Pharma new bus model St Petersburg Russia
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This is my Keynote presentation to Pharma Forum Russia, St. Petersburg, May 23rd, 2013. It gives an outline of crucial elements in building a new market approach to different markets.
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Pharma new bus model St Petersburg Russia
- 1. Pharma's new business model: consumer centric approaches to increase ROI Health Business Consult Innovating the way we care
- 2. Assistant professor of professional development Consultant pharma >25 yrs Trainer of HC specialists & doctors Chairman ISATT Development Retail formula pharmacists Strategic advisor Social media #hcsmeu Classic Music Health care technology Ehealth -‐ Telecare Chronic diseases challenge Drums & Trombone Disc jockey Drimpy ParIcipatory HC PlaJorm Rob Halkes @rohal The FOX group LLC US Pharma commercial development
- 3. On fundamentals of Protection of Public Health Russian Federation, Jan. 1st 2012. .. A new system of accountable officials and .. responsibility of healthcare budget holders Rules of interaction between the pharmaceutical industry and physicians Standards of providing medical and drug aid Regional structure under which high cost nosologies will be purchased and supervised by regions Cegedim white paper april, 2012
- 4. CEO Panel at Russian Pharmaceutical Forum 2012
- 5. CEO Panel at Russian Pharmaceutical Forum 2012 • Uncertainty / Stability ? / Predictability? • Goals of the Government? • Access for patients to medicines? • Reimbursement? • Local market conditions?
- 6. What makes your influence as a pharma company?
- 7. What makes your influence as a pharma company? “ What you actually DO in the local market will make that your voice can be heard...
- 8. What makes your influence as a pharma company? “ What you actually DO in the local market will make that your voice can be heard... ...It makes the difference between being seen as ‘helping’ instead of ‘exploiting’”
- 9. Elections to Russian State Duma Modernization program - the stage of active development of the budget Presidential Election Year of treatment standards Regional modeling of drug compensation programs Preparing of patient registries Slow down of concentration process in distribution chain First innovation products of Russian Pharma companies The beginning of activity of self- regulatory organizations Licensing of healthcare professionals Start the process of consolidation of regional programs reimbursement Launch of reimbursement pilot program in regions Launch of reimbursement program in regions The mass privatization of HCP Bln $ 25 Bln $75 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Figure 1: Long Term Development Scenario of Russia Pharmaceutical industry Source: Cegedim aggregated opinion from industry experts: government employees, industry leaders, anlaysts
- 10. May 2013: “- -” and “++” to pharma?
- 11. • Healthcare, life expectancy Russia not in good shape • Is there enough budget? (Popovich) • No reimbursement • Uncertainty of policy and regulations • Procurement issues • “Interchangeability” • No data • Formal - Informal • Many different (competing) players in the channel • Advertising rules are not clear • Russia too big for “big pharma?” May 2013: “- -” and “++” to pharma?
- 12. • Healthcare, life expectancy Russia not in good shape • Is there enough budget? (Popovich) • No reimbursement • Uncertainty of policy and regulations • Procurement issues • “Interchangeability” • No data • Formal - Informal • Many different (competing) players in the channel • Advertising rules are not clear • Russia too big for “big pharma?” • Healthcare, life expectancy Russia not in good shape • PharmaMed 2020 • Roadmap for health care • Market is still growing (12%) • Middle class is growing • Collaboration with authorities, national, regional, local (physician committees) • Patients’ access to medicine • Standards of medical treatment • Not so much cooperation between protagonists in care.. May 2013: “- -” and “++” to pharma?
