Multichannel - · PDF fileA study recently published by Medimix International3 highlights...
Transcript of Multichannel - · PDF fileA study recently published by Medimix International3 highlights...
MultichannelDigital Channel EngagementA Measurable Opportunity
Digital channels present an opportunity for
life sciences companies to meet the demands of
HCPs and their patients in a time of intense
competition and tight budgets.
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Opportunity: Providing the Desired Information . . . . . . . . . . . . . . . . . . . . . . . . .
Meeting the Information Needs of Both HCPs and Patients . . . . . . . . . . . .
Switching the Customer Experience from “Searching” to “Finding” . . . . . . . . . . . . .
Utilizing an Interactive Content Platform . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Considering the Stakeholder’s Perception when Making Investment Choices . . . . .
Are stakeholders ready for digital? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
How is digital being used by the industry and what is the real impact? . . . . . . . . . .
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4
5
6
6
7
7
8
10
13
18
19
Table of Contents
White Paper4
The commercial model for life sciences companies has changed in
many ways in recent years. One of the major paradigm shifts is that
prescribers now dictate when and how they want to be marketed
to. Their demands are compounded by the fact that they are more
strapped for time than ever before; and that their patients, who
are well-educated due to the ready availability of vast amounts of
information, expect higher level advice from them.
Life sciences companies must offer a multichannel approach to
marketing in order to meet the demands of Health Care Professionals
(HCPs). They need to be prepared to present information in an engaging way via traditional channels such as face-to-face
meetings, sampling, telephone meetings, conferences and postal mailings; as well as digital channels such as live web meetings,
self-detailing, physician forums and e-mailing.
Digital channels are increasing in adoption around the world because they generally require less time of the HCP, are more cost-
effective for life sciences companies, and tend to be very engaging. Digital channels present an opportunity to life sciences
companies to meet the demands of HCPs and their patients in a time of intense competition and tight budgets. Although
adoption varies in the different markets around the world, the success of marketing through digital channels is measurable.
Results demonstrate that it is an effective vehicle, and suggest that life sciences companies should increase their investment
in it.
Executive Summary
“THE DIFFERNCE BETWEEN THE
RIGHT WORD AND THE ALMOST RIGHT
WORD IS THE DIFFERENCE BETWEEN
LIGHTNING AND A LIGHTNING BUG.”
MARK TWAIN
19TH AND 20TH CENTURY AMERICAN
AUTHOR AND HUMORIST
White Paper 5
Introduction
In this paper, the third of the Cegedim Relationship Management Multichannel white paper series, we delve into digital channel
engagement - following the performance analysis of face-to-face detailing interactions in the first paper; and an examination of
remote interaction best practices and Health Care Professional (HCP) adherence and adoption in the second paper. Supported
by data collected from HCPs worldwide by industry analyst, Cegedim Strategic Data (CSD), this paper presents information
pertinent to life sciences companies on the measurable opportunity of successfully marketing to HCPs digitally.
Questions answered within this paper include.
How quickly are HCPs adopting digital?
What are HCPs saying about the value of the information acquired through digital channels, and how does this impact
their prescription behavior?
How far has pharma progressed in the implementation of digital strategy in the different markets around the world?
Where are the opportunities to better perform in implementing a digital strategy?
White Paper6
The Opportunity: Providing the Desired Information
In all areas of life, and especially those related to our health, we hope to make decisions backed by knowledge gained from
accurate information. In this respect, we are in “the best of times” and “the worst of times.” Indeed, the positive aspects of the
information age are the availability of information on many different topics, and the high speed at which that information can
be accessed. But it is also an era of information overload in which it is challenging to find the appropriate piece of information
needed among volumes of data from a variety of communication channels.
