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6th Annual Pharma Customer Experience Management Summit


Business Unit Director

Questions For Sara Montero Lopez

What are the key enablers in successful digital transformation?

From my experience, the main engine, for a start, in the digital strategy in the company is that the Managing Director believes in this project.
Secondly, it is someone who leads the project and can dedicate his/her time to do that.
Thirdly, time to implement and people seeing the results.
Other point should be defining the objectives, goals and KPIs for monitoring the strategy & implementation.

What are the key steps in becoming more customer-centric?

Putting the customers in the centre (knowing their needs), organising and developing projects and activities add value for them.

How to achieve meaningful multichannel engagement?

Developing different activities and different services for the customer using the appropriate channel for each of the activities (F2F, Apps, websites, e-detailing, chatbot, webinars, …)

Sara Montero Lopez has over 15 years of experience at multinational pharmaceutical companies, where she has developed a career increasing her responsibility, leading change and adding value in the organisation to enhance a successful commercial model, with proven capacity to lead marketing and sales teams.
Sara is highly involved and goal-oriented, as well as skilled in collaboration with people, engaging and motivating when it comes to getting people on board across teams and functions.


Digital Customer Engagement Associate Director

Questions For Elisa Crisafulli

What are the key enablers in successful digital transformation?

Look at the future, not the past! Digital is not an option anymore, believe in digital as a key tool to arrive where customers are and transformation will become the present. Do not be afraid of change and especially of risks. Failure is key to learning new paths.

What are the key steps in becoming more customer-centric?

Always keep in mind who the customers and what their specific needs are.
Keep analysing customer behaviour and be ready to listen! Spray and Pray is not the solution.

How to achieve meaningful multichannel engagement?

Content is king always! Think of different channels as of different containers! Each container needs to have adapted content! Work on a good editorial plan, include different channels for different messages. One size does NOT fit all!

Elisa Crisafulli has been working in MSD for 15 years. Most of which within the digital environment of the company, with also two years in an international role. Her extensive experience has allowed her develop a strong knowledge of the pharma digital environment. She has strong knowledge of all unbranded and social strategies and is now focusing on more branded digital strategic activities in support of MSD Italy.


Head of Digital & Multichannel
Janssen UK

Questions For Ahmed Sidat

What are the key enablers in successful digital transformation?

A healthy understanding of other industries and an externally focussed outlook are key. Your ability to transform will be limited if you only ever face inwards or spend too much time in the corporate ‘bubble’.
Secondly, it’s all about embracing failure, after all honesty & pain + reflection = progress. Lastly, I would say agility – true agility in thinking and in action…

What are the key steps in becoming more customer-centric?

Not being product centric, or semi-product centric…
I’ve seen one too many exercises in ‘customer-centric’ change programmes that are in fact product-centric with some element of customer voice thrown in. To be truly customer-centric, you need to solve your customer’s problem first, and then look at having your commercial conversation thereafter.

How to achieve meaningful multichannel engagement?

Firstly, it’s about content / service relevance, authenticity and a sprinkle of personality. People are people (even healthcare professionals would you believe), and you are going to be hard pressed to achieve any form of meaningful engagement without delivering on these three things.
Secondly, and, I appreciate this is a bit repetitive, it’s about solving your customer’s problems, taking away any burdens rather than adding to them.
Lastly, it’s about building deeper and meaningful relationship that is truly valued by both sides rather than a transactional relationship.

Ahmed Sidat is leading the Digital & Multichannel function at Janssen UK. He is a passionate evangelist for omnichannel customer engagement and all things digital. He still considers himself new to pharma after having worked at Janssen for (only) 6½ years! Prior to joining Janssen, Ahmed worked in the legal profession doing different things. Outside of work, Ahmed enjoys playing with (and breaking) all manners of gadgets, cycling up and down the many hills in and around Buckinghamshire and travelling to far off places.


Head of Product & Health Solutions, Digital Health

Questions For Mark Milton-Edwards

What are the key enablers in successful digital transformation?

A robust and/or unique patient/healthcare value proposition.

What are the key steps in becoming more customer-centric?

Know your customer intimately. Know their business at least as well as them, ideally better, and know the long-term trends in the market.

How to be a successful intrapreneur within Pharma / HealthTech?

Firstly, it takes patience and passion for an idea you can articulate in narrative and numbers. Additionally, a slight disregard for your career and what people of ‘authority’ think or tell you to do. In fact, some people just call it ‘stubbornness’.

