well biopharma services HCPs and their patients,connected engagement is multi-dimensional.Figure 3 outlines a vision for this future world of

37、 connected engagement.A brief window of opportunity4 Veeva Pulse Field Trends data,Q3 20235 Veeva Pulse Field Trends data,Q2 2023;Veeva Pulse Field Trends data,Q4 2023Evolving customer needs and preferences,shifting market dynamics,mounting internal challenges,and digital and AI advancements are for

38、cing accelerated,large-scale change and creating opportunities.For example,the return on R&D innovation is in decline as drug development costs have nearly doubled while peak sales average one-third lower than a decade ago.The next three to five years will shape the leaders in ever-more-competitive

39、markets.Preparing for the future of engagement requires new ways of working across sales,marketing,medical,market access,and services.The investment appears advantageous:There is mounting evidence that connected,well-coordinated,and service-oriented teams extend the duration and frequency of convers

40、ations with HCPs and accounts4 and respond faster and more precisely to their needs.5 It is time to step back and determine whether there are disconnects among your teams that prevent you from operating as efficiently as possible to support customers optimally.A wait-and-see approach to building or

41、reinforcing the necessary commercial capabilities equates to lost ground.Focused and sustained investment in coordinated engagement will promote success in serving your customers and accounts.The Future of Customer Engagement in Biopharma 7Two critical elements,mutual value exchange and enhanced cus

42、tomer experience,help define connected engagement.Mutual value is about what you do,and enhanced customer experience is about how you do it.The factors reinforce each other(Figure 4).For example,customers and reps who continuously gain value from one another can form sustainable relationships.Reps f

43、ulfill their role by staying focused on customers evolving jobs to be done the things they care about and are trying to achieve.Connected engagement helps build trust and ensures you are consistently there when customers need you.However,this state of operation maintaining an enhanced customer exper

44、ience requires vigilance in being ever-relevant and responsive,engaging the customer on their terms.FIGURE 3:A vision for the future of engagement.that drives or reinforces desired customer behaviors or necessary healthcare system changes to ensure patients get access to the right treatments to help

45、 them live long and healthy lives.Connecting with customers in meaningful waysMutual Value ExchangeA customer-centric value proposition Being customer experience obsessed Data-driven decision making Fully connected engagement Enhanced Customer Experienceenabled throughThe Future of Customer Engageme

46、nt in Biopharma 8Customer connectivity is becoming a critical differentiator and a competitive advantage for companies that succeed at it.Connected companies predict,preempt,and coordinate relevant responses to customers consistently.Often,it requires the team within to mobilize resources around the

47、 right value proposition at the right time from answering a question via text to participating in a shared-value initiative.These biopharmas become facilitators and connectors of stakeholders in the mission to provide treatments to patients who need them.Figure 5 highlights the importance of connect

48、ivity and shows examples of it in play.Internal connectivity links teams or functions(e.g.,value chains)in strategy and execution.It enables customer-facing teams to be there in the moment of need,armed with the correct information for a customer.HCPs,KOLs,and others in receipt of the data or materi

49、als gain time back to focus on the patient or challenge at hand.When amplified across the healthcare ecosystem,such connectivity can accelerate treatment for millions of patients.Why connected engagement mattersFIGURE 4:Two sides of the coin enabling connected engagementCONNECTED ENGAGEMENTENHANCES

50、CUSTOMER EXPERIENCEUNLOCKS MUTUAL VALUE EXCHANGEMore RELEVANT Personalization Contextual engagement Pre-empting needsSupport HCPs JOBS TO BE DONE Tailored value proposition Service delivery Customer serviceEnhanced RESPONSIVENESS On-demand Automation and NBA GenAIBuilding TRUST Customer centricity T

51、ransparency Real-world evidenceMore CONVENIENT Preferred channels Timely access Better coordinationConnecting STAKEHOLDERS Human touch Peer to peer/KOLs PartnershipsThe Future of Customer Engagement in Biopharma 9Because customer journeys arent linear,predictable,or bound by time frames,connected en

52、gagement requires you to understand a customers unique journey,know where they are on the path to achieving their goal,and respond timely and effectively every time.The sample customer journey in Figure 6 shows key biopharma events or actions supporting an HCPs jobs to be done.Value exchange occurs

