How to Combine Digital and Humans to Build Lifelong Relationships With Customers

There’s no lack of need for digital transformation, obviously accelerated by COVID-19 and continuing well into 2021. Most challenging has been the reinvention of the life science go-to-market model. Adding a new channel here or there won’t fundamentally change access and engagement. There is a bigger theme and opportunity of building lifelong relationships with customers, increasingly anchored in digital and supported by humans. This requires significant pivots in the digital and human mix, “push” and self-service changes, commercial and scientific support working together – across all channels.  Our panel will be tackling this with real-world examples.

With industry leaders:
- Richard Marcil, Chief Customer Officer at conversationHEALTH
- Shwen Gwee, VP and Head of Global Digital Strategy at Bristol Myers Squibb
- Sheila Patel, VP Digital Platforms for Life Sciences and Healthcare at Capgemini

Speaker  0:11  

Welcome, pleased to be back. Thank you for having me again. 

Speaker  1:12  

I think COVID-19 was challenging. At the end of the tunnel. It's really driven by the tremendous transformation of digitalization of our businesses. That's what we're going to talk about today. 


Speaker  2:22  

Digital against each other's complementary social skills. But how do we think scalability and accessibility technology. So that's what we're going to go with skip to the next slide and let's get into it. And certainly in the context of no time to react. It's been really really interesting to see how some companies really leapfrog traditional capabilities in 2020, right from the other commercial challenges and a strategy field force or sales force. Medical Affairs, and all of that, and their impact the commercially, changing economic recovery. Actually, clinical trials that the organization is focused really on digitally humans in the context of digitizing enterprises, at that scale, very specific,


Speaker  3:32  

Real world examples of work is being done to see that most of it is specifically upper right hand side, organizations, or minor changes on the third business right this environment is very harsh and requires really significant effort. This is I think one of those times where tinkering, just will not deliver on the ROI.


Speaker  4:08  

Dario. Alright so let's, let's talk about where we are today, right, so as you commercial plan of action for Q2 and more business planning for the second half of 2021 I think you want to consider the following. In the context of business, right, certainly, COVID remained a significant challenge and it continues to be a bit of a mess. But our businesses and our interactions won't be the same with your peers and your colleagues and your equipment manufacturers have learned, digital faster and scalable in a way that many of us haven't yet. So there's this organization that blends the truly blends together, but that organization, or delivering digital first escalated to a bit of a slip of our traditional model which was Salesforce and others and by the way, we also have digital services or the virtualization of nearly every aspect and function of the business literally from all the way to commercialization. So that's definitely an example of some insights around that. 


Speaker  5:43  

Okay. In terms of competitive advantage. We're going to go through four studies: commercial, patient support, medical education and virtual trials. Through the next one we're going to talk about self service. Let me kick it off. I said to you, it's very difficult to see customers. Some companies raise the bar insurance terms of customer engagement, right, instead of our factories are actually building, what I would call developing for their physicians or their customers, broadly speaking, sure, surely that lines up with customers and digital expectations of digital is immediate response. For example, to the customers engaging company theory like digital resources medical information to support some of your peers are offering customers really customers engage manufacturers. They really want to do what they want to do, and they're talking about their choice in the channel. Most oftentimes weeknights and weekends so we need to help them and that's where self service is becoming important. It's not as if we don't have that. Every other customer lives do we bring customers in the context. So, certainly, what I encourage you to do, presentation, it's really about Self Service portals, so they're really easy to find. US company next brand x.com super accessible. Some conversational AI capabilities, whether it's in text and voice, and certainly on label and off label content is highly sought by physicians and various skill sets right. This is not a digital blended engagement model. It's so silly, from my perspective self service is one of the powerful use cases for blending digital insurance together to join what you need from your perspective. Absolutely agree with some of the points you mentioned earlier, I don't think it's changed for decades, I can always put it on fire, you get access to it whenever I want and how I want right so it's not that different. I think the different devices and actions and the ability for extra information. It's just whether we slipped up as much as until we had this lack of access, really started to amplify that kind of service. And certainly it's not just an EMC World we're seeing that, you know, patient, or consumer or the patient, helping guide to the right type of services, or right type information, certainly starting to see, you know, guided dots for example, websites, to take them to the right sources for some of the more complex things like cocaine, for example, right information and how to connect to the patient's work center, and sorry about feeling a little bit, but I'm saying that's the channel that we're starting to see, and become digital has been enhanced by extra support in the field. Before starting to just start digitizing. In real life, face to face situations and experience in a world where it becomes worse, and not necessarily in touch with human interaction. That's totally customer centricity as a bit of a buzzword customer experience. In many respects, Sheila. The same thing is happening outside of the business


Speaker  11:29  

I think we're seeing a lot of parallels as you mentioned, to the patient support programs, but we're also seeing that these programs are not fully taking advantage of. And so what we saw in this past year is run a little bit of pent up demand. Obviously, folks not going into the doctor's has and will result in delayed actions really patient services, but also, we see that companies are really struggling to scale. Patient support programs really due to the high effort, like required technologies that are really out there. And so, just because companies have multiple interfaces online, They're really civil calling for optimal customer experience as we discussed in the prior section and so we see this specifically, a family member who has any repetitive tasks, appropriate enrollment into a patient support program, and there's really an opportunity for technology to help augment this burden. If you think about it from the patient perspective that we're having this disease progression, etc, and their interactions really to be simple, easy, efficient processing. So, what we're seeing here is actually the entrance of players and technology scalable partners that are really targeting the customer experience. And ultimately, selecting one of these we're seeing some partnerships out there as well. 



Speaker  13:33  

But certainly also leveraging these digital channels as fully accessible channels that people can go to the next level support channel nine to five. And there's a limited number because of the scalability of those kinds of resources. So I'm very confident we just get a quick response from the digital channel versus more complex. So, you're starting to see that strategy. Really take the burden of everybody trying to driven to a call center is important and you have to timeframe. The number of support staff actually after the course it's a little bit different. The triage effect. Braces dental technology and other customers, new products. Patient Support specialty drugs to far more mainstream. Ultimately, what that means. In the past it was very much a very specific set of initiatives have been put together including the call center and the people watching you could subscribe now to digital platforms whether blockchain, or something else. Patients don't have direct interaction but have managed the patient in some kind of connection with a certain threshold. So, now, the two of them have different types of solutions and even more so with the rise of digital. Hello I request. Patient Support programming, more and more. Thank you for being very insightful. Sheila promises