Pharmaceutical CRM Cutting Edge Information PH96 Summary

Cutting Edge Information

CONTACT INFORMATIONAdam [email protected]

www.cuttingedgeinfo.com

Pharmaceutical Customer Relationship Management

QUICK SUMMARYReport Features

Table of ContentsProfiled CompaniesMetrics Introduction

Sample ContentCharts & Graphics Index

About CEI

REPORT DATE AND FORMAT

April 2007Adobe PDF E-Copy

TOTAL NUMBERS OF PROFILED COMPANIES13 Pharmaceutical and

Biotechnology Companies

REPORT LENGTH277 pages

METRICS AND CHARTS13 Profiles

400+ Metrics 200+ Charts, Tables and

Graphics

Pharmaceutical Customer Relationship Management: Developing and Improving CRM is designed to increase the effectiveness of pharmaceutical CRM efforts. Findings cover the critical components to every program, such as investment levels, strategy, staffing and improvement processes.

If you are looking to build a solid business case to secure additional resources for CRM -- or just want insight into how to improve program effectiveness -- this report contains the data and analysis you need. Our findings are detailed enough to deliver an immediate impact, and they include real customer relationship management budgets.

Back your position with the power of industry intelligence. Our report gives you support for your ideas and prepares you for meetings, presentations and strategy discussions with key executives. Real-world examples show how leading companies, such as Bristol-Myers Squibb, Sanofi-Aventis and Wyeth, allocate CRM resources.

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15 Executive Summary

20 MethodologyandDefinitions21 ProfiledCompanies22 Maximizing Key Relationships Through CRM: Five Principles for Success

29 CRM Structure And Resources

31 Structure38 Coordination & Communication41 Resource Allocation55 CRM’s Role in Marketing Plans56 Senior Management Buy-In57 Outsourcing CRM Activities62 CRM Databases: A Trend toward Centralization

67 CRM Strategies and Tactics

73 CRM Development 77 Measuring CRM ROI81 Gauging Customer Lifetime Value84 Identifying Key Guidelines to Follow85 Establishing CRM Programs

89 CRM Challenges and Opportunities

91 CRM Challenges95 Improvement Opportunities97 Tailoring CRM Messages101 Determining the Media Mix105 CRM Innovations

TABLE OF CONTENTS




107 CRMProgramProfiles

108 CRM Program 1123 CRM Program 2136 CRM Program 3149 CRM Program 4162 CRM Program 5175 CRM Program 6187 CRM Program 7200 CRM Program 8214 CRM Program 9226 CRM Program 10240 CRM Program 11252 CRM Program 12264 CRM Program 13

TABLE OF CONTENTS




PROFILED COMPANIESInformation for this study was developed from primary sources and was supplemented by secondary sources. Cutting Edge Information worked with Ed Chelel, president of Focused Consulting ([email protected]) and former director of the Novartis Consultant Network to help design a thorough survey and interview guide. The research team conducted primary interviews with and collected quantitative surveys from customer relationship management leaders, marketing directors, and managers at the following companies:

Ajilon

ALK-Abello

AstraZeneca

Bristol-Myers Squibb

CPC Healthcare Communications

Harte-Hanks

Johnson & Johnson

Merck Sharp & Dohme

Novo Nordisk

Roche

Sanofi-Aventis

The Cement Works

Wyeth

PROFILED COMPANIES




METRICS INTRODUCTIONThe following is a list of metrics included in Pharmaceutical Customer Relationship Management. While this list is not inclusive of all the data in the report, it summarizes the main categories and types of data included in each chapter.