- 13. NL as compared with Russia
- 14. NL as compared with Russia
- 15. 2006 - Liberalisation of HC market: • Health Care Insurance (HCI) for everyone - obliged; • HCI companies have: - Power of selection of care providers - Buying power: pharma tenders, to their patients, - Policy towards integrated, chronic care -> initiated cooperations of care providers in health care groups for family care • Regional / Local Rx decisions by local protocol committees NL as compared with Russia
- 16. 2006 - Liberalisation of HC market: • Health Care Insurance (HCI) for everyone - obliged; • HCI companies have: - Power of selection of care providers - Buying power: pharma tenders, to their patients, - Policy towards integrated, chronic care -> initiated cooperations of care providers in health care groups for family care • Regional / Local Rx decisions by local protocol committees NL as compared with Russia
- 18. 1.6 Prijsontwikkeling receptgeneesmiddelen op basis van SFK prijsindex (januari 1996=100), afzet gewogen gemiddelde) Bron: Stichting Farmaceutische Kengetallen 100% Invoering Wet Geneesmiddelenprijzen Invoering claw back Start convenantsperiode Introductie vrije prijzen Transitieakkoord Tijdelijke invoering maatregel “De Geus” (Individueel) Preferentiebeleid Verhoging claw back Akkoord VWS - KNMP 90% 80% 70% 60% 40% 50% 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 //
- 19. 1.6 Prijsontwikkeling receptgeneesmiddelen op basis van SFK prijsindex (januari 1996=100), afzet gewogen gemiddelde) Bron: Stichting Farmaceutische Kengetallen 100% Invoering Wet Geneesmiddelenprijzen Invoering claw back Start convenantsperiode Introductie vrije prijzen Transitieakkoord Tijdelijke invoering maatregel “De Geus” (Individueel) Preferentiebeleid Verhoging claw back Akkoord VWS - KNMP 90% 80% 70% 60% 40% 50% 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 // • Diminishing access to prescribers: about 50% in 2006; • Growing influence of new stakeholders Rx: health care insurance companies, local protocol committees, • Growing pressure to prescribe generics, • More Regulation of Pharma promotion, by the government, • Deteriorating image of the pharmaceutical industry in general, • Growing Costs of health care on national political agenda • Slower registration and decisions about reimbursement
- 20. The Dutch Case
- 21. The Dutch Case If pharma wants to distinguish itself, it needs to show first that it understands the way their direct (Rx)customers, health care providers are to develop!
- 22. The Dutch Case If pharma wants to distinguish itself, it needs to show first that it understands the way their direct (Rx)customers, health care providers are to develop!
- 23. The Dutch Case ....is all about “being there, locally” to demonstrate that pharma does understand and can make the difference to situations! If pharma wants to distinguish itself, it needs to show first that it understands the way their direct (Rx)customers, health care providers are to develop!
- 25. Key Customer Focus A new commercial Approach for Pharma Putting (the right) customers first
- 26. Key Customer Focus A new commercial Approach for Pharma Putting (the right) customers first ☑ Focused Development
- 27. Key Customer Focus A new commercial Approach for Pharma Putting (the right) customers first ☑ Focused Development ☑ Customer Centric
- 28. Key Customer Focus A new commercial Approach for Pharma Putting (the right) customers first ☑ Focused Development ☑ Customer Centric ☑ Value Innovation in Proposition
- 29. Key Customer Focus A new commercial Approach for Pharma Putting (the right) customers first ☑ Focused Development ☑ Customer Centric ☑ Value Innovation in Proposition ☑ New ways to co-operate to better care
- 30. Key Customer Focus A new commercial Approach for Pharma Putting (the right) customers first ☑ Focused Development ☑ Customer Centric ☑ Value Innovation in Proposition ☑ New ways to co-operate to better care ☑ Integrating classic, Sales Marketing and Medical
- 31. Key Customer Focus A new commercial Approach for Pharma Putting (the right) customers first ☑ Focused Development ☑ Customer Centric ☑ Value Innovation in Proposition ☑ New ways to co-operate to better care ☑ Integrating classic, Sales Marketing and Medical ☑ Integrated Business Cycles
- 32. Key Customer Focus A new commercial Approach for Pharma Putting (the right) customers first ☑ Focused Development ☑ Customer Centric ☑ Value Innovation in Proposition ☑ New ways to co-operate to better care ☑ Integrating classic, Sales Marketing and Medical ☑ Integrated Business Cycles Effective adaptation to different market conditions
- 33. Focus And Collaboration Customer Centric
- 34. Focus And Collaboration • Think Customer Centric
- 35. Focus And Collaboration • Think • What is going on Customer Centric
- 36. Focus And Collaboration • Think • What is going on • With what can you help to create better care Customer Centric
- 37. Focus And Collaboration • Think • What is going on • With what can you help to create better care • Pull resources together Customer Centric
- 38. Focus And Collaboration • Think • What is going on • With what can you help to create better care • What customers - how to select • Pull resources together Customer Centric
