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Hottest information about 6th Annual Pharma Customer Experience Management Summit

20 February 2019

Sandrine PIOTELAT

Senior Director, Patient Experience Strategy & Implementation
UCB

3 Questions For Sandrine Piotelat

Why is “Customer Experience” becoming important in Pharma industry?

Traditionally in pharma, the customer has been the physician. Products (and the method of selling them) were designed based on the needs and desires of the physician, who was entrusted to represent the patient.
New research shows that only 50% of the launch success comes from product differentiation. Furthermore, there is a big gap between the areas of focus of the physicians (mainly clinical) and the real needs of the patients (more holistic).
To be successful, we need to launch not only products but also experiences.
In this context, the physician becomes a stakeholder and the focus is made on the patient experience, which becomes a new discipline within Pharma.

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

At UCB we are building our systems, tools, processes, and solutions around the value we create for the patients. These changes are a shift from creating solutions for the patient to creating them as the patient, which means UCB has started to incorporate the patient’s perspective into product development and service design, ensuring that the solutions are designed around the patient experience – for and with them as opposed to simply deciding on the patient’s behalf.
Most importantly, we spend as much time as possible in our patients’ shoes – today’s patients, of course, but also the patients of tomorrow.

What will the future patients be like? Emerging trends in patient experience

Today, we already see ‘hints’ of the patient of the future – highly connected, well-informed and highly aware patients with strong unmet emotional needs. As a company, we need to understand these changing needs in order to help patients reach their goals.

Three current trends are emerging:

  • The first is that patients want information and services whenever and wherever they need them, the concept of instant gratification.
  • Secondly, they expect companies proactively to anticipate their needs and wants – as an enterprise, we need to know them before they do. However, the challenge is that what the patient wants and needs is constantly changing.
  • The third trend is rising expectations. Every patient is a consumer, and we will increasingly be held up to the standards of the consumer industry, so we need to truly understand what it’s like to see the world through our patients’ eyes. The winner in this patient experience space will be the enterprise that truly understands who the patients are – who they are as people, what their behavior is and how they want the information and services to be delivered to them on their own terms.

Sandrine Piotelat has joined UCB in 2012 and has more than 20 years of experience in the pharma and healthcare industry.  She has acquired an extensive expertise in Medical Devices and Service Design as well as the ability to manage complex projects with cross-functional teams and external partners around the world. She graduated in Mechanical Engineering complemented by a Master’s in International Business, she has dedicated her career better to understand patients living with chronic diseases and how to meet their needs the best. In her new role as a Patient Experience Strategy & Implementation Lead, Sandrine leverages her experience to co-create the strategic operational roadmap with internal stakeholders to support deployment and transformation required to deliver the ‘best individual experience’ to patients.

13 February 2019

Selim SARIYERLI

Global CRM and Digital Customer Analytics Manager
Ferring Pharmaceuticals

3 Questions For Selim Sariyerli

What are the key enablers in successful digital transformation?

  • Sponsorship of Executive Board to support the transformation
  • Different stakeholder’s commitment on digital
  • SOPs and supportive steps within the company

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

  • Collect feedback
  • Improve and re-collect feedback
  • Loop back and always listen to your customer to stay competitive

How to achieve meaningful multichannel engagement?

  • Focus on the right persona if this is a specific area of treatment
  • Be agile in technical capabilities to be able to reconcile different data sources
  • Have a solid content strategy for different channels (unique or totally different based on the geographical requirements)
  • Measure your success with meaningful KPIs and metrics

30 January 2019

SØREN SMED ØSTERGAARD

Vice President, Head of Digital Health
Novo Nordisk

3 Questions For Søren Smed Østergaard

What changes when you as a company decide to be customer-centric?

You have to be humble and become part of the solution instead of the star of the show. When we designed our new connected insulin smart pens, we could have built a closed NN ecosystem: our own exclusive patient app and HCP solution, maybe even a CGM monitor. Instead, we decided to meet patients and HCPs where they already were by integrating with solutions they are already using and have a preference for, like Roche’s mySugr app, Roche’s SmartPix HCP solution, like Glooko’s Diasend patient and HCP solution, and DexCom’s G6 patient app and Clarity software. We are not the star of the show, instead we are part of a bigger, better ecosystem that can help more people achieve better health outcomes. We will continue to explore and integrate with solutions that aim within diabetes that aim to improve health for people.
It requires a different mentality which takes time – we have less control and are learning how to join hands with peers and even “competitors”. But it is worth it – our combined knowledge and aim to make a difference for patients is creating a far better result.

Are apps synonymous with customer-centricity?

It is not about the app – technology is just a tool that gives us new possibilities. Apps don’t change behaviour, and without changing behaviour, health does not improve.
In our case, we know that people with diabetes already have so many things to think about to manage their disease, so solutions have to decrease that complexity for the people using our medicines. Our connected smart pens automatically record insulin dose data, so people can stop carrying around a pen and paper to log their doses or worry about forgetting to type it into their phone’s notepad.
It’s more than just convenient though, it is also more reliable. This helps people be more confident because they can physically show their health care professional what happened “last week” or even a month ago. That means the health care professional can give more relevant feedback and advice to those individuals about their data, their behaviours… habits… what is working and what isn’t. We help health care professionals put their “customers” in the centre so they can treat the individual based on how that how the individual behaves in relation to managing his/her disease.

What does the future look like?

I am close to implementing real change in markets, and I think we need to talk less about “the future” and more about “what’s next” and, especially, how to get there. I often come to congresses and hear “futurists” talking about the wonders of development X, Y and Z, which is interesting and exciting to listen to, but won’t necessarily lead to real change. The future is only determined by the change we inject into it.
What’s next then? From our perspective, we want to take advantage of the increasing number of low-cost connected smart devices for rapid adoption and innovation, and a lot more real-world data, take a deep breath and see where that takes us… We hope to find out how people, end customers, actually use our products in the real world… We learn. We adjust. We do it again. That is the only way to become a truly customer-centric organisation.

Søren Smed Østergaard is a Vice President and a Global Head of Digital Health in Novo Nordisk, a world leader in diabetes, obesity and other chronic diseases. Søren is responsible for managing the global initiatives and investments within Digital Health that will impact and improve the real world health outcomes experienced by people with diabetes using Novo Nordisks innovative medications to treat type 1 and type 2 diabetes. The Digital Health initiatives in Novo Nordisk takes point of departure in the connected injection device, with an aim of designing solutions and digital therapeutics that allow people with diabetes to spend less time thinking about their disease and more time living their life. Søren has more than 13 years of experience within the pharmaceutical diabetes space, bringing new innovative pharmaceuticals to market and ensuring commercial direction on to improve the healthcare professional/patient conversation to improve health outcomes.

28 January 2019

SARA MONTERO LOPEZ

Business Unit Director
Lundbeck

3 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.

24 January 2019

AHMED SIDAT

Head of Digital & Multichannel
Janssen UK

3 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.

24 January 2019

ELISA CRISAFULLI

Digital Customer Engagement Associate Director
MSD

3 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.

24 January 2019

MARK 
MILTON-EDWARDS

Head of Product & Health Solutions, Digital Health
Teva

3 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 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.

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