53、each time the HCP comes into contact with the biopharma,no matter the person,team,or channel.The bars show that value is not always uniform.At times,the interaction will deliver greater value to the HCP.These moments of truth are essential connections you must get right.HCPs are accepting of interac

54、tions that deliver more value for your organization if youve built trust and goodwill into the relationship.When teams succeed,they strengthen the relationship and the HCPs perception of your product and company to foster loyalty.Connected engagement delivers significant business value.It requires p

55、recise coordination,making teams more efficient and cost-effective and eliminating wasted resources on unnecessary or redundant actions.Finally,connected engagement promotes customer conversion with the potential to change or reinforce desirable behaviors,which is critical to driving faster uptake a

56、t launch and,ultimately,growing sales and margins.FIGURE 5:The strategic imperative of connectivityChannel and content to customer needsEvidence to valueAnswers to questionsPatients to potential treatmentsCare coordination across the systemHCPs to patientsHCPs to KOLsPatients and carers to supportMu

57、lti-Disciplinary Teams(MDT)and Peer to PeerServices to problemsAnswers to questionsContent and message to perceptionPatient pathway pain points to servicesHCP triggers to follow up actionsClinical to medical to sales to marketing to KAMPlanning to actionsAction to results and impactClinical trials t

58、o sites and patientsExternal connectivityCustomer facing connectivityInternal connectivitysupportsenablesThe Connectivity ImperativeThe Future of Customer Engagement in Biopharma 10FIGURE 6:Bringing it all together KEYValue exchangeStakeholdersHCP jobs to be doneValue for CustomerValue for PharmaMom

59、ents of truthDeliver consultationsDiscuss casesAccessClinicalKAMSalesMedicalMarketingHCPProvide patient supportStay up to dateAdvance the scienceCustomer relationship,perception,and loyaltyCustomer doesnt reply so the rep follows up with an approved emailDuring their next patient consultation,the HC

60、P has a question and pings their rep via chatHCP decides to trial the new treatment option with the patientLater that day the HCP discusses case with MDT.They have more questions and requests a virtual MSL meetingIn the summary email following the meeting,the HCP sees the link to some CME training a

61、nd an event to connect with the leading KOL and signs up to attendThe clinical development team supports patient onboarding to the trialKAM team works with the hospital to implement changes to clinical guidelinesHCP free to prescribe to more patients who would benefit from the treatment More patient

62、s diagnosed.Improved health outcomesMass email awareness campaign with latest clinical trial dataHCP clicks on link,taken to portal and downloads a clinical paperRep responds within minutes and answers the question about dosageHCP accesses the portal to download some patient support material to emai

63、l the patientMSL sets up virtual meeting and shares additional content around efficacyLater that day the HCP sees another patient who is a candidate for a clinical trial and signs them upHCP also participates in a joint working agreement to identify ways to optimize the patient pathway to support be

64、tter diagnosis Pharma agrees on a value-based agreement to expand access to a broader set of patientsPharma provides digital services to help with diagnosisWhat is the right strategy to engage customers with personalized offerings and deliver value every time?The answer is,it depends.Multiple factor

65、s influence how and when to select the best engagement model for a brand or portfolio,but market complexity and potential value rise to the top(as outlined in Figure 2).With these two elements at the axes,we see five complementary strategies to engage HCPs and accounts optimally(Figure 7).Every biop

66、harma will use a combination of strategies that build on and supplement each other.Most brands or portfolios will deploy at least two or three strategies simultaneously,and others use all five,depending on the products lifecycle stage.Five connected engagement strategies of the futureThe Future of C

67、ustomer Engagement in Biopharma 11Commercializing any brand or portfolio requires a solid marketing centricity and service orientation foundation.Combined,the two strategies provide the scale,reach,and efficiency to drive mass awareness and respond to customers.Their importance increases as your pro

68、duct matures and investment decreases.Next,youll build on that foundation when commercializing in complex markets or when your offering is highly valued.This step requires deploying more sophisticated engagement strategies that are field-driven,high-touch,and personal.Field orchestration,account-bas

69、ed selling,and strategic account management(SAM)strategies typically come with higher costs because they involve customer-facing teams and a data-driven approach to drive meaningful engagement.Thus,companies reserve them for large,impactful initiatives.No matter what strategies you deploy,HCPs must