- 39. Focus And Collaboration • Think • What is going on • With what can you help to create better care • What customers - how to select • Take the journey step by step • Pull resources together Customer Centric
- 40. Focus And Collaboration • Think • What is going on • With what can you help to create better care • What customers - how to select • Take the journey step by step • Pull resources together • Act Customer Centric
- 41. Focus And Collaboration • Think • What is going on • With what can you help to create better care • What customers - how to select • Take the journey step by step • Pull resources together • Act • Market intelligence • Added value • Align and Integrate internal silo’s •Segmentation Targeting • Tactics and operations • Develop partnership Customer Centric
- 45. Strategic Starting Points Commodity Trap Low cost position AddedValue position Prices Market Top Value AddValue
- 46. AddValue
- 47. AddValue The general principle for business growth works the same for pharmaceutical marketing Commodities Specialties Services Experiences Competition Clients’needs Differentiated Prices Alike Market Top Value Desired Not relevant
- 48. AddValue
- 49. AddValue Create an integrated offering From Product to Care
- 50. AddValue Create an integrated offering From Product to Care Product Core 1st layer therapy 2nd layer therapy
- 51. AddValue Create an integrated offering From Product to Care Rx Drug profile Pharmaceutical and pharma economically Product Core 1st layer therapy 2nd layer therapy Product Information on Characteristics, features, functionality and effects
- 52. AddValue Create an integrated offering From Product to Care Rx Focus on adequate use for the individual patient in the right condition Drug profile Pharmaceutical and pharma economically Product Core 1st layer therapy 2nd layer therapy Product Information on Characteristics, features, functionality and effects Augmented brand Support, service by marketing tools through different channels
- 53. AddValue Create an integrated offering From Product to Care Rx A. Professional Support from HC professionals and others for the patient B. Cooperation and synergy between co-acting care providers Focus on adequate use for the individual patient in the right condition Drug profile Pharmaceutical and pharma economically Product Core 1st layer therapy 2nd layer therapy Product Information on Characteristics, features, functionality and effects Augmented brand Support, service by marketing tools through different channels Value proposition A. Patient oriented health care activities by Health Care Professionals B. Increasing HC effects by improvement of care and health processes
- 54. The Chalkboard Sketch of A new Commercial Market Approach Basic Considerations. What market conditions, what tools, what applications?
- 55. Tools specifically: Access and Added Value Profiling, segmentation, targeting Sales teams Multidisciplinary accountplan design Edetailing multi channel social media Partnership development The Chalkboard Sketch of A new Commercial Market Approach Basic Considerations. What market conditions, what tools, what applications?
- 56. The new CommercialCycle of Pharma Chalkboard Sketch Health Business Consult Innovating the way we care
- 57. The new CommercialCycle of Pharma Chalkboard Sketch Market Conditions Health Business Consult Innovating the way we care
- 58. The new CommercialCycle of Pharma Chalkboard Sketch Market Conditions RX Accounts Health Business Consult Innovating the way we care
- 59. Market Conditions RX Accounts Health Business Consult Innovating the way we care
- 60. Market Conditions RX Accounts Health Business Consult Innovating the way we care
- 61. Market Conditions RX Accounts Health Business Consult Innovating the way we care Individual Rx Physicians
- 62. Market Conditions RX Accounts Health Business Consult Innovating the way we care Individual Rx Physicians
- 63. Market Conditions RX Accounts Health Business Consult Innovating the way we care Individual Rx Physicians Promotion
- 65. Market Conditions RX Accounts Individual Rx Physicians Promotion #Costs of market Approach ?
- 66. Market Conditions RX Accounts Individual Rx Physicians Promotion #Costs of market Approach ?☹ UP - If not focused enough
- 67. Market Conditions RX Accounts Individual Rx Physicians Promotion #Costs of market Approach ?☹ UP - If not focused enough Down! If Focused rightly ☺
- 68. Market Conditions RX Accounts Individual Rx Physicians Promotion #Costs of market Approach ?☹ UP - If not focused enough Down! If Focused rightly ☺
- 69. Market Conditions Individual Rx Physicians Promotion #Costs of market Approach ?☹ UP - If not focused enough Down! If Focused rightly ☺
- 70. Market Conditions Individual Rx Physicians Promotion #Costs of market Approach ?☹ UP - If not focused enough Down! If Focused rightly ☺ RX decision Accounts
- 71. Market Conditions Individual Rx Physicians Promotion #Costs of market Approach ?☹ UP - If not focused enough Down! If Focused rightly ☺ RX decision Accounts
- 72. Market Conditions Individual Rx Physicians Promotion #Costs of market Approach ?☹ UP - If not focused enough Down! If Focused rightly ☺ RX decision Accounts Differentiate From Standard Individual Promotion To Key Customer Focus!!!