In terms of learning, healthcare professionals are cautious due
to the personal, life-altering nature of their work. Patients are
eager as access to more information - and the knowledge
gleaned from it - can ultimately help them live longer, healthier
lives - provided the information is accurate and contextualized
for clear patient understanding. In this healthcare context, the
information challenges can be summarized as an ongoing
process to ensure:
Quality and reliability of the information
Comprehensiveness of the information, correctly
contextualized and transformed into meaningful insights
that are actionable and of practical use to HCPs and
patients
Consistency of the information and messages throughout
communication channels
Timely availability, enabling easy access to knowledge
when needed
At the same time, both HCPs and patients have an interest in
measuring the outcome of the decisions made based on the
new information they have acquired. Accordingly, appropriate
measurement is needed as HCPs seek ways to influence
patient behavior so that it results in improved outcomes.
The involvement of the life sciences industry in this process
is essential and in the best interest of HCPs, patients and the
industry itself. Yet, “pharma” also faces unique challenges -
especially those related to market forces, competition and the
necessity to provide a consistent return on investment (ROI) to
shareholders. With fewer resources, narrower margins and the
necessity to address unmet needs and payer expectations, the
industry must bring novel, specialized treatments to market
as efficiently as possible. The right communication strategy,
designed with all stakeholders in mind, is fundamental during
the clinical launch and commercialization phases.
Such a strategy should accomplish the following:
Clear comprehension of the multiple stakeholders’ needs,
behaviors and preferences
Assurance that the communication is backed by reliable,
up to date, comprehensive information
Proper targeting and distribution of insights using the
right communication channels - information needs to be
practical, relevant and actionable for each stakeholder
Editable messaging that can be refined according to
feedback based on real world conditions
Development and maintenance stakeholders’ trust
to ensure positive perception, influence and relay of
knowledge.
The industry is under increasing pressure to be 100%
transparent, notably by disclosing all results of all clinical
studies, ongoing and historic, regardless of their outcomes.
Likewise, regulatory pressure is forcing a move to more
objectivity when it comes to competition. Competitive claims
in promotional messages are scrutinized as never before, and
must be backed up by hard clinical evidence. The level of
trust in the industry’s data is relatively low (Ernst and Young,
“Beyond Borders – Unlocking Value”1), but some form of
“credentializing” through partnering with trusted third parties
could be an option. Evidently, that would entail sharing some
information flows.
Meeting the Information Needs of Both HCPs and Patients
White Paper 7
Switching the Customer Experience from “Searching” to “Finding”
Customer experience in interacting with online information teaches us that the focus has shifted from “searching” to “finding.”
The success of Google and Amazon can be explained in part by the simplicity of their solutions: they have simplified the
“finding” process for information or products. Life sciences companies can emulate this when providing disease and treatment
information and insights to audiences of HCPs and patients. Pharma company websites and doctor-specific online communities
are potential “content hubs” and knowledge platforms.
From the industry perspective, the digital and technological challenge is bigger as it comes with the need to properly
manage information across communication channels. The information the HCP or patient is trying to find must be accurate,
comprehensive, up-to-date and compliant - no matter the channel through which the life sciences company is delivering
it – whether digital, printed or spoken. Given the market situation described, and the consumers’ expectations of agility and
quality, the next necessary step is to ensure the finding process does not have gaps.
Information provided by life sciences companies must be:
Present in each of the channels used by the stakeholders
Easy to find
Of evident quality and relevant to the need, so the risk of a quick glance and discard is avoided
Consistent through channels and time
A well-articulated communication strategy takes into
consideration the multi-channel customer engagement
platform linked to a quality content hub. The combination
of the two components should drive traffic to, or generate
follow-up from the most relevant and up-to-date channels
and campaigns (email, web, search, face-to-face, direct mail,
conferences) so each company can ensure their products
are seen in the most favorable light. Meanwhile, the platform
should be flexible, enabling customers to choose the channel
they prefer depending on the context, and smart enough to
present content giving the customer a finding rather than a
searching experience.
Interactions are key opportunities not only to deliver insights
to doctors and other stakeholders, but to receive feedback.