70、receive a consistently excellent experience.Coordination,alignment,and fluidity are therefore crucial the very essence of omnichannel.We explore each of the five strategies in detail.FIGURE 7:Five engagement strategies of the future Market ComplexityPotential ValueSource:Veeva Business Consulting Sh

71、ape the market KAM for the few(e.g.,top 10)Strategic partnerships Elevate the relationship Value orchestration Personal partners Get organized around customers KAM for the masses Portfolio approach Drive awareness Lead generation Marketing automation Efficient service with a human touch On demand,se

72、lf-serve Efficient field deploymentThe Future of Customer Engagement in Biopharma 121.Marketing centric:drive awareness and leadsMarket centricity is about being where your customers are and driving awareness and lead generation using traditional marketing channels:web,social media,mass email,and ev

73、ents and,in the U.S.,above-the-line advertising.The market-centric strategy targets HCPs and accounts in the proper context with speed and relevancy across digital channels.Marketing automation and personalization technologies are essential.Balanced digital presence:Balance your investment in owned,

74、earned,and paid media.Be realistic about your portals and web pages role in engagement and the traffic they generate.Consider syndicating content to enable easy sharing.Peer-to-peer collaboration and transparency:Maximize your influence by enabling peer-to-peer sharing and collaboration via your pla

75、tforms and events.An optimized content supply chain:Optimize your content supply chain to flow modular content to all channels.Automate MLR to speed contents time to market.Finally,measure content effectiveness to improve continuously.Fit-for-purpose automation:Use a fit-for-purpose marketing automa

76、tion technology that is accessible and easy for all teams.Support it with a comprehensive HCP consent/portal registration strategy.Key driversImplications for your marketing-centric strategyBe where your customers are:Customers want access to unbiased information from trusted sources.Bring your cont

77、ent to the places they go.Google it:Like everyone,HCPs turn to digital sources for fast answers.Optimize your online presence and use sound SEO practices to make it easy for them to find you.Ask a friend:HCPs often ask colleagues for answers and advice.Understand relationships and influence across H

78、CPs.Be a connector and facilitate the conversations.Shape the narrative:With low trust in the media,credible influencers are important messengers.After careful vetting,leverage them and their channels,including social media.Context is king:Engage customers in relevant and value-added ways to ensure

79、HCPs are receptive to your messages and continue to grant their contact consent.HCP 360:Ensure sales,marketing,medical,market access,and services teams share technology and data that provides a complete and transparent view of HCPs.Contextual analytics and next-best actions:Build a holistic view of

80、the HCP based on their history,needs,preferences,attitudes,and behaviors to anticipate,plan,and sequence engagement based on expected responses.Reimagine marketing:Elevate marketings role,enabling these professionals to own more of the end-to-end customer experience and play a more significant role

81、in pre-launch strategic planning and execution.The Future of Customer Engagement in Biopharma 13Key driversImplications for your service-oriented strategy2.Service-oriented:efficient service with a human touchThe service-oriented model is the least mature of the five strategies but offers the potent

82、ial to be a significant part of your channel mix in the future.The reason:Customers seek instant answers via virtual and self-service engagement tools yet still seek a human touch.For example,when an in-person meeting isnt ideal but compliant inbound chat is available,HCPs start conversations with r

83、eps 30%of the time,making the pull model a reality.6 Likewise,outbound call centers extend the reach to more customers and enable the delivery of additional services.Always on:Customers seek instant answers and real-time support in an on-demand world.Virtual as expected:COVID-19 made virtual engagem

84、ent the norm,and now many customers prefer it over in-person meetings.Video extends your reach and offers high-quality engagement between in-person meetings or until a rep can secure an initial meeting.Self-serve:Digital services that are self-serve or delivered virtually will play a key role in add

85、ing value and generating customer pull.Inbound chat:Providing inbound chat makes it easy for HCPs to get answers and keeps your customer-facing teams in the room.Use an industry-validated channel rather than building from scratch to avoid fragmenting and complicating the HCP experience.Service cente

86、r:Use outbound call centers to extend your reach,enable the delivery of more services,and enhance field efficiency.Scalable,self-serve digital services:Self-service digital solutions that are asynchronously available in your CRM are always on for HCPs and wont fragment their experience.6 Veeva Pulse