Mark Milton-Edwards is responsible for the Product & Health Solutions within Digital Health at TEVA Pharmaceuticals. Ten years with TEVA and prior to that sixteen with AstraZeneca. Mark has held various positions including VP Sales & Marketing, Strategic Planning & Business Development and Global Brand Lead. He has graduated in Aeronautical Sciences and has completed his MBA at Durham University, UK. During his career he has led technology & especially inhaler development teams through engineering, CMC characterisation, clinical evidence generation, registration within US, EU and International Markets, and ultimately to successful global launches. Total Brand Leadership value >$2.5bn. Mark has numerous patents granted and pending in electronic communications, sports technologies, inhaled pharmaceutical development, and respiratory physiological function.


Sr. Director Lilly Marketing Institute and Customer Experience
Eli Lilly

Questions For Carl Smith

What are the key enablers in successful digital transformation?

Successful transformation is a 3 legged stool. People, process and technology. I would summarize as follows:
People: The right people starting with leaders that are able to envision and create the future for themselves. Leaders, need to see and evangelize the case for change and mobilize the Marketing community to get on board. A job of a leader, in any transformation effort, is to highlight why the status quo is not sustainable and why a new model is needed. Secondly, you need to identify or recruit early adopters as change agents. These people see the need and are willing to be pioneers or better still are people that have been on a digital
transformation journey before. Third, you need to develop a people strategy to develop, hire or acquire new skills or a combination of both.
Process: You need to answer the question…”How do we systematize digital engagement so that it is not individual dependent?” What processes, procedures, roles & responsibilities need to be clarified to make digital engagement fit within the organization? By way of example: What is the approach you will take to segmenting customers based on behaviour and beliefs? Is the process to the highest standard, externally benchmarked, understood and consistent across the business, be it business units or geographies? What is the process for review and approval of content to allow for rapid development & deployment? All in all, process is either an enabler or barrier to operating at scale.
Technology: Too often companies become enamoured with the new technology and fail to address the people and process aspects first putting the whole transformation initiative at risk. While there is an interplay between process and technology, it is important not to start with technology. Rather assemble the right people who have insight into what technology can do, clarify process, roles and responsibilities and then partner with IT who will identify
the best suite of technology the business problem you aim to address.

What are the key steps in becoming more customer-centric?

Organizationally, employees need a feeling of shared accountability for the customer. Customer centricity does not belong to one function or group, but to everyone within the organization. The C-Suite need to live this mantra and set the expectation that customer centricity belongs to all. Second, you need a way to uncover deep functional and emotional customer insights, both stated and unstated. Ethnographies, quant and qual Market Research, End to End Journey Mapping, Customer Journey’s, and a 360 degree view of the customer, are helpful techniques and tools to identify and uncover insights..
Third you need a planning process that connects customer understanding to major solutions with a feedback loop allowing you to iterate and improve in the moment.

How to achieve meaningful multichannel engagement?

Key questions I would ask include:

  • Do you have a standard and consistent approach to Multi-Channel-Engagement i.e. what are the key steps to developing and deploying a MCE campaign?
  • Most important to understand is: Can you identify customers that display similar behaviors for similar reasons? What are their current attitudes and beliefs that drive current behavior? What future attitudes and beliefs do you need to create, change or reinforce to drive the desired behavior? Last, what are your customers’ current media/channel consumption habits?
  • Where (what mix of channels) do you deploy your messages/engagement campaigns so as to be in your customers’ natural workflow?
  • Have you mapped out content in a story with triggers (if this, then that) to create an orchestrated and integrated campaign? Are you able to automate creation of content (assembling of content pieces based on customer behaviors & assumed beliefs)?
  • Are you able automate campaign delivery/execution based on observed changes in behaviors and implied changes in beliefs?
  • Do you have a mechanism to continually learn and adjust by monitoring customer engagement metrics (open rates, click through rates, downloads etc) and customer behavior (changes in prescribing behavior)?
  • Do you have a mechanism to change, update or develop new content as customers’ needs & behaviors progress and as you learn from in-market campaigns (i.e. AB testing).

Carl grew up in Port Elizabeth South Africa, where he received a Bachelors’ Degree in Marketing from the Nelson Mandela University in 1997 (Cum Laude). He has broad experience in developing and commercializing global brands and has a passion for the discipline of marketing and leading teams. He has worked for Eli Lilly on 4 different continents (Africa, Australia, UK and US) and has demonstrated an ability to deliver results individually and through teams,
prioritizing that which is critical and mobilizing stakeholders towards a common goal. He possesses deep pharmaceutical and healthcare experience with consistent top performance at country, region and global levels. In his current role as Sr. Director for Lilly’s Marketing Institute, Carl and his team are responsible for advancing the practice of Marketing across the enterprise to meet evolving customer and business needs.

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