- 73. Market Conditions Differentiate approaches To Key Customer Focus ! Individual Rx promotion KEY Accounts •Fulfillment • Evaluating •Planning • Selecting • Managing
- 74. Market Conditions Differentiate approaches To Key Customer Focus ! Individual Rx promotion KEY Accounts Make Focus your main stream Business APproach •Fulfillment • Evaluating •Planning • Selecting • Managing
- 75. Market Conditions Differentiate approaches To Key Customer Focus ! Individual Rx promotion KEY Accounts ? What are the Points of intervention to create focus Make Focus your main stream Business APproach •Fulfillment • Evaluating •Planning • Selecting • Managing
- 76. • Market Conditions Differentiate To Key Customer Focus Individual Rx promotion • What are the points of INtervention to create Focus ? KEy Accounts • Care & Therapy Conditions • Rx Conditions • Account Conditions • Patients’ Conditions
- 77. •Individual Rx promotion • Market Conditions • Care & Therapy Conditions •RxConditions • Account Conditions • Patients’ Conditions Key Focus Accounts What tools to use?
- 78. •Individual Rx promotion ROS • Market Conditions • Care & Therapy Conditions •RxConditions • Account Conditions • Patients’ Conditions Key Focus Accounts What tools to use?
- 79. •Individual Rx promotion ROI ROS • Market Conditions • Care & Therapy Conditions •RxConditions • Account Conditions • Patients’ Conditions Key Focus Accounts What tools to use? ₷ ＄ € £ ¢ ¥
- 80. •Individual Rx promotion • Market Access •Account profiling •Segmentation & targeting For quantity & quality! • Mutlidisciplinairy Design of Account PLans! • Account specific development of partnership! ROI ROS • Market Conditions • Care & Therapy Conditions •RxConditions • Account Conditions • Patients’ Conditions Key Focus Accounts • KAM, CRM and cLosed loop marketing • Multi channel management •Care Support Services •Social Media •Social Media •Ehealth What tools to use? ₷ ＄ € £ ¢ ¥ •eDetailing • Standards of treatment
- 81. •Market Conditions KEy Customers • Care & Therapy Conditions •Rx Conditions • Account Conditions •Patients’ Conditions
- 82. •Market Conditions KEy Customers • Care & Therapy Conditions •Rx Conditions • Account Conditions •Patients’ Conditions • Market Access
- 83. •Market Conditions KEy Customers • Care & Therapy Conditions •Rx Conditions • Account Conditions •Patients’ Conditions • Market Access & added value
- 84. We need a Market Approach
- 85. We need a Market Approach .. that selects , focuses and builds on the right customers
- 86. We need a Market Approach .. that selects , focuses and builds on the right customers 1 System of Market Access : Keyword: Localizing to local Rx committees “Guided Navigation”
- 87. We need a Market Approach .. that selects , focuses and builds on the right customers 2 Segmentation and Targeting on both Potential and Quality Characteristics 1 System of Market Access : Keyword: Localizing to local Rx committees “Guided Navigation”
- 88. We need a Market Approach .. that selects , focuses and builds on the right customers 3 System of promotion 2 Segmentation and Targeting on both Potential and Quality Characteristics 1 System of Market Access : Keyword: Localizing to local Rx committees “Guided Navigation”
- 89. We need a Market Approach .. that selects , focuses and builds on the right customers 3 System of promotion - edetailing/online/social media - multichannel management 2 Segmentation and Targeting on both Potential and Quality Characteristics 1 System of Market Access : Keyword: Localizing to local Rx committees “Guided Navigation”
- 90. We need a Market Approach .. that selects , focuses and builds on the right customers 3 System of promotion - edetailing/online/social media - multichannel management - multidisciplinary accountdesign 2 Segmentation and Targeting on both Potential and Quality Characteristics 1 System of Market Access : Keyword: Localizing to local Rx committees “Guided Navigation”
- 91. We need a Market Approach .. that selects , focuses and builds on the right customers 3 System of promotion - edetailing/online/social media - multichannel management - multidisciplinary accountdesign - tailormade propositions 2 Segmentation and Targeting on both Potential and Quality Characteristics 1 System of Market Access : Keyword: Localizing to local Rx committees “Guided Navigation”