Chapter 1:

• Management structure of CRM

• Level of CRM operation

• Functions spearheading CRM initiatives

• Functions involved in CRM

• CRM brand-level, therapeutic area-level and corporate-level nvestments

• Average CRM investments by category

• Budget breakdown by target audience

• Functional contributions to CRM funding

• Headcounts for development, implementation and maintenance stages by category

• Initial CRM investments vs. annual CRM investments by category

• Annual CRM investments vs. desired annual investment by category

• Percentage of implementation investments outsourced

• Percentage of maintenance investments outsourced

• Outsourced activities

• CRM database integration

• Technology investments as a percentage of total CRM investments




Chapter 2:

• Relevancy of CRM objectives

• Applications of CRM programs

• Timeframe to develop and implement CRM programs

• Phase new drugs are integrated into CRM programs

• Pilot programs for CRM

• CRM program measurement

• CRM program results

• CRM program performance ratings

• Measuring customer lifetime value

• Average cost to attain a new patient vs. cost to retain an existing patient

• Average initiative development investments as a percentage of total CRM budget

Chapter 3:

• Companies’ current CRM development stages

• CRM challenges

• Target audiences of CRM initiatives

• Media channels utilized in CRM programs

• Average online marketing investments as a percentage of total marketing investments




There are 13 CRM program profiles in Chapter 4. Each contains the following metrics and graphics.

Chapter 4:

• Program background information: brand-level, therapeutic area- level or corporate-level CRM initiative; therapeutic area

• Program overview: target audiences, measuring customer lifetime value, cost to attain a new patient vs. cost to retain an existing patient

• Program timeframe: current stage of development, development time and pilot program

• Integration of databases and phase of new drug integration

• Program structure: centralization and operation level

• Functions involved in CRM program and contributions to CRM funding

• Implementation investments broken down by categories and target audiences

• Annual CRM investment vs. desired annual investment and outsourcing budgets and activities

• In-house headcounts at various development stages

• Applications of CRM program and objectives

• Media channels utilized in CRM and online marketing investments as a percentage of total marketing investments

• CRM challenges

• CRM status report: measurement tactics, program results and performance rating




SAMPLE CONTENTThe following samples from Pharmaceutical Customer Relationship Management: Developing and Improving CRM offer a look inside the report and its findings. If you are interested in learning how the report addresses other specific areas, please call Adam Bianchi at 919-433-0202.

The following excerpt is the introduction to Chapter 1: “CRM Structure and Resources”

Making CRM the Central Marketing Strategy

The first solution to the “problem” of CRM structure may be to eliminate entirely the issue of structure. This happens when CRM is not a separate program but a central tenet of the entire marketing organization.

At Company 6, the marketing function oversees the CRM program. The company aims to fit all of its CRM activities into its brands’ relationship marketing strategies. For brand teams and the broader marketing organization, customer relationship management is not a discrete program that simply covers data warehousing or add-ons such as direct mail campaigns. Instead, comprehensive relationship management is the dominant paradigm for all marketing teams.

By avoiding the disjointed, uncoordinated efforts, all elements of customer management occur under the broader umbrella of customer relationship management. Patients and physicians move through a process that begins with education and awareness for relevant brands and treatments. Individuals then move through customer acquisition to adherence and, finally, advocacy. The steps are not new, but the marketing organization views customers holistically by understanding their position and progress on the CRM ladder.

Company 6’s brands oversee their own CRM. Ultimately, profit and loss responsibility falls to the brand team, which owns all relationship marketing and CRM activity for the brand. Brand heads report into business unit leaders; in the US, each brand tends to fall under the oversight of a vice president of marketing. Other groups that support the brand and work with the CRM system might include marketers focused on healthcare professionals, medical education, consumer marketing and managed care teams.




CRM Specialists and Dedicated CRM Teams

Teams focused on consumer marketing have the additional benefit of Company 6’s centralized group of CRM specialists that reports into marketing operations. This group, a company skill center, helps brands manage both Internet-based activity and consumer communications. Brands focused on consumer marketing receive dedicated support from a CRM expert that sits in this group.

That expert works directly with a brand’s consumer marketers, who set the consumer strategy. The CRM expert further develops that strategy and takes responsibility for implementation.

At Company 11, the dedicated CRM team, which reports into a marketing operations function, fills gaps in brand managers’ knowledge. Brand managers tend to have strong general capability in terms of advertising and branding in specific drug classes and disease states. The CRM team address other areas, such as direct marketing or consumer-focused marketing. These areas often include direct mail, emarketing, and any element of direct response marketing.

