Pharma S&M Analytics - Tata Consultancy Services

Changing Scenario in Sales and
Marketing of Pharmaceutical
Industry: Role of IT
Emergence of IT has made a significant impact in every
possible industry. IT revolution made conventional
things look unconventional and abstract things look
very conventional, still practically increasing and
expanding horizons of business beyond limits and
boundaries. Pharmaceutical industry is perhaps one of
the highly regulated industries that is ever changing
and ever evolving due to changing R & D scenario,
increasing regulatory constraints, growing competition
and diminishing returns. Industry is also changing its
traditional methods of doing business and is opting for
flexible IT business models, like Customer Relationship
Management (CRM) and business analytics, in Sales and
Marketing to:
• Understand customer-market dynamics
• Design meaningful market strategies
• Improve sales force effectiveness
• Increase returns
This paper, “Changing Scenario in Sales and Marketing
of Pharmaceutical Industry: Role of IT”, discusses
challenges of pharmaceutical Sales & Marketing, details
possible strategies and role of IT in Sales & Marketing
with emphasis on CRM, business analytics and e-
marketing.

Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
About the Author
Ravindranath Babu
Ravindranath Babu has been working in the IT industry for
the last 2 years. He is a Functional Consultant for Pharma
Sales & Marketing. He is engaged in the development of
Pharma Sales & Marketing solution in Siebel Pharma
analytics platform. He has experience in therapy areas like
cardiovascular, critical care, gynecology, diabetes, oncology
and women’s health care. Earlier, he worked for Astrazeneca
Pharma Ind. Ltd as a Medical Information Associate, where
he handled medical information aspects of Sales &
Marketing. He was also a faculty for Medical & Product
Training sessions and had prepared publication alerts,
designed promotional inputs with brand management
team and had rolled out medico-marketing strategies to
field force.
Acknowledgements
I thank Dr Babu S Nema, Head - Pharma Innovation for
providing guidance and support in writing this white paper.
1

Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
Table of Contents
1. Introduction 3
Changing R&D Scenario 3
Patent Expiries and Generics 5
Prevailing Regulatory Environment 6
Changing Customer - Market Dynamics 8
IT in Pharmaceutical Sales & Marketing 10
2. Conclusion 17
3. References 17
2

Introduction
Pharmaceutical industry is one of the highly regulated industries. Various advancements like scientific,
technological, medical, diagnostic and so on pose a great challenge to pharmaceutical industry as the investment in
R&D is high. Thus the industry heavily relies on Sales and Marketing—the revenue generator in entire
pharmaceutical value chain—to maximize the returns. Sales & Marketing is also undergoing a great transformation
especially in developed markets due to:
• Changing R&D scenario
• Patent expiries and generics
• Prevailing regulatory environment
• Changing customer-market dynamics
This white paper attempts to detail the cause of the transformation in developed markets; strategies that will help to
cope with these transformation; and factors that will improve the revenue of the industry.
Changing R&D Scenario
As per Tufts Center for the study of drug development estimate, the cost to get an innovative new drug to market is
more than USD 800 million including expenditures on failed projects and the value of forgone alternative
investments. Currently, total R&D spent by top ten companies is more than USD40 bio/year.
Companies spending in excess of USD1bn on R&D per annum are expecting to market a mean of 1.8 NMEs per year
until 2005, a growth of 60% over the 1.1 seen between 1994 and 1998.
Over a period, NMEs applications as well as approvals have shown a steady decline.
“Pfizer, at $8-9 billion, spends
more on R&D than the total of
India’s defence budget,”
- Mr Kapil Sibal,
Union Minister of Science and
Technology and Earth Sciences
Source - Research and Development in the Pharmaceutical Industry: Oct 2006: a CBO study
Source – Impact of Genomics on
antimicrobial Drug Discovery;
Guangyi Wang, Ph: Spring 2007
b 100
Success rate (%)
90
80
70
60
50
40
30
20
10
0
Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
“The total number of NMEs approved each year fell from a high of 53 in 1996
to 17 in 2002.Annual approvals rebounded to 36 by 2004 but fell again in
2005, to 20.The number of applications for approval of new molecular
entities has exhibited a similar pattern. Applications rose sharply in
1995—the year before the peak in approvals—generally declined from
1998 to 2002, and rose again in 2003 and 2004.The drop in approvals since
1996 could simply mark a return to their long-term average, but even so, the
pace of new-drug approvals has not matched the rise in real R&D spending,
as a result, the average R&D cost per new drug has grown significantly.”
I II III Reg.
Stage of development
Figure 1: Stage of Development
3
App.