- 92. We need a Market Approach .. that selects , focuses and builds on the right customers 3 System of promotion - edetailing/online/social media - multichannel management - multidisciplinary accountdesign - tailormade propositions 4 Development of Partnership 2 Segmentation and Targeting on both Potential and Quality Characteristics 1 System of Market Access : Keyword: Localizing to local Rx committees “Guided Navigation”
- 93. We need a Market Approach .. that selects , focuses and builds on the right customers 3 System of promotion - edetailing/online/social media - multichannel management - multidisciplinary accountdesign - tailormade propositions 4 Development of Partnership From promotion via collaboration to cocreation 2 Segmentation and Targeting on both Potential and Quality Characteristics 1 System of Market Access : Keyword: Localizing to local Rx committees “Guided Navigation”
- 94. We need a Market Approach .. that selects , focuses and builds on the right customers 3 System of promotion - edetailing/online/social media - multichannel management - multidisciplinary accountdesign - tailormade propositions 4 Development of Partnership From promotion via collaboration to cocreation 2 Segmentation and Targeting on both Potential and Quality Characteristics 1 System of Market Access : Keyword: Localizing to local Rx committees “Guided Navigation” 5 Integrated Care Support
- 95. We need a Market Approach .. that selects , focuses and builds on the right customers 3 System of promotion - edetailing/online/social media - multichannel management - multidisciplinary accountdesign - tailormade propositions 4 Development of Partnership From promotion via collaboration to cocreation 2 Segmentation and Targeting on both Potential and Quality Characteristics 1 System of Market Access : Keyword: Localizing to local Rx committees “Guided Navigation” 5 Integrated Care Support Account- Marketing en Medical management
- 96. .. that creates results just like these:
- 97. We need a Market Approach .. that selects , focuses and builds on the right customers
- 98. We need a Market Approach .. that selects , focuses and builds on the right customers Some Examples: Market Access Detail e- Detail Promote & Engage Connect & Interact Develop & Create Co-Create Co-Operate Segmentation Targeting Promotion Partnership
- 99. Market Access
- 100. Market Access - National & Regional & Local - Not just launch and registration - KOL - DMU ~ (in)formal - Committee’s (EDL - Standards) - Status Quo of Care - Profiles of markets - Org/Inst/DMU/Care Providers
- 101. Market Access - National & Regional & Local - Not just launch and registration - KOL - DMU ~ (in)formal - Committee’s (EDL - Standards) - Status Quo of Care - Profiles of markets - Org/Inst/DMU/Care Providers ❍ MA = Pharma & Health Economy ≠ Promotion
- 102. Market Access - National & Regional & Local - Not just launch and registration - KOL - DMU ~ (in)formal - Committee’s (EDL - Standards) - Status Quo of Care - Profiles of markets - Org/Inst/DMU/Care Providers ❍ Education and communications characteristics ❍ MA = Pharma & Health Economy ≠ Promotion
- 103. Market Access - National & Regional & Local - Not just launch and registration - KOL - DMU ~ (in)formal - Committee’s (EDL - Standards) - Status Quo of Care - Profiles of markets - Org/Inst/DMU/Care Providers ❍ Added value Depending upon stage of development process ❍ Education and communications characteristics ❍ MA = Pharma & Health Economy ≠ Promotion
- 104. Market Access
- 105. Market Access Internal Department“Heath Care Affairs” Working with marketing and Medical/KOL- mngmnt
- 106. Market Access Stimulating developments in the market Depending on stage of process: Internal Department“Heath Care Affairs” Working with marketing and Medical/KOL- mngmnt
- 107. Market Access Stimulating developments in the market Depending on stage of process: Internal Department“Heath Care Affairs” Working with marketing and Medical/KOL- mngmnt ❍ Building relationship between Physicians & Pharmacists
- 108. Market Access Stimulating developments in the market Depending on stage of process: Internal Department“Heath Care Affairs” Working with marketing and Medical/KOL- mngmnt ❍ E.g.: innovation fund for local care providers ❍ Building relationship between Physicians & Pharmacists
- 111. Individuals Networks AccountsDMU’s Rx Accounts Segmentation -Targeting