Because they complement the brand managers’ deep brand knowledge, the centralized CRM team members are able to serve as valuable direct-marketing advisors. One challenge that accompanies this structure is the gray areas that fall between the brand team, the CRM team and external marketing partners. Clear communication and delineation of responsibilities helps the groups avoid conflict and inefficiency. In this structure, members of the CRM team usually have responsibility for two brands at a time.

…To read more, please see Chapter 1 of Pharmaceutical Customer Relationship Management: Developing and Improving CRM


PHARMACEUTICAL CUSTOMER RELATIONSHIP MANAGEMENT 10


The following is an excerpt from Chapter 4: “CRM Program Profiles.” Please note that a number of graphics and tables are not shown in this sample.

CRM Program 1 ProfileProgram Overview

Program 1 is a brand-level CRM initiative that caters to several audiences, including physicians, patients and caregivers. In comparison to other CRM programs, Program 1 and Program 3 are unique in their quests to include caregivers in their customer relationship management efforts. However, since Program 1 focuses on an oncology product, it is not surprising to find that the company includes caregivers in its initiative, as caregivers are oftentimes extensively involved in the treatment process.

As Figure P1.2 illustrates, there is a rather significant average cost to attain a new patient in Program 1’s oncology area ($3,000); even retaining an existing patient is costly to this company, at approximately $1,000 per patient.

Figure P1.2: CRM Program 1 Overview


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Program 1 has recently been launched in a non-US market in the past year or two. As Figure P1.3 depicts, it took the company seven months to develop and implement this CRM program, which also benefited from the opportunity to run a one-and-a-half month pilot program. Fortunately, the company integrated several databases into a centralized system to keep the data organized and easily accessible. A centralized database is one of the most important aspects of a successful CRM program, particularly in Program 1’s case because it is interfacing with several different audiences. Also, a centralized database provides a solid foundation for Program 1 to grow and become even more personalized and effective.

Program Structure & Resources

Company 1 has a centralized structure in place to manage CRM, and it operates its CRM programs at a worldwide level, as Figure P1.5 shows. Interestingly, the company has established a dedicated CRM department to spearhead its CRM initiatives. This structure emphasizes the company’s commitment to customer relationship management and establishes a champion for the program, which are essential to maximize a program’s potential.

Figure P1.3: CRM Program 1 Timeframe


PHARMACEUTICAL CUSTOMER RELATIONSHIP MANAGEMENT 1�


As Figure P1.6 illustrates, even though the CRM department is responsible for leading the CRM initiative, several other functions are involved in its development and maintenance. This cross-functional cooperation and input exemplify CRM’s impact throughout the organization.

Though several functions are involved with CRM, the CRM department and information technology are responsible for its budget, contributing 85% and 15%, respectively. Program 1 received the smallest development budget of the brand-level programs examined in this study. From concept to implementation, the company invested $900,000. Figure P1.7 shows the development budget’s breakdown. The greatest spends were allocated to initiative development and technology, with $250,000 each. Examining how the development budget was allocated by the target audience, it is clear that the main focus of the current CRM program is physicians. Eighty percent, or $720,000, of the budget was spent on physicians and the remaining 20% was evenly distributed to cater to patients and caregivers.

The company outsourced 2% of both its development budget of $900,000 and its annual maintenance budget of $600,000. Although only a small percentage of the CRM budget was outsourced, the company outsourced a number of activities as seen in Figure P1.8. Another advantage of having a CRM department is that the company is able to perform more of the program’s work in-house and thus have greater control over its success or failure.

Figure P1.9 shows the headcount dedicated to the CRM program during the development stage, the implementation stage and maintenance stage. In the initial development stage, the program had 10 FTEs, which grew to 20 FTEs in the implementation stage before finally dropping to 6 FTEs in the maintenance stage. This rise and fall is a common staffing pattern that underlines just how important a proper implementation is to a program’s success.