The success rate of NMEs, inclusive of all therapy areas, especially in phase III (see Figure 1), registration and final
approval, is less than 10-20%. Though the expenditure on R&D in US pharmaceutical industry has increased, the
number of patents per dollar has considerably reduced. Due to weak late stage pipeline, the Sales & Marketing
teams are compelled to improve revenues from existing product port folios.
Possible Strategies
Some possible strategies from Sales & Marketing perspective that are relevant to current R & D scenario and that can
aid companies in realizing & improving the revenues from the existing product port folios are listed in this section.
1. Proper Product Life Cycle (PLC) management or brand management based on:
• Creating proper market segmentation, targeting and positioning
• Producing right kind of products for right customers with right promotional mix
• Tracking market changes and trends
• Monitoring disease/therapy area and competitor trends
• Building robust customer-campaign management
2. New indications based on:
• Guidelines
• Clinical trials/studies
Recommendations made by medical and regulatory bodies
• Market and therapy area trends
3. Indication penetration and expansion based on:
• Physician experience, patient compliance and usage levels of the drug in an approved indication.
• Extent of usage.
• Span of usage.
• New areas of usage.
4. Subgroup focus based on:
• Drug preferences and usage in various subgroups (based age or disease).
• Adoption or usage levels of a drug by different physician groups in different subgroups.
• Gaps in the management or treatment options.
5. Focus on combination therapies and co prescriptions based on:
• Most widely used combinations.
• Most preferred combinations.
• Commonly used co prescription drugs and impact on outcomes.
• Combination and co prescription patterns in various specialties.
6. DTC marketing with a focus on:
• Retailer business and purchase trends
• Promotional strategy and impact
• Channel and campaign management
Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
4

Patent Expiries and Generics
Not only reduced number of NME applications, decreased number of drug approvals and decreased periods of
exclusivity (see Figure 2) has led to drying up of late stage pipeline, but also led more number of patented drugs (that
include blockbuster drugs) in the verge of patent expiries. Thus, companies have become more vulnerable to market
threats. As per Datamonitor analysis:
Figure 2: Declining Periods of Exclusivity for Novel Classes of Products
The generics market globally has grown by 20% in 2005, four times that of patented drugs and over three times that
of pharmaceutical market. It is estimated to grow at a Compound Annual Growth Rate (CAGR) of 13.62% during the
five-year period 2006-10 with revenues reaching $83.9bn. The market expansion and growth has been triggered by
the rising number of patent expiries of blockbuster drugs and increasing healthcare expenditure. With over 39 major
drugs, due to lose their patent protection before 2010 and branded drug growth rates beginning to falter with
growth rates of only 5-7%, generic companies are prepared to gain even further market share. The US has the largest
generics market and account to 44% of the global generics market. Teva Pharmaceuticals, based in Israel is the
market leader in this industry followed by Sandoz.
Currently, one of the prime challenges of Sales & Marketing teams is to sustain revenues by alternative means and
approaches for their block buster drugs that are going off patent.
Possible Strategies
Many originator companies are trying to sustain revenues of their block buster drugs either by entering into
agreements/pacts with generic companies or by launching their own generic versions. The Sales & Marketing efforts
can be planned based on:
• Ratio analysis
• Historical trend analysis
• Linear regression analysis
• Forecasting and Cause-effect analysis
Some possible strategies to improve the revenues of block buster drugs in terms of Sales & Marketing that have more
relevance and significance with patent expiries and generics are listed in this section.
1. Line extensions based on:
• Market size and market share.
• Competitive differentiation.
• Promotional support, pricing and launch timing.
• Value add and customer acceptance.
Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
5
…on average across the six
markets, branded manufacturers
faced a 35% erosion of their
franchise revenues and 45%
erosion of volume after two years
of generic competition, with brand
volume erosion most severe in UK
and US at 57%, and the least severe
in Spain and Italy at only 22%.