Well-articulated, a multichannel engagement process will
provide companies with a learning machine that dynamically
enhances insights and customer knowledge.
This is facilitated through the consolidation of the three key
pieces:
Stakeholder
Information
Channel
As HCPs or patients become aware of the multichannel
choice, as they experience the quality and relevance of the
information, they will return to the platforms able to provide
this valuable support.
Utilizing an Interactive Content Platform
“THE PRINCIPLE BEHIND THE NEW SITES
IS TO EXPAND KNOWLEDGE: SEARCH TO
CURATION. QUALITY OVER QUANTITY.
TIMELESS OVER ‘NOWNESS’.”
MULTICHANNEL LONDON CONFERENCE
2014 – MADS HOLMEN,
BIBBLIO CO-FOUNDER2
White Paper8
Considering the Stakeholder’s Perception when Making Investment Choices
Despite years of close interaction, studies reveal that the perception of health care professionals and industry field professionals
on channel value and content is not always as similar as one might initially think. A study recently published by Medimix
International3 highlights this point (Figure 1).
The results show there are areas with high potential: virtual
visits, webinars, samples or scientific publications. These are
more valued by physicians than pharma employees realize.
The opposite is the case with channels such as booths at
congresses/conferences, roundtables or the quality of the rep
visit (measured in terms of rep knowledge). Having the ability
to understand these perceptions and preferences for each
stakeholder, and being empowered to track their evolution,
will be the key to better performance and productivity.
As the pace of today’s world accelerates, multichannel
adoption and experience is a journey that represents an
opportunity for life sciences companies to improve the
customer experience of each stakeholder, by addressing
each customer at his maturity level. Stakeholders can be
categorized by the following high level classifications and
multichannel adoption strategies.
Figure 1
White Paper 9
Traditional stakeholders: The journey begins by understanding
how to best introduce this group to digital formats. This can
be done by accompanying them in the use of new media so
they understand the value and possibilities for their specific
need (information sites, presentations, on line medical
webinars, remote interactions, doctor social portals).
Digital stakeholders: There is a natural move to digital
formats as the digital generation grows older. Addressing this
group efficiently represents a great opportunity to accelerate
awareness and time to peak sales, as the speed at which
information can be disseminated by the new digital KOLs and
digital HCPs has increased. IT is vitally important to effectively
address the digital needs and expectations of this group in
launching products at the desired speed.
With the wide range of channels available, the factor that will
make the strategy sustainable is ensuring the information
shared is consistent and easy to reference, so the channel mix
effort is not a one shot investment. Linking multiple channel
communications into a shared reference repository is the way
forward. Stakeholders will be able to access information when
they need reliable, comprehensive, up-to-date information
on medical or product questions. This approach benefits
stakeholders by avoiding searches through e-mails, notes,
presentations, or multiple web pages to find solutions.
Life sciences companies can keep their quality materials in a
single access point. Multichannel campaigns can refer back
to the customer portal where the information for the specific
campaign is easy to find at any time, but also where visitors
searching for a specific topic can lead to the discovery of
other valuable materials - similar to visiting IKEA to buy a
shelf and leaving with the shelf, a plant, and a set of dishes to
put on the shelf.
“MIRROR ANALYSIS HIGHLIGHTS THE
AREAS WHERE BUDGET SHOULD BE
ALLOCATED IN PRIORITY- OR CUT!”
HENRY GAZAY
CEO AND FOUNDER OF MEDIMIX
INTERNATIONAL3
White Paper10
The conclusion is that when a life sciences company is able to understand the need and
interest of the HCP - and it is evident that the information will help the HCP do a better job -
the HCP will find time to go through it.
Are stakeholders ready for digital?