Figure P1.7: CRM Program 1 Investments




Figure P1.8: CRM Program 1 Investments Continued




Program Objectives, Challenges & Results

CRM programs differ greatly from one another. One reason for this is that each company and brand has individual objectives and purposes for CRM. Program 1, for instance, uses its CRM system for sales force applications, customer service and as a way to manage electronic signature capture.

Figure P1.10 illustrates the importance of various objectives to this CRM program. Achieving customer loyalty, interacting on a one-to-one basis, and shifting to a customer-centric perspective are some of the top objectives of Program 1. The company launched a multimedia CRM campaign to help achieve these goals. As seen in Figure P1.11, the CRM program leverages face-to-face, detailing, Internet, email, print, in-office and the telephone to reach its target audiences. It is advantageous for the program to offer its audiences so many different channels because it allows physicians, patients and caregivers to interface with the company on their preferred channel(s).

The graphic at the bottom of Figure P1.11 shows that the company plans to increase its online marketing investments as a percentage of its total marketing budget in the next few years – growing from 1% to 3% of the marketing budget by 2010. This is an interesting trend to watch as patients and physicians continue to seek medical information on the Internet and it grows in popularity as a viable marketing outlet.

Achieving the objectives set forth for Program 1 is not necessarily an easy task for the company. Every program faces challenges along the way. Figure P1.12 illustrates how some of the common CRM challenges impact Program 1. Among the most challenging are providing customized messages, demonstrating return on investment, and persuading stakeholders of the value of the program. However, this program has done a very good job of overcoming these challenges and taking full advantage of its strengths. In fact, the program has exceeded expectations. On a scale of 1 to 10, with 10 being excellent, the company rated its CRM program a 9. This is an unusually high rating, but the program’s success may be attributed to a number of things, including establishing a CRM department, developing a centralized database, leveraging several media channels, keeping much of the CRM work in-house, and having the support of senior management, among others.




Executive Summary

16 Figure E.1: Average Cost to Attain a New Patient vs. Cost to Retain an Existing Patient25 Figure E.2: Average CRM Investments27 Figure E.3: Applications of CRM Programs

CRM Structure And Resources31 Figure 1.1: Management Structure of CRM

Structure32 Figure 1.2: Level of CRM Operation33 Figure 1.3: Stand-Alone CRM Initiatives: Level of Management34 Figure 1.4: Function Spearheading CRM Initiative

Coordination & Communication39 Figure 1.5: Functions Involved in CRM

Resource Allocation42 Figure 1.6: CRM Brand-Level Investments43 Figure 1.7: CRM Therapeutic Area-Level Investments43 Figure 1.8: CRM Corporate-Level Investments44 Figure 1.9: Average CRM Investments45 Figure 1.10: Budget Breakdown by Target Audience46 Figure 1.11: Contributions to CRM Funding47 Figure 1.12: Brand-Level Headcounts for Development, Implementation and Maintenance Stages47 Figure 1.13: Therapeutic Area-Level Headcounts for Development, Implementation and Maintenance Stages48 Figure 1.14: Corporate-Level Headcounts for Development, Implementation and Maintenance Stages49 Figure 1.15: Brand-Level: Initial CRM Investments vs. Annual CRM Investments50 Figure 1.16: Therapeutic Area-Level: Initial CRM Investments vs. Annual CRM Investments50 Figure 1.17: Corporate-Level: Initial CRM Investments vs. Annual CRM Investments51 Figure 1.18: Average Initial CRM Investments vs. Annual CRM Investments52 Figure 1.19 Brand-Level: Annual CRM Investments vs. Desired Annual Investments53 Figure 1.20: Therapeutic Area-Level: Annual CRM Investments vs. Desired Annual Investments53 Figure 1.21: Corporate-Level: Annual CRM Investments vs. Desired Annual Investments

Senior Management Buy-In

57 Figure 1.22: Percentage of Implementation Investments Outsourced

CHARTS AND GRAPHICS INDEX




Outsourcing CRM Activities58 Figure 1.23: Percentage of Maintenance Investments Outsourced59 Figure 1.24: Outsourced Activities62 Figure 1.25: CRM Database Integration