87、 Field Trends data,Q3 2023End of the gatekeeper:Customer requests dont always require human interaction.Its unnecessary to force it if you can provide excellent service to the HCP another way.AI goes mainstream:AI is changing how people interact with technology and find answers,making the exchange m

88、ore like a dialogue with another person.AI:Explore using AI chatbots to automate and accelerate customer responses and help teams quickly find content and answers when serving HCPs.Reconfigure the rep:As the field forces role diversifies,reps juggle more tasks.Preserve their effectiveness as a first

89、-class marketing channel and realize greater efficiencies by unbundling selected functions from the field team for example,delivering more services via a call center.The Future of Customer Engagement in Biopharma 14Key driversImplications for your field-orchestrated strategy3.Field orchestrated:elev

90、ate the relationshipTrigger this strategy when a product or portfolios potential value justifies putting feet on the street.While HCP access levels peaked at nearly 60%post-pandemic,they have returned to pre-pandemic levels of roughly 45%.8 Thus,field teams remain one of biopharmas most essential ch

91、annels.As HCPs become more selective,field teams require tools to provide fast,personalized,expert guidance.Field orchestration aims to elevate relationships so customers view reps as personal partners.Do not disturb:HCPs are increasingly selective about the reps they see.The interruption tactic of

92、dropping by unannounced is no longer effective or tolerated.Be there when I need you:If HCPs cant find what they need digitally or need tailored support,they have come to expect access to specialized expert advice quickly.Be useful:Field teams require more tools as the HCP role becomes more complex

93、and customers demands grow.When reps provide valuable services,they create more pull.Rep cockpit:Arm field teams with the necessary tools to be responsive and relevant.A rep cockpit provides direct,easy access to journey-driven insights so teams efficiently orchestrate plans and act quickly.Next-gen

94、eration field planning and execution:Bring a customer-centric approach to the field and leverage next-best actions with AI to drive dynamic planning and cycle plans based on touchpoints,message delivery,and conversion.Engagement orchestration:Synchronize the experience across functions,roles,and act

95、ivities and orchestrate an increasingly diverse set of specialized rep activities.8 Veeva Pulse Field Trends data,Q1 2024Concierge model:Reps must become personal partners and go-to people for priority customers.Orchestrating the rep:Unbundling the field forces roles and activities and reconfiguring

96、 how cross-teams engage customers demands a strong orchestration engine.Diligence is required to guide and govern the changes.Enhanced value proposition:Shape and deliver a broader value proposition than simply providing promotional material.New field competencies:Prepare field teams to be channel-f

97、luid,insight-driven content curators with a service-oriented mindset,enabling them to be collaborative partners with customers.Modernize medical:Medical teams play a critical role in customer engagement.Embrace new ways for sales,marketing,market access,and services to work with medical for a more s

98、ignificant impact.The Future of Customer Engagement in Biopharma 15Key driversImplications for your account-based selling strategy 4.Account-based selling:get organized around customersThe final two models are complementary yet distinct types of key account management(KAM).Organizations must differe

99、ntiate between them and deploy both simultaneously or risk diluting their value,a common misstep.Account-based selling is a targeted,portfolio-centered approach that helps organizations coordinate their efforts around serving many accounts when multiple stakeholders are involved.A foundation of acco

100、unt-based selling has become table stakes for various reasons,including the widening circle of HCPs,stakeholders,and decision-makers involved in patient treatments,the growing complexity of accounts,and the volume of products competing for limited attention.Balancing portfolios:As portfolios grow an

101、d shift,more products compete for limited attention among HCPs and accounts.Stakeholder variety:Engaging a greater number and type of stakeholders requires more resources across sales,marketing,medical,market access,and services.Who decides?Factors such as payer mandates,decreased HCP autonomy,an in

102、creased number of influencers,and centralized buying make decision-making more complex.Simple account planning:Segment accounts to drive clear prioritization and keep account plans simple so teams can execute them at scale.Streamlined account insights:A streamlined and structured ability to capture

103、and share insights will make KAMs jobs easier.Design for collaboration:Make cross-functional execution easier by cultivating the right mindset and providing appropriate tools and incentives.One company:Customers expect a seamless experience working with various representatives across your company.A