At a recent webinar sponsored by Anthill4 on content
development, a poll of the industry participants indicated the
perception is that three quarters of physicians are willing to
review digital materials with a rep. Meanwhile, a physicians’
round table at the Multichannel Marketing Summit 20145
discussed this very same topic. At this round table, doctors
expressed their preference to have face-to-face discussions,
but specified that digital support, when brought into the
conversation in a pertinent manner, was welcomed. They also
acknowledged that when the information was of interest and
relevant to their practice, they were open to digital.
As discussed in the previous edition of this paper series,
channels such remote detailing obtained quality evaluation
scores above 8 out of 10 in most campaigns. In these
cases, remote detailing left a very professional impression –
assuming the HCP had the time, and the remote rep had all
the documentation at hand, and the conversation, with the
support of digital, could drill down into complex medical
matters and data. This coincides with the results from
studies that measure time spent in digital channels. Another
example supporting the fact that doctors are joining the
digital revolution is a survey of nearly 7500 HCPs conducted
by Cegedim Spain and iDoctus6 (Figure 2) who recently co-
presented the findings in PM Pharma, a local publication.
Less than 1 hour/week
1-5 hours/week
More than 5 hours/week
MedicalInformation
18.2% 22.1%
54.8%
58.4% 56.1%
32.6%
23.4% 21.8%12.5%
ContinuousMedicalTraining
Social Communities
/Networks
HCP Time Dedicated in Digital ChannelsBy Purpose Type
Figure 2
White Paper 11
The outcome of the study clearly indicates that HCPs will
actively seek out and interact with content that is targeted
to his needs and interests and that will assist him in better
performing his job. The onus is on the pharmaceutical
company to understand the HCP’s needs relative to his
position on the information continuum - and his channel
preferences - to best communicate the right information at
the right time. Cegedim Strategic Data studies conclude that
doctors do find the value in digital communications.
Only with in-depth analysis of data gathered through multiple
interactions - on which channels were used, the subject, and
how was it perceived - will companies be able to understand
channel and content preference, and combine the best of
both for an efficient and positive communication experience.
Recent surveys among physicians indicate that HCPs already
trust the industry to provide accurate information. A 2014
Cegedim Strategic Data study conducted among 3500 HCPs
in France, Italy, Spain, UK, China and Brazil revealed that in five
of the six countries surveyed (UK, France, Italy, Spain, China)
pharmaceutical company websites are the most commonly
used online resource when healthcare professionals are
searching for branded product information. In Brazil, brand
specific websites are the most common choice among HCPs
(Figure 3).
DIGITAL CHANNELS / Impact on Prescription IntentionBy Country
Source: Cegedim Strategic Data, 2014
UK
44%
29%
18%
8%
1%
35%
29%
31%
23%
30%
FRANCE
43%
38%
15%
4%
1%
37%
21%
47%
23%
32%
ITALY
40%
36%
13%
10%
1%
44%
34%
31%
37%
33%
CHINA
50%
24%
15%
14%
2%
45%
46%
42%
41%
40%
SPAIN
50%
20%
14%
11%
5%
44%
41%
35%
30%
43%
BRAZIL
42%
31%
11%
10%
5%
47%
48%
71%
38%
40%
% brand related searchesby channel
% of searches with positive influenceon prescription intent by channel
Pharma company websites
General social media
Brand specific websites
Online journals / publications
Physicians online communities
/ forums / blogs
Figure 3
White Paper12
Overall, the results indicate that HCPs are comfortable going
to the original source for product information. This is a signal
to marketers and brand teams to leverage these touch points.
Furthermore, the data shows a considerably positive impact
on prescription behavior that varies from geography to
geography, and channel to channel.
So the need for accurate, comprehensive, reliable information
is evident – the question that remains is how to make the
relevant piece available to each stakeholder to maximize the
utility of the information. This will lead HCPs to prescribe
the best possible treatment for each patient case, and
contribute to the patient’s adherence to it. By leveraging
the latest technology to continuously enrich and update
customer insights, and use it to customize communication,
pharma companies will build stronger and more productive
relationships that truly support HCPs in making informed
choices.