- 112. Individuals Networks AccountsDMU’s Not just individuals, but their networks too, their accessibility and feasibility for success to You! Rx Accounts Segmentation -Targeting
- 114. “You don’t want to spend time and money in a lost case”
- 115. Profile and Classify “You don’t want to spend time and money in a lost case” Profile and Classify
- 116. Profile and Classify “You don’t want to spend time and money in a lost case”
- 117. Profile and Classify Potential: • Estimate of feasible volume of business with this account, i.e.: Factual numbers x Chance of Success “You don’t want to spend time and money in a lost case”
- 118. Profile and Classify Potential: • Estimate of feasible volume of business with this account, i.e.: Factual numbers x Chance of Success “You don’t want to spend time and money in a lost case” AND
- 119. Profile and Classify Quality of Account: Potential: • Estimate of feasible volume of business with this account, i.e.: Factual numbers x Chance of Success “You don’t want to spend time and money in a lost case” AND
- 120. Profile and Classify Quality of Account: • Quality of organization & organizational development Potential: • Estimate of feasible volume of business with this account, i.e.: Factual numbers x Chance of Success “You don’t want to spend time and money in a lost case” AND
- 121. Profile and Classify Quality of Account: • Quality of organization & organizational development • Quality of care provision and development of care Potential: • Estimate of feasible volume of business with this account, i.e.: Factual numbers x Chance of Success “You don’t want to spend time and money in a lost case” AND
- 122. Profile and Classify Quality of Account: • Quality of organization & organizational development • Quality of care provision and development of care • Quality of our relationship with this Account/DMU Potential: • Estimate of feasible volume of business with this account, i.e.: Factual numbers x Chance of Success “You don’t want to spend time and money in a lost case” AND
- 123. Segment 1 Segment 2 Segment 3 Segment 4
- 124. Segment 1 Segment 2 Segment 3 Segment 4 Differentiate within a new segmentation
- 125. Segment 1 Segment 2 Segment 3 Segment 4 Professional & Care Profile Account Differentiate within a new segmentation
- 126. Segment 1 Segment 2 Segment 3 Segment 4 Relationship Professional & Care Profile Account Differentiate within a new segmentation
- 127. Segment 1 Segment 2 Segment 3 Segment 4Develop Relationship Professional & Care Profile Account Differentiate within a new segmentation
- 128. Segment 1 Segment 2 Segment 3 Segment 4Develop Build Relationship Professional & Care Profile Account Differentiate within a new segmentation
- 129. Segment 1 Segment 2 Segment 3 Segment 4 Co-create Develop Build Relationship Professional & Care Profile Account Differentiate within a new segmentation
- 130. Segment 1 Segment 2 Segment 3 Segment 4 Co-create Partner Develop Build Relationship Professional & Care Profile Account Differentiate within a new segmentation
- 131. Segment 1 Segment 2 Segment 3 Segment 4 Co-create Partner Develop Build Relationship Professional & Care Profile Account Differentiate within a new segmentation
- 133. Develop your promotion Create a path of development From (e)detailing to partnership
- 134. Develop your promotion Create a path of development From (e)detailing to partnership
- 135. Develop your promotion Create a path of development From (e)detailing to partnership Detail e- Detail Co-CreateCo- Operate
- 136. Develop your promotion Create a path of development From (e)detailing to partnership Detail e- Detail Promote & Engage Co-CreateCo- Operate
- 137. Develop your promotion Create a path of development From (e)detailing to partnership Detail e- Detail Promote & Engage Connect & Interact Co-CreateCo- Operate
- 138. Develop your promotion Create a path of development From (e)detailing to partnership Detail e- Detail Promote & Engage Connect & Interact Develop & Create Co-CreateCo- Operate
- 139. Develop your promotion Create a path of development From (e)detailing to partnership Detail e- Detail Promote & Engage Connect & Interact •Inform •Educate Develop & Create Co-Create •Show Co- Operate •Demo
- 140. Develop your promotion Create a path of development From (e)detailing to partnership Detail e- Detail Promote & Engage Connect & Interact •Service •Share•Inform •Educate •Collaborate Develop & Create Co-Create •Support•Show Co- Operate •Demo