104、series of separate and disjointed engagements erodes trust and decreases value.Relieve teams data burden:As markets,roles,and structures become more complex,the need for better-quality data and insights into account priorities,needs,dynamics,stakeholders,and performance grows.The staggering amount o

105、f details needed for connected engagement cant remain in the heads of the KAMs.Visibility and connectivity:Encourage full cross-team adoption of KAM tools to ensure teams update and use technology to avoid information gaps,inefficiencies,and poor customer experience.Portfolio strategy:Establish a cl

106、ear portfolio strategy and embed it into account planning to ensure proper prioritization and clarity.Clinical to commercial connection:Leverage clinical insights to shape early commercial strategy.The Future of Customer Engagement in Biopharma 16Key drivers5.Strategic account management(SAM):shape

107、the marketTrue SAM isnt sales version 2.0 but is a fundamentally different approach to partnering with your most important customers.Many organizations are executing on account-based selling,believing it is SAM.However,this strategy requires a different sales role profile with full ownership of acco

108、unts and new working methods that require additional investment.When applied correctly,companies use it for high-focus accounts ideally the top 10 at most because it is too costly to deploy broadly.The influential few:A few key accounts set the standard and precedent for the rest of the healthcare s

109、ystem.Top to top:Driving the system changes needed to serve HCPs optimally and improve patient outcomes requires true vision,senior partnership,commitment,and investment.No pathway is the same:Biopharmas must identify and navigate the differences in local clinical practices and pathways to service H

110、CPs and patients unique challenges.Enhanced account segmentation:Harmonize segmentation across the organization and segment based on value and needs.Joint business planning:True partnerships require joint business plans,transparency over progress,and co-management of initiatives with clear mutual co

111、mmitments.Patient pathway mapping:Industrialize patient pathway mapping,insight capture,and data sharing by embedding it in the CRM and making it the beating heart of your account plan.Implications for your SAM strategyCost constrained:Severe cost and affordability constraints limit patient access.O

112、utcomes focused:Healthcare systems need more support to drive better patient and economic outcomes.Shared value management:Develop a scalable,cross-market,shared value framework to enable efficient sharing and delivery of shared value initiatives.Innovative contracting:Access challenges require a gr

113、eater focus on outcomes,value,and innovative contracting.Elevate the role of the key account manager:True SAM isnt just dressed up sales.Growing an account requires a different profile type,new working methods,and full ownership.The Future of Customer Engagement in Biopharma 17Biopharmas will be fam

114、iliar with many of these engagement strategies.However,the possibilities and the stakes of succeeding with each one are shifting amid technology advancements and the maturation of data and analytics(Figure 8).There is no question about AIs great potential in connected engagement strategies,and the h

115、ype is driving significant investment in use cases.However,a lack of caution and thoughtfulness in experimenting with the new technology is draining limited resources.AI is unlikely to lead to a sustainable competitive advantage in the medium to long term as long as biopharmas train the applications

116、 on public data.We are seeing the first innovation cycle,or S curve7,of AI quickly reaching a plateau because AI-driven innovation that leverages public data alone will continue spreading rapidly across the market until its value diminishes.How AI fits into the 5 connected engagement strategiesFIGUR

117、E 8:The evolution of the five engagement strategiesFOUNDATIONTHE ENGAGEMENT MODELSMATURINGLEADINGAwarenessOutboundHybridCoordinatedNeeds focusedAutomationOn-demandOrchestratedConnectedShared ValuePersonalizedReal-timeSpecializedCollaborativePartnership+Marketing Centric Drive awareness and leadsServ

118、ice OrientedEfficient service with a human touchField Orchestrated Elevate the relationshipAccount Based SellingGet more organized around accountsStrategic Account ManagementShape the market9 How History Shaped the Innovators Dilemma,Harvard Business School working paper,2020To dive deeper into the

119、two KAM engagement strategies,read our white paper:“Unlocking True KAM Transformation:Are You Ready?”The Future of Customer Engagement in Biopharma 18AIs next great opportunity lies in the ability to mine your companys unique data and own your models rather than outsource,as many companies have done