As budgets in pharma companies are reduced, public health
systems are looking for savings, and HCPs are treating a
higher volume of patients a number of questions arise:
How can the healthcare ecosystem benefit from the
digital interaction?
What are the communication channels most accessed by
customers?
How is each channel used by stakeholders?
What is the impact communication is having on behavior?
White Paper 13
How is digital being used by the industry and what is the real impact?
The adoption of digital by the industry is highly dependent on geographies. CSD studies show there is a very significant
variation from Japan with a 34% digital adoption rate heading the list, to Brazil, Italy, Russia or China with a very marginal
percentage of investment in digital of 1 - 2% of the total number of interactions (see Figure 4).
It is natural to assume the cultural component influences the
level of digital adoption. For example, in the markets where
the perception is that digital does not have the intended
impact, the volume of digital interaction is lower. But the
actual data reveals very different conclusions that fly in the
face of our pre conceptions of markets and culture.
Let’s take the example of Italy (Figure 5). If we drill down into
the figures, we observe a very low use of digital channels
targeted to HCPs – only 2% of all tracked interactions.
Nevertheless, the response from those exposed to digital
appears very promising, with nearly 43% indicating a positive
impact on prescription intention – the highest level of the
countries analysed.
The performance of traditional, more personal interactions
is still higher, with a 53.2% use rate. However, combining
these figures with the internal financial data each company
has on the cost of enabling each channel, product managers
will be able to get down to the Return on Investment
figures that will help them make wise recommendations on
channel investments, and obtain strong sponsorship of their
communication strategies.
CHINARUSSIAITALYBRAZILGERMANYSPAINCANADAFRANCEUKBELGIUMPOLAND USA JAPAN
40%
34%
24%
20%
15%13% 13%
10%7%
5%2% 2% 2% 1%
35%
30%
25%
20%
15%
10%
5%
0%
DIGITAL CONTACTS% Digital Contacts by country - MAT Q3 2014
100% = Digital + Traditional interactions
Digital Contacts: Automated Detail, Live Detail, Live Web Meetings, Recorded Web Presentations, E-mailing.Traditional Contacts: Face-to-face & telephone detailing, on-site meetings & events, postal mailings.
% Digital Contacts
Source: Cegedim Strategic Data, 2014
Figure 4
White Paper14
Furthermore, there is a clear advantage digital presents from
a financial perspective, which in today’s health care context
is of great importance: the scalability of the investment,
and the ability to reach further with less or limited budgets.
Usually, the cost structure of digital channels plays to the
industry advantage, as it is much more scalable than the
personal channels. Once invested in the fixed cost portion
(the adapted content, messaging, formatting plus the use
of multiple digital platforms) the variable cost to reach more
stakeholders is relatively low, and the likelihood of getting
attention from more members of the medical and scientific
community will be increased by understanding their channel
preferences and information.
If we take one step further into the analysis, still using Italy
as an example, and look at the digital channel mix and how
it performs, we see that Automated Detail and Live Detail
enjoy the best performance, as 57% of doctors express these
interactions influenced their start or increase in prescription
writing for the product. Live Web Meetings follow right after
with 53% of HCPs expressing a positive impact on their
prescription behavior, and E-mailing show as the lowest
performers with a still very respectable 32% (Figure 6).
Digital & Traditional Contacts% Rx Increase for Digital & Traditional Contacts - MAT Q3 2014
Total Contacts: 53,977,354
1.9%
98.1%Digital Contacts: Automated Detail, Live Detail, Live Web Meetings, Recorded Web Presentations, E-mailing.
Traditional Contacts: Face-to-face & telephone detailing, on-site meetings & events, postal mailings.