CRM Databases: A Trend toward Centralization63 Figure 1.26: Technology Investments as a Percentage of Total CRM Investments

CRM Strategies and Tactics

69 Figure 2.1: Relevancy of CRM Objectives72 Figure 2.2: Applications of CRM Programs73 Figure 2.3: Time to Develop and Implement CRM Program

CRM Development 74 Figure 2.4: Phase New Drugs are Integrated into CRM Program75 Figure 2.5: Pilot Programs for CRM77 Figure 2.6: CRM Program Measurement

Measuring CRM ROI79 Figure 2.7: CRM Program Results80 Figure 2.8: CRM Program Ratings81 Figure 2.9: Measuring Customer Lifetime Value

Gauging Customer Lifetime Value82 Figure 2.10: Average Cost to Attain a New Patient vs. Cost to Retain an Existing Patient

Establishing CRM Programs86 Figure 2.11: Average Initiative Development Investments as a Percentage of Total CRM Budget

CRM Challenges and Opportunities

90 Figure 3.1: Companies’ Current CRM Stages

CRM Challenges94 Figure 3.2: CRM Challenges





Improvement Opportunities

97 Figure 3.3: Target Audiences of CRM Initiatives

Determining the Media Mix102 Figure 3.4: Media Channels Utilized in CRM Programs104 Figure 3.5: Average Online Marketing Investments as a Percentage of Total Marketing Investments

CRMProgramProfiles

CRM Program 1108 Figure P1.1: CRM Program 1 Background109 Figure P1.2: CRM Program 1 Overview110 Figure P1.3: CRM Program 1 Timeframe111 Figure P1.4: CRM Program 1 Database & Integration 112 Figure P1.5: CRM Program 1 Structure 113 Figure P1.6: CRM Program 1 Management 115 Figure P1.7: CRM Program 1 Investments 116 Figure P1.8: CRM Program 1 Investments Continued117 Figure P1.9: CRM Program 1 In-House Headcounts 119 Figure P1.10: CRM Program 1 Applications & Objectives120 Figure P1.11: CRM Program 1 Media121 Figure P1.12: CRM Program 1 Challenges122 Figure P1.13: CRM Program 1 Status Report

CRM Program 2123 Figure P2.1: CRM Program 2 Background124 Figure P2.2: CRM Program 2 Overview125 Figure P2.3: CRM Program 2 Timeframe125 Figure P2.4: CRM Program 2 Database & Integration 126 Figure P2.5: CRM Program 2 Structure 127 Figure P2.6: CRM Program 2 Management129 Figure P2.7: CRM Program 2 Investments 130 Figure P2.8: CRM Program 2 Investments Continued132 Figure P2.9: CRM Program 2 Applications & Objectives133 Figure P2.10: CRM Program 2 Media134 Figure P2.11: CRM Program 2 Challenges135 Figure P2.12: CRM Program 2 Status Report





CRM Program 3136 Figure P3.1: CRM Program 3 Background137 Figure P3.2: CRM Program 3 Overview138 Figure P3.3: CRM Program 3 Timeframe138 Figure P3.4: CRM Program 3 Database & Integration 139 Figure P3.5: CRM Program 3 Structure 140 Figure P3.6: CRM Program 3 Management142 Figure P3.7: CRM Program 3 Investments 143 Figure P3.8: CRM Program 3 Investments Continued 144 Figure P3.9: CRM Program 3 In-House Headcounts 145 Figure P3.10: CRM Program 3 Applications & Objectives146 Figure P3.11: CRM Program 3 Media147 Figure P3.12: CRM Program 3 Challenges148 Figure P3.13: CRM Program 3 Status Report

CRM Program 4149 Figure P4.1: CRM Program 4 Background150 Figure P4.2: CRM Program 4 Overview150 Figure P4.3: CRM Program 4 Timeframe151 Figure P4.4: CRM Program 4 Database & Integration 152 Figure P4.5: CRM Program 4 Structure 153 Figure P4.6: CRM Program 4 Management 155 Figure P4.7: CRM Program 4 Investments 156 Figure P4.8: CRM Program 4 Investments Continued157 Figure P4.9: CRM Program 4 In-House Headcounts 158 Figure P4.10: CRM Program 4 Applications & Objectives159 Figure P4.11: CRM Program 4 Media160 Figure P4.12: CRM Program 4 Challenges161 Figure P4.13: CRM Program 4 Status Report