120、 to start their AI journeys.Call reports,CRM data,customer feedback,and process metrics are rich data sources that can help transition AI to the next S curve and unlock additional value.Combining this with external data sources such as claims or industry call pressure data can turbo-charge your AI s

121、trategy.Connected engagement is critical because it becomes the fuel to scale AI use.Numerous use cases are emerging in the commercial and medical spaces(Figure 9).Organizational readiness to implement them varies based on the availability and quality of data and the degree to which the companies ha

122、ve planned to integrate the tools and resulting insights into existing workflows.In cases where they are well integrated,employees can easily understand and act on the insights to augment decisions.Hyper-personalized Content CreationCreating large volumes of personalized content enabling the deliver

123、y impactful material to HCPs.Ensuring messaging is relevant and delivered with correct tone and in the appropriate format based on a HCPs characteristics and preferences.Omnichannel Content CreationLeveraging AIs content creation capabilities to adapt existing content and produce affiliated material

124、s in different formats to efficiently produce the high-volume of multi-modal content required to support omnichannel engagement.Automating Manual WorkloadsReducing manual workload and effort required for repetitive activites and administrative tasks,e.g.producing meeting summaries,creating documenta

125、tion,scheduling meetings etc.Unlock capability for teams to redirect to value-added activities.Interactive Digital Product EducationProducing novel,AI enabled formats for digital product education content to promote engagement.Creating high impact and interactive experience for customers and HCPs to

126、 boost engagement and promote improved resonance.Automated Personalized CommunicationsAutomated,personalized customer communications,with appropriate tone,sentiment and tailored content to augment in person and virtual customer touchpoints.Boost regularity of engagement with HCPs without additional

127、work from field teams.Self-Service Digital Agent for Customers Empowering HCPs with unparalleled access and 24/7 connectivity leveraging digital agents to boost self-service experience.Providing customers with a simple and engaging interface to seek support,enabling them to solve simple queries in r

128、eal-time.Organizational readiness*:High Medium LowSource:Veeva Business Consulting*Six drivers of organizational readiness1.Availability of data to input to AI models(especially outcome data)2.Ease of collecting the required data to fuel the models3.The quality and completeness of the data4.How esta

129、blished the key user interfaces are/quality of the UX to enable action5.Whether there have been early signs of success via pilots etc.6.People and organizational transformation required to successfully adopt solutionDynamic Customer Engagement InsightsLeveraging market activity,customer interactions

130、 data,and behavioral trend analysis to trigger automated activities,e.g.sending communications and providing strategic insights and next-best action recommendations to field reps,to boost timeliness of HCP engagement.AI-Augmented MSL ReviewAI-augmented document compliance review to boost efficiency

131、and improve consistency of standards,minimizing risk resulting from human error.Automatically checking documents for factual inaccuracies and anomalies that create compliance issues.Closed-Loop Strategic Data AnalysisLeveraging performance and feedback data and AI-augmented strategic analysis to pro

132、duce insights to identify trends,understand root-cause and enable data-driven,agile management of marketing and communications strategy.Boosting Access to KnowledgeEmpowering field teams with access to extensive product knowledge through a chatbot interface,enabling reps to seek support and easily f

133、ind relevant information to answer customer queries in real-time.Proactive MSL Risk IdentificationAnalyzing content and regulatory standards to identify emerging compliance risks and assign risk-rating.Enabling dynamic,risk-based approach to MSL review with proactive risk identification and proporti

134、onate remediating action based on risk level.Intelligent Customer ProfilingStrategically analyzing customer behavior,activity,publications,affiliations and historical engagements and interactions to enable advanced targeting and provide insights to enable tailored outreach and engagement.FIGURE 9:AI

135、 use cases for the future of engagementThe Future of Customer Engagement in Biopharma 19Weve discussed the significant progress and investments biopharmas have made in pieces of the puzzle the technology,data,and analytics platforms now broadly in place.But,the biggest challenge remains.Companies mu

136、st create an integrated and connected platform that leverages AI and injects analytics into peoples existing workflows instead of building complicated ways to apply the insights.Early leaders will commit to building a change management culture that addresses knowledge and skills gaps among employees

137、 tasked with applying analytics and using data to leverage decision-making.Market leaders will continuously The critical capabilities of connected engagementpartner with employees to drive the change required,train and retrain them,and measure and reward outstanding performance.Most of the data they