% Rx Increase
60%
50%
40%
30%
20%
10%
0%
42.8%
53.2%
Source: Cegedim Strategic Data, 2014
Italy
Figure 5
White Paper 15
This data suggests there is a very real opportunity and area
for growth in digital, especially in those geographies where
digital is clearly under exploited. The companies that innovate
and are quicker to enable a well-articulated multichannel mix
leveraging digital will be successful in accelerating peak to
sales for new products; maximizing sales during the patent
protection period; keeping the information, education and
adherence messages and programs dynamic; and maintaining
awareness after the patent expires and budgets are more
reduced.
Those life sciences companies who have a good and dynamic
understanding of customer channel preferences, customer
medical and therapeutic challenges, and communication
channel cost and performance will be able to master
multichannel by:
Selecting the channels that HCPs are willing to use to
influence perceptions
Selecting the right topic and adapting the message to
solve the HCP’s practical issue
The nature and the magnitude of the impact of each channel
will vary depending on the targeted HCP, but a factor that
studies consistently agree on is that HCPs trust discussions
with other HCPs in a medical meeting more than in any
other type of interaction with industry contacts. The better
companies are at partnering with the scientific community, and
the better they articulate their multichannel communication
to ensure good comprehension from the scientific leaders
in each domain, the more impact their message will have in
the healthcare and scientific community, and the better their
reputation and credibility will be.
Digital Channels - Impact on Future Rx IntentMAT Q3 2014
Total Digital Contacts:(842K)
As a result of this visit, how will your prescribing behaviour change?
NB excludesnon-response
Start/Increase Rx
Remain Unchanged
Decrease
Live Web Meetings
52%
48%
(1k)Automated Detail
(237k)
43%
57%
Live Detail
43%
57%
(118k)Recorded Web Presentations
53%
46%1%
(3k)
E-mailing
67%
32%
1%
(465k)
43%
57%
Italy
Source: Cegedim Strategic Data, 2014
Figure 6
White Paper16
China is another interesting example, where we clearly see great opportunity. In this case (Figure 7) the number of contacts
using digital channels is very small. Only 1% of the interactions during the study period happened through digital. Nevertheless,
when looking at the effectiveness in shifting prescription behaviors, we see that digital channels performed even better than
the traditional channels. As a result of the digital channels, 44.3% of digital contacts increased their prescription writing of the
drug being promoted.
Drilling down into that 1% of digital interactions with
healthcare professionals (Figure 8) we see all channels
performed very well, with 39% or greater positive impact. But
we also observe very significant variations. Recorded Web
Presentations show an impressive 63% change in prescription
increase/start; followed by E-mailing with 51%; and Live Web
Meetings with 45%. To further read the numbers, we should
look at the nature, content and design of each of these digital
campaigns. As we have stated in this multichannel series, the
success of a channel is not driven just by how convenient it
is to access, or how pleasant the customer experience is, but
by the powerful impact of the quality and usefulness of the
content shared, and the multiple stakeholders who are able
to share it.
Digital & Traditional Contacts% Rx Increase for Digital & Traditional Contacts - MAT Q3 2014
Total Contacts: 96,292,120
1%
99%Digital Contacts: Automated Detail, Live Detail, Live Web Meetings, Recorded Web Presentations, E-mailing.
Traditional Contacts: Face-to-face & telephone detailing, on-site meetings & events, postal mailings.
% Rx Increase
45%
40%
30%
20%
10%
0%
44.3% 43.4%
Source: Cegedim Strategic Data, 2014
China
Figure 7
White Paper 17
If we compare geographies, we see deep differences. In the case of comparing Italy and China, one of the most significant
differences is in E-mailing. In Italy 32% of the cases yielded a positive increase of prescription, while in China, the figure rises up
to 51%. Therefore, it is imperative for marketing managers to be knowledgeable about the adoption trends in their geographies
before making decisions on digital channel efforts.
For the purpose of this paper, we cannot detail the results from each geography because the analysis would be too lengthy.