- 141. Develop your promotion Create a path of development From (e)detailing to partnership Detail e- Detail Promote & Engage Connect & Interact •Service •Share•Inform •Educate •Collaborate Develop & Create Co-Create •Support •Co-Evaluate • Create Integrated Patient Care • Create partnerships •Show Co- Operate •Demo
- 142. Develop your promotion Detail e- Detail Promote & Engage Connect & Interact Develop & Create Co-Create Co-Operate
- 143. Develop your promotion In the course of this roadmap from (e)detailing to partnership you might want to: Detail e- Detail Promote & Engage Connect & Interact Develop & Create Co-Create Co-Operate
- 144. Develop your promotion In the course of this roadmap from (e)detailing to partnership you might want to: Detail e- Detail Promote & Engage Connect & Interact Develop & Create Co-Create Co-Operate • Expand physicians’ internal relations with external ones through social media
- 145. Develop your promotion In the course of this roadmap from (e)detailing to partnership you might want to: Detail e- Detail Promote & Engage Connect & Interact Develop & Create Co-Create Co-Operate • Expand physicians’ internal relations with external ones through social media • Multi Channel Management Use different channels of communication
- 146. Develop your promotion In the course of this roadmap from (e)detailing to partnership you might want to: Detail e- Detail Promote & Engage Connect & Interact Develop & Create Co-Create Co-Operate • Expand physicians’ internal relations with external ones through social media • Multi Channel Management Use different channels of communication • Add mobile
- 150. 4. Level of Integration 3. Partner Level 1. Level of Transaction 2. Level of Cooperation Development of Partnership
- 151. 4. Level of Integration 3. Partner Level 1. Level of Transaction 2. Level of Cooperation Service Offering Sponsoring These are our services Sponsor contract: Utilizing capacity, Experience and“know how”. Development of Partnership
- 152. 4. Level of Integration 3. Partner Level 1. Level of Transaction 2. Level of Cooperation Service Offering Sponsoring Commitment on mutual effort Cooperation to realize goals Implementation Contract: Agreement at DMU level, on effort. These are our services Sponsor contract: Utilizing capacity, Experience and“know how”. Development of Partnership
- 153. 4. Level of Integration 3. Partner Level 1. Level of Transaction 2. Level of Cooperation Service Offering Sponsoring Commitment on mutual effort Cooperation to realize goals Implementation Contract: Agreement at DMU level, on effort. These are our services Sponsor contract: Utilizing capacity, Experience and“know how”. Development of Partnership
- 154. 4. Level of Integration 3. Partner Level 1. Level of Transaction 2. Level of Cooperation Commitment to joint Results Service Offering Sponsoring Commitment on mutual effort Design and realization of tailor made solutions Contract to design and implement Based on customer knowledge, and in co-maker-ship. Cooperation to realize goals Implementation Contract: Agreement at DMU level, on effort. These are our services Sponsor contract: Utilizing capacity, Experience and“know how”. Development of Partnership
- 155. 4. Level of Integration 3. Partner Level 1. Level of Transaction 2. Level of Cooperation Multi party deal on Health Outcomes Commitment to joint Results Service Offering Sponsoring Commitment on mutual effort Targeting healthcare outcomes with more stakeholders Contract to integrated care with more parties: outcome directed, long term, In development and improvement. Design and realization of tailor made solutions Contract to design and implement Based on customer knowledge, and in co-maker-ship. Cooperation to realize goals Implementation Contract: Agreement at DMU level, on effort. These are our services Sponsor contract: Utilizing capacity, Experience and“know how”. Development of Partnership
- 157. Key Customer Focus Cycle
- 158. Key Customer Focus Cycle
- 160. Drs.A.R.J. Halkes MHA rob.halkes@healthbusinessconsult.com P.O. Box 292 5050 AG Goirle The Netherlands M +31 6 31 66 2595 T http://www.twitter.com/rohal F http://www.facebook.com/rob.halkes L http://nl.linkedin.com/in/arjhalkes W www.healthbusinessconsult.com