CRM Program 5162 Figure P5.1: CRM Program 5 Background163 Figure P5.2: CRM Program 5 Overview164 Figure P5.3: CRM Program 5 Timeframe164 Figure P5.4: CRM Program 5 Database & Integration 165 Figure P5.5: CRM Program 5 Structure 166 Figure P5.6: CRM Program 5 Management168 Figure P5.7: CRM Program 5 Investments 169 Figure P5.8: CRM Program 5 Investments Continued171 Figure P5.9: CRM Program 5 Applications & Objectives



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172 Figure P5.10: CRM Program 5 Media173 Figure P5.11: CRM Program 5 Challenges174 Figure P5.12: CRM Program 5 Status Report

CRM Program 6175 Figure P6.1: CRM Program 6 Background176 Figure P6.2: CRM Program 6 Overview177 Figure P6.3: CRM Program 6 Timeframe177 Figure P6.4: CRM Program 6 Database & Integration 178 Figure P6.5: CRM Program 6 Structure 179 Figure P6.6: CRM Program 6 Management180 Figure P6.7: CRM Program 6 Investments 181 Figure P6.8: CRM Program 6 Investments Continued 182 Figure P6.9: CRM Program 6 In-House Headcounts 183 Figure P6.10: CRM Program 6 Applications & Objectives184 Figure P6.11: CRM Program 6 Media185 Figure P6.12: CRM Program 6 Challenges186 Figure P6.13: CRM Program 6 Status Report

CRM Program 7187 Figure P7.1: CRM Program 7 Background188 Figure P7.2: CRM Program 7 Overview189 Figure P7.3: CRM Program 7 Timeframe189 Figure P7.4: CRM Program 7 Database & Integration190 Figure P7.5: CRM Program 7 Structure 191 Figure P7.6: CRM Program 7 Management193 Figure P7.7: CRM Program 7 Investments 194 Figure P7.8: CRM Program 7 Investments Continued195 Figure P7.9: CRM Program 7 In-House Headcounts 196 Figure P7.10: CRM Program 7 Applications & Objectives197 Figure P7.11: CRM Program 7 Media198 Figure P7.12: CRM Program 7 Challenges199 Figure P7.13: CRM Program 7 Status Report

CRM Program 8200 Figure P8.1: CRM Program 8 Background201 Figure P8.2: CRM Program 8 Overview202 Figure P8.3: CRM Program 8 Timeframe202 Figure P8.4: CRM Program 8 Database & Integration 203 Figure P8.5: CRM Program 8 Structure 204 Figure P8.6: CRM Program 8 Management



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206 Figure P8.7: CRM Program 8 Investments 207 Figure P8.8: CRM Program 8 Investments Continued208 Figure P8.9: CRM Program 8 In-House Headcounts 210 Figure P8.10: CRM Program 8 Applications & Objectives211 Figure P8.11: CRM Program 8 Media212 Figure P8.12: CRM Program 8 Challenges213 Figure P8.13: CRM Program 8 Status Report

CRM Program 9214 Figure P9.1: CRM Program 9 Background215 Figure P9.2: CRM Program 9 Overview215 Figure P9.3: CRM Program 9 Timeframe216 Figure P9.4: CRM Program 9 Database & Integration 217 Figure P9.5: CRM Program 9 Structure 218 Figure P9.6: CRM Program 9 Management219 Figure P9.7: CRM Program 9 Investments220 Figure P9.8: CRM Program 9 Investments Continued221 Figure P9.9: CRM Program 9 In-House Headcounts 222 Figure P9.10: CRM Program 9 Applications & Objectives223 Figure P9.11: CRM Program 9 Media224 Figure P9.12: CRM Program 9 Challenges225 Figure P9.13: CRM Program 9 Status Report