2. Focus on emerging markets or BRIC markets to improve returns is based on:
• Geographical, demographical, behavioral and psychographic details of the markets.
• Understanding customer-market needs.
• Estimation of market potential.
• Evaluation of different therapy areas.
• Proper Market strategy
3. Aggressive product launches to gain maximum share of voice (including BRIC or emerging markets) and it
requires:
• Thorough market understanding.
• Robust market strategy.
• Market and customer specific approach.
4. More focus on planned pre-launch and early launch activities to get:
• Better customer-market insight.
• Competitor understanding.
• Evaluation reports on all major stake holders in the value chain.
• Mileage over competition.
5. Switch patients to next generation drugs to balance existing brand defense strategies based on:
• Current usage patterns of various drugs.
• Disease/Therapy area trends.
• New practices or approaches in disease management.
6. Licensing and market cross over strategies based on:
• Strength of the individual companies.
• Demographic details, market trends and regulations.
• Market potential and forecasting.
• Market strategy.
Prevailing Regulatory Environment
Prevailing regulatory environment is a result of behavioral aspects of the industry in the market as well as growing
health concern, increasing awareness, rising public interest, issues and negative events within the pharmaceutical
industry due to fierce competition, increasing R&D costs and diminishing returns.
As per Michael Rasmussen and Laura Ramos:
Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
Pharmaceutical companies paid more than $3 billion in regulatory settlements
and criminal fines since 2000 as the US Department of Health & Human Services
(HHS) Office of the Inspector General (OIG) and state attorneys general put their
sales, pricing, and promotional activities under closer scrutiny.
6

Regulatory Bodies and their Principles
1. European Medicines Agency (EMEA)
EMEA mission statement is:
2. Medicines and Healthcare Products Regulatory Agency (MHRA)
MHRA’s primary objective is:
3. European Federation of Pharmaceutical Industries and Associations (EFPIA)
EFPIA is conscious of the importance of providing accurate, fair and objective information about medicinal
products so that rational decisions can be made as to their use.
4. Division of Drug Marketing, Advertising and Communications (DDMAC)
DDMAC mission is
5. Pharmaceutical Research and Manufactures of America (PhRMA)
PhRMA follows the highest ethical standards as well as legal requirements. This code reinforces that interactions
with healthcare professionals are to benefit patients and to enhance the practice of medicine.
6. International Federation of Pharmaceutical Manufacturers and Associations (IFPMA)
IFPMA and its members provide educational and promotional efforts that benefit patients and promotional
programs and collaborations that enhance the practice of medicine. IFPMA also preserves the independence of
the decisions taken by healthcare professionals in prescribing medicines to patients.
Promotional compliance includes:
• Advertisements and mailings
• Detail Aids, brochures and others
• Internet sites
• Exhibition panels, videos and others
• Gifts, samples and others
• Reprints and others
• Hospitality
• Representative’s Activities.
• Meetings/Symposia
• Public Relations
• Any other communication
Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
To contribute to the protection and promotion of public health
is to safeguard public health by ensuring that all medicines on the UK market meet appropriate
standards of safety, quality and efficacy.
To protect the public health by assuring prescription drug information is truthful, balanced, and
accurately communicated.
Promotional activities exclude:
• Medical Information
o Responses to specific enquiries
• Shareholder/business communications
o Prescribed Information
• Patient Information Leaflets
o Price Lists
Source – ‘Sales and marketing standards in US and EU: Speaking the same language?’-Paul woods, AstraZeneca
7

Possible Strategies
Some possible strategies to comply with current prevailing regulatory environment from an Sales & Marketing
perspective are listed in this section. An unbiased approach in terms of communication, education to physicians to
improve prescribing habits and in turn patient outcomes are based on:
• Appropriate and right communication to right customers.
• Evaluating type, ways and means of communication.
• Validation of communication.
Promotional activities with focus on providing optimal cost effective treatments are based on:
• Physician-patient interests
• Meaningful and effective communication that can balance the business and customer benefits.
• Third-party financial arrangements should incentivize compliance all along the supply chain.
Focus on pharmacovigilaince and drug safety activities that have tremendous impact on entire product life cycle
(PLC) are based on:
• Tracking adverse effects and untoward side effects for the marketed product in a proper form or method.
• Post market surveillance studies
Changing Customer - Market Dynamics
Pharmaceutical industry is witnessing one of the greatest transformations in terms of customer–market dynamics.
Not only the key changes like emergence of specialty and super specialty segments, increased regulatory
constraints, focus on sub groups in various therapy areas and information explosion in recent times have made the
situation complex, but also complicated for the pharmaceutical companies to have a right and meaningful market
strategy that can address customers in an appropriate way.
Past Scenario in Customer-Market Dynamics
• Majority of doctors were general practitioners and physicians
• Specialty medicine and super specialty were at the verge of emergence
• Needs, wants and expectations were not given importance in company’s expectations
• Products had clear cut benefits over predecessors
• Scientific data was simple, understandable and easily interpretable
• Manageable R&D costs and less burden on Sales & Marketing teams
• Congenial and flexible regulatory environment with very less specifications and norms
• Less legal and insurance hassles
Current and Emerging Scenario in Customer-Market Dynamics
• Emergence of sub-groups as important areas of focus
• Specialty and super specialty segments
• Emergence of physicians as ‘valued partners’
• Patient as a focal point
• Direct to consumer marketing
• Healthcare network
• Personalized medicine
• Rising R&D costs
• Increased medical and regulatory constraints
• More legal and insurance hassles
Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
8

Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
• New business models that focus on emerging markets, mass blockbusters and so on
• Proactive involvement of Sales & Marketing departments in drug development
These factors led the pharmaceutical companies to cut costs with an objective to become lean and agile
organizations. And Sales & Marketing teams had to focus on diminishing for the following reasons:
• Declining cost-effectiveness of existing sales force combined with diminishing returns from incremental sales
team (see Figure 3)
• End market fragmentation
Figure 3: Declining Cost Effectiveness of Sales Force
Possible Strategies
All though some of the previously mentioned strategies have some relevance to ‘changing customer – market
dynamics’, following are some specific and possible strategies.
1. Multi-channel approach to customer (call centre, internet and others) based on:
• Using the right channel to the right customer based on the market data and customer information.
• Evaluation of the channel based on the target customer group.
• Tailor-made design and customized messages to answer individual needs of specific customer group.
• Understanding of physician preferences and prescribing habits that can be helpful to Sales & Marketing
teams in streamlining communication strategy to physicians.
• Follow up and feedback.
2. Value added services to improve patient compliance to therapy/treatment based on:
• Patient education/awareness programmes.
• Relationship management centers.
• Ease of availability of medicines or drugs.
3. Marketing–Co-promotions using Strength, Weaknesses, Opportunities and Threats (SWOT) analysis based on:
• Understanding of market size.
• Understanding customer preferences.
• Equity and customer base.
• Market plan and customer approach.
9

4. New distribution models based on:
• Flexibility.
• Adoptability.
• Consistency and reproducibility.
5. Mass block buster business models based on:
• Epidemiology and demographic details of the markets.
• Market potential and forecast.
• Therapy area and disease trends.
• Market strategy and approach.
IT in Pharmaceutical Sales & Marketing
Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
Traditionally Sales & Marketing from pharmaceutical industry considered
physician as prime target (see Figure 44) and sales representative as only
medium of communication with very less or no focus on patients and retail
outlets.
Traditional model of pharma Sales & Marketing
Company
Sales Rep
Doctor
Static detailing aids
Paper reporting
Influences
Prescription Generation
Patient
Figure 4: Traditional Model of Pharma Sales & Marketing
Due to competition, pharmaceutical industry focus shifted from product centric through market centric to
customer centric with renewed focus on physicians, patients and other major stake holders in the value chain (see
Figure 5). Hence, managing and maintaining customer relationship became a strategic imperative for
pharmaceutical Sales & Marketing. Thus, Customer Relationship Management (CRM) has become one of the most
significant areas of focus for Sales & Marketing organizations in pharmaceutical industry.
10
Rx
Drugs
Depot or CFA
Wholesaler or
Superstockist
Retailer (Hospital
Pharmacist or
Pharmacist)

Web portal
New model of pharma Sales & Marketing
Company
CRM(SFA) BI, e-detailing
Sales Rep
Doctor
Influences
Figure 5: New Model of Pharma Sales & Marketing
CRM
Objective of CRM
• To sustain and enhance the intensity of customer interaction at one or more customer touch points with proper
channel management
• To allow and establish a multilevel and uniform view on customer data
It helps:
• To address prospective and attractive customers through proper channel
• To decrease the customer service costs and improve returns, and
• To improve customer retention by providing customized and tailor made offerings to existing and new
customers
Many big pharma companies have made significant investments in the area of CRM and it is currently focused on
sales force automation and call center support.
H1 2007 Tech trends indicates that CRM solutions are the second most deployed applications in terms of frequency
The CRM market for services will grow to nearly $2.8 billion by 2012. This is a Compound Annual Growth Rate (CAGR)
of 12.1% from 2007 to 2012. Certain segments of the market, such as the enterprises with fewer than 100 employees
and those with 100 to 1,000 employees, are set to grow even faster, reaching a CAGR of 14% to 16 %
16%
Sales Force Automation
14%
12% 18%
40%
Customer Service Automation Customer Analytics
On-Demand CRM
Patient
Prescription Generation
Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
Advertising,DTC
Online mktg
Direct supply, DTC
Awareness/edu campaigns
11
Rx
Drugs
Marketing Automation
Depot or CFA
Wholesaler or
Superstockist
Retailer (Hospital
Pharmacist or
Pharmacist)
“Kalustian et al. observed that CRM “has become a pharma buzzword, but few
companies actually practice it. ”
Figure 6: Pharma Sales & Marketing Analytics Architecture

Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
Business Analytics
Analytical CRM brings together data from operational CRM applications and other data sources and uses and
analyzes this information so that companies can maximize the value of the data or information available in various
repositories. The effective analysis of data may enable pharmaceutical companies to get an insight into available
customer- market data and in developing a meaningful, customer centric Sales & Marketing strategy.
Business analytics allows seamless integration of data from various disparate sources, that is, transactional,
operational and analytic sources, and provides actionable insight into Sales & Marketing activities. They can be rolebased
business intelligence applications that combine comprehensive physician profiles, promotional activities,
campaigns, and medical education events with prescription and market share data.
“In the Post Enron Economy the need for transparency has also impacted the way
global pharmaceutical CXO's think about their particular business processes, and
continued heightened regulatory environment. Business Intelligence systems for
pharmas have become what ERP was for manufacturers in the late 1980's. HIPAA,
drug discovery pipeline, and overall business score carding dashboards, are
mandatory in the competitive global pharma landscape.”
The integration of business analytics with CRM data sources or company’s internal data sources, prescription
monitoring and marketing management/product management tools or various market research tools can
• Give insight into market, market potential, forecasting, market trends (current and future), segmentation,
therapy area trends (current and future), competitor presence, company’s strengths, market strategy and so on.
• Help to understand market and therapy area trends, current and future prescription trends that can be helpful to
devise an appropriate market strategy for line or brand extensions.
• Give customized view of the market with a thorough understanding of sales, trends and market share by
product or therapy area in respective markets.
• Provide deep and meaningful insight into successful launches, which can in turn help Sales & Marketing teams in
devising ideal product launch strategy.
• Give insights into availability, prescriptions, sales, competitor information (pricing, promotional spent),
physicians’ prescribing and diagnostic patterns that can help in building up an appropriate marketing strategy,
before the launch of a product.
• Provide insights into current and emerging prescribing patterns along with therapy area trends that can be
useful in understanding level of acceptance and adoption to new or next generation drugs. This can in turn be
helpful in developing a market or sales strategy.
12
Malcolm Frank
CEO, President
CXO Systems
October, 2003
Source - Business Intelligence Solutions for the Pharmaceutical Industry: The Gantry Group LLC: 2004

Source Data
CRM
IMS
NDC
Other Sources
Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
Pharma Sales & Marketing Analytics Architecture
ETL Database Layer Presentation Layer
Identify details
Transformation
Incremental
Load
OLAP
Database
e-Marketing
e-Marketing is designing, developing and implementing marketing strategies or programmes through internet and
other technologies of communication to satisfy customer needs thereby achieving specific marketing goals.
Conceptually, e-marketing is same as marketing or part of marketing, but methods and approaches are different. All
e-marketing programmes should attract and involve customers; retain the customers by building relationships and
motivate them to action.
“e” is another way of marketing or selling a product. It is primarily used to increase the reach and expand the
customer base.
It is used to improve communication (speed, specificity, access and so on) that is heart of any marketing strategy and
to reduce cost and improve returns.
e-Marketing includes – e-detailing, Web sites, Personal Digital Assistant (PDAs), Point of care devices(PCD), Web casts
and e-congresses, Mobile phone access, e-mail, online calculators and other tools.
e-Marketing or the integration of business analytics with SFA, CRM applications, market management tools, market
research tools or company’s internal data sources and S&D applications provided by IT in pharmaceutical industry
helps:
• Develop a communication strategy for a specific channel and get an insight into communication impact.
• Develop a comprehensive strategy by giving insights into managed care markets.
• Provide customer–market understanding, customer base and reach of the company, strength of the company
based on therapy area, product, prescriber and patient type that can be useful in developing go-to market plan.
• Customize Sales and Distribution (ERP) applications based on the dynamic requirements of the company or the
market or the customer.
• Get thorough market understanding, disease and therapy area trends of respective markets. Also useful in
estimating market potential, forecasting, developing market strategy and so on.
e-Marketing is useful to expand customer base, speed up communications, and offer better customer services
leveraging internet.
13
Business Analytics
Sales Force Alignment
Customer Segmentation
Forecasting
Sales Analytics
ROI Analytics
Meded Analytics
Executive Analytics
Marketing Analytics
Business Analytics: comprises an entire set of prebuilt pharma sales, services, and marketing analytics
components and toolset that enables a uniform, complete and multidimensional view of pharmaceutical
customer relationship, affiliations, call activities, medical information requests, product issues, matket
share & sales, prescriptions, sales quotas, territory planning, forecasting, ROI analysis and segmentation.
Figure 7: Pharma Sales & Marketing Analytics Architecture

Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
e-detailing
Money spent on promotional activities is one of the largest expenditure in pharma industry. About 45 % of that
money is spent on sales representatives. So cost of detailing a doctor face-to-face is highly expensive and it is $150 -
$200 per visit and at least $3,000 per hour of face time with a physician.
Research shows that only 7% of the sales representatives in the U.S. are able to interact with the physician for
duration of more than 2 minutes. Three prime reasons are:
• Decreased effectiveness
• Physicians with tight schedules and little time to med representatives
• Access to internet
These reasons were drivers for the concept of e-detailing. Research shows customer stay to a tune of 8 minutes for an
online or e-detail. This clearly exhibits potential of e-detailing over conventional methods of static detailing.
A six-month 1,130-doctor study with i-PhysicianNet showed a 25% reduction in
detailing cost. In addition, the average length of each detail doubled as did the
number of details per rep per day.
Figure 8: Survey Results of E-detailing
e-detailing and a strong CRM understanding can be complimentary to the sales force to understand a customer and
customizing the key messages based on customer information, need, requirement and situation and gives an
opportunity to improve quality as well as quantity or time of interaction.
Sales & Marketing solution or Pharma Sales and Managed care solutions (integrated with pharmacovigilance or drug
safety reporting systems) can be customised depending on the promotional policy (IFPMA, PhRMa and so on) of the
company. The functional requirements with specific controls based on key areas will ensure compliance. The Sales &
Marketing solution provided by IT in pharmaceutical industry helps to:
• Decide, evaluate and validate communication strategy with a focus on customer type and compliance.
• Facilitate Sales & Marketing teams to develop effective market strategy that can balance business returns and
physician–patient interests and also has compliance as an integral part of it.
• Get useful and good insight about adverse events or side effect profile of the drug in a much larger population
after market availability and wide usage for the medico-marketing teams.
14

Conclusion
Changing Scenario in Sales and Marketing of Pharmaceutical Industry: Role of IT
Currently in pharmaceutical industry, where innovation in true sense is taking a new shape in the form of new
business models, outsourcing, collaborations, still leadership in Sales & Marketing is the crux for any commercial
strategy. Companies can see success, when they aggressively involve all major stake holders in a tactful
engagement.
References
One-to-one marketing solutions like personalized communications have a
powerful impact on customers. They increase response rates by 34%, order size by
25% and repeat business by 48%. - Industry analyst Info Trends
… direct web-driven marketing sales this year is nearly $1.9 billion and by 2012 this
will double, reaching nearly $3.8 billion. - DMA report, 2008
Though there are certain limitations like geographical, developmental, educational, market and operational,
success in Sales & Marketing is only possible by adopting a robust IT strategy. This involves optimal utilization of CRM,
BI and other web-based services based on mode of operation, extent of operation and level of operation in a given
location with a right application framework in place, which can lead to optimal channel management, better insight
into Sales & Marketing outcomes and ultimately increased sales.
A CBO study - Research and Development in the Pharmaceutical Industry: Oct 2006
Business Intelligence Solutions for the Pharmaceutical Industry: The Gantry Group LLC: 2004
Closed Loop Marketing solutions for sales and marketing effectiveness Updated: March 30, 2005
(www.microsoft.com)
Credit Suisse/Scott Levin, 2001
Global Pharmaceutical Industry Facts and Figures As at July 2007: MEDICINES Australia
Impact of Genomics on antimicrobial Drug Discovery; Guangyi Wang, Ph: Spring 2007
PhRMA, 2001
Reference materials from TCS Internal data
‘Sales and marketing standards in US and EU: Speaking the same language?’-Paul woods, AstraZeneca
Transformation in the Pharmaceutical Industry – Developing Customer Orientation at Pharma Corp: 16th Bled
eCommerce Conference eTransformation Bled, Slovenia, June 9 - 11, 2003
Value Driver Report Business Intelligence Solutions for the Pharmaceutical Industry: The Gantry Group LLC:2004
www.I-PhysicianNet.com
15

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