But overall, we see even more significant variations when we look at the results on a global scope. The effectiveness of the
different digital channels yield very different response rates depending on the region, resulting in a different optimal digital
channel mix for each region. To illustrate this point, we can look at face-to-face live detailing using a digital presentation
performing well in Russia where 80% of HCPs positively changed their prescription behavior; 74% in the US; 31% in Germany;
and 21% in Belgium.
Digital Channels - Impact on Future Rx IntentMAT Q3 2014
Total Digital Contacts:(660K)
As a result of this visit, how will your prescribing behaviour change?
NB excludesnon-response
Start/Increase Rx
Remain Unchanged
Decrease
Live Web Meetings
54%
45%
(15k)
1%
Automated Detail(205k)
60%
39%
Live Detail
60%
40%
(248k)Recorded Web Presentations
63%
37%
(68k)
E-mailing
51%
49%
(124k)
55%
44%
1%
China
Source: Cegedim Strategic Data, 2014
Figure 8
White Paper18
Conclusion
The abundance and openness of data available today
represents an opportunity to life sciences companies. The
industry must play a major role in organizing the vast amount
of information, prioritizing it and making it available to HCPs
and patients digitally - the most efficient and accessible
manner possible. Participating in this process will give the
industry access to valuable data and insights on both the
HCPs and patients who are consuming the information,
creating a positive growth cycle.
Marketing to HCPs via digital channels is no longer a
questionable practice. It is a measurable opportunity, and the
results of the measurements show that it is an increasingly
effective vehicle. Although adoption varies around the world,
it is an approach that must be embraced by life sciences
companies who plan to keep up with the competition, and
excel in the present and future.
White Paper 19
Cegedim Relationship Management
Cegedim Relationship Management is the leading global
provider of Customer Relationship Management (CRM)
solutions to the Life Sciences industry. The company provides
the most comprehensively packaged offerings, enabling
companies to meet present and future business requirements
and objectives, and to achieve rewarding and lasting
relationships with customers.
Solutions include:
Customer Relationship Management
Multichannel Customer Engagement
Customer Databases
Customer Data Management
Regulatory Compliance
Medical Affairs
Support Services
Marketing Services
Analytics
Contact Cegedim Relationship Management today for more
information.
www.cegedimrm.com
Global Headquarters
127-137 rue d’Aguesseau
92100 Boulogne Billancourt FRANCE
Tel: +33 1 49 09 22 00
Fax: +33 1 49 09 24 55
US Headquarters
1405 U.S. Highway 206
Bedminster, NJ 07921
Tel: +1 908.443.2000
Authors
Emiliano Gummati
Vice President, Product Portfolio Management
Cegedim Relationship Management
Christopher Wooden
Vice President, Global Sales
Cegedim Strategic Data
Gracia Rodriguez Valbuena
Engagement Solutions Manager
Cegedim Relationship Management
1 Ernst and Young, “Beyond Borders – Unlocking Value”
http://www.ey.com/Publication/vwLUAssets/EY-beyond-
borders-unlocking-value/$FILE/EY-beyond-borders-
unlocking-value.pdf
2 Mads Holmen, Bibblio Co-Founder - Multichannel London
Conference 2014
https://www.youtube.com/watch?v=5Ss1Wk7kXGI
3 Medimix International, “White Paper: A Reality Check”
http://www.medimix.net/news/2014/10/06/reality-check-
should-i-continue-allocating-millions-same-old-way-white-
paper
4 Anthill Webinar moderated by Sebastian Kolsch, Vice
President of Anthill
http://webinarsondemand.anthillagency.com
5 Multichannel Marketing Summit 2014 – London – Physician
Roundtable Discussion
http://www.eyeforpharma.com/marketing/index.php
6 Cegedim Spain/iDoctus Survey
http://www.semg.es/agencia-de-prensa/notas-de-
prensa/1054-estudio-idoctus-2014.html
References
Multichannel
Digital Channel Engagement A Measureable Opportunity