CRM Program 10226 Figure P10.1: CRM Program 10 Background227 Figure P10.2: CRM Program 10 Overview 227 Figure P10.3: CRM Program 10 Timeframe228 Figure P10.4: CRM Program 10 Database & Integration229 Figure P10.5: CRM Program 10 Structure 230 Figure P10.6: CRM Program 10 Management232 Figure P10.7: CRM Program 10 Investments233 Figure P10.8: CRM Program 10 Investments Continued234 Figure P10.9: CRM Program 10 In-House Headcounts236 Figure P10.10: CRM Program 10 Applications & Objectives237 Figure P10.11: CRM Program 10 Media238 Figure P10.12: CRM Program 10 Challenges239 Figure P10.13: CRM Program 10 Status Report

CRM Program 11240 Figure P11.1: CRM Program 11 Background241 Figure P11.2: CRM Program 11 Overview241 Figure P11.3: CRM Program 11 Timeframe



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242 Figure P11.4: CRM Program 11 Database & Integration243 Figure P11.5: CRM Program 11 Structure244 Figure P11.6: CRM Program 11 Management245 Figure P11.7: CRM Program 11 Investments246 Figure P11.8: CRM Program 11 Investments Continued247 Figure P11.9: CRM Program 11 In-House Headcounts248 Figure P11.10: CRM Program 11 Applications & Objectives249 Figure P11.11: CRM Program 11 Media250 Figure P11.12: CRM Program 11 Challenges 251 Figure P11.13: CRM Program 11 Status Report

CRM Program 12252 Figure P12.1: CRM Program 12 Background 253 Figure P12.2: CRM Program 12 Overview254 Figure P12.3: CRM Program 12 Timeframe 254 Figure P12.4: CRM Program 12 Database & Integration255 Figure P12.5: CRM Program 12 Structure 256 Figure P12.6: CRM Program 12 Management258 Figure P12.7: CRM Program 12 Investments 259 Figure P12.8: CRM Program 12 Investments Continued260 Figure P12.9: CRM Program 12 In-House Headcounts 261 Figure P12.10: CRM Program 12 Applications & Objectives262 Figure P12.11: CRM Program 12 Media263 Figure P12.12: CRM Program 12 Challenges263 Figure P12.13: CRM Program 12 Status Report

CRM Program 13264 Figure P13.1: CRM Program 13 Background265 Figure P13.2: CRM Program 13 Overview266 Figure P13.3: CRM Program 13 Timeframe267 Figure P13.4: CRM Program 13 Database & Integration268 Figure P13.5: CRM Program 13 Structure 269 Figure P13.6: CRM Program 13 Management271 Figure P13.7: CRM Program 13 Investments 272 Figure P13.8: CRM Program 13 Investments Continued273 Figure P13.9: CRM Program 13 In-House Headcounts 274 Figure P13.10: CRM Program 13 Applications & Objectives275 Figure P13.11: CRM Program 13 Media276 Figure P13.12: CRM Program 13 Challenges277 Figure P13.13: CRM Program 13 Status Report



REPORT LINKS

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More Cutting Edge Information Reports: Pharmaceutical Patient Adherence and Disease Management: Program Development, Maintenance and Improvement

http://www.cuttingedgeinfo.com/patient-adherence/

Medical Affairs: Delivering Strategic Value

http://www.cuttingedgeinfo.com/medical-affairs/

Key Opinion Leaders: Relationship Management and Segmentation Data

http://www.cuttingedgeinfo.com/kol/

Thought Leader Fair Market Value: Compensation Benchmarks and Procedures

http://www.cuttingedgeinfo.com/thought-leader-fmv/

About Cutting Edge Information Cutting Edge Information is your one-stop shop for real-company business research. Our Real-Company ResearchSM reports combine strong quantitative tactical insights and rich qualitative information to create a map for you and your team to follow — to provide you with information “from the cutting edge.”

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Pharmaceutical CRM Cutting Edge Information PH96 Summary

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