138、 need to succeed is in place or accessible.But biopharmas must connect,leverage,and use it to learn and drive action.There is a greater need to modernize and optimize processes and ways of working to better connect teams and activities.Driving the change will require retraining 30+years of muscle me

139、mory.That will take focus,effort,new skills,and different ways of measuring and rewarding performance.FIGURE 10:Connected capabilitiesCONNECTED ENGAGEMENTFUTURE ENGAGEMENT STRATEGIESOPTIMIZED OPERATING MODELTech stack integrationAI enablementTechnology adoptionDynamic propositionAdaptive planningSyn

140、chronized engagementCONNECTED SOFTWARECONNECTED PROCESSESAdvanced analytics for enhanced insightsBetter data and 360 visibilityImpact measurementCONNECTED DATAPerformance and governanceSkills and competenciesCulture and mindsetCONNECTED TEAMSThe Future of Customer Engagement in Biopharma 20FUTURE EN

141、GAGEMENT STRATEGIESDo you have a balanced marketing presence,and are you investing the right amount in various channels based on their impact?Do you have the channels to enable a pull model whereby customers can self-serve or connect with you quickly?Do you clearly understand the field force of the

142、future and what this means for your organization?Does your organization distinguish between account-based selling and strategic account management?CONNECTED PROCESSESAre you ready for next-generation planning driven by better-quality data,targeted customer journeys,enhanced insights,and predictive m

143、odels?Do your teams have the tools to quickly and dynamically tailor and personalize content and messages?Are you connecting sales,marketing,and medical through one common customer journey designed for and enabled by CRM?Are you leveraging generative AI to enhance productivity?CONNECTED TEAMSHave yo

144、u clearly defined the skills and competencies each of your teams requires to compete and succeed in the future?Are you investing enough in change management to reinforce and embed new behaviors?Have you adapted incentive compensation models to reflect changing roles and ways of working?Have you embe

145、dded an agile culture where teams can experiment and are prepared to fail fast?CONNECTED DATAIs your data fully connected and built on a common data architecture?Do you have a focused AI strategy that isnt getting lost in the hype or giving away a competitive advantage?Have you industrialized how yo

146、u measure conversion and customer experience at scale to create better outcome measures?Have you mastered A/B testing to embed a culture of rapid experimentation?CONNECTED SOFTWAREDo you have a set of fully integrated platforms to minimize bespoke and ad-hoc market-specific solutions that add comple

147、xity?Are your solutions designed around business processes and supported by clear operational standards around ways of working?Is your user experience optimized to make tools simple and easy to use?Have you established a robust governance process to manage tech requirements,updates,and value realiza

148、tion?Future of engagement health checkHow ready are you?The Future of Customer Engagement in Biopharma 21AUTHORSAaron Bean VP,Commercial Business Consulting Lead,Europe and Asia Ali Mersky Practice Manager,Commercial Business Consulting Lead,U.SCopyright 2025 Veeva Systems.All rights reserved.Veeva

149、and the Veeva logo are registered trademarks of Veeva Systems.Veeva Systems owns other registered and unregistered trademarks.Other names used herein may be trademarks of their respective owners.ABOUT VEEVA BUSINESS CONSULTINGVeeva Business Consulting combines commercial and medical expertise with V

150、eevas proprietary data and technology to deliver business-focused solutions for our customers.Our team of experts offers a suite of unique advisory offerings,including future engagement models,next-generation planning,KAM transformation,field excellence,product launch,marketing,and content excellenc

151、e,all supported through unique HCP insights and analytics.For more information,visit is driving excitement and opportunity in biopharma.The groundbreaking treatments becoming available offer hope for patients to live longer and healthier lives.But,ensuring patients benefit from them requires more th

152、an robust drug development pipelines.The industry acutely needs new,leading capabilities to take these medications to market in the fastest and most effective way.In conclusionAmid internal and external pressures and growing complexity at every level in the biopharma ecosystem,traditional engagement

153、 models must evolve to stay relevant and meet the growing needs of complex healthcare systems and HCPs.It will take time to build and mature.Assess where you are today and set a clear path forward.Please get in touch to schedule a half-day executive workshop to explore the future of connected engagement and its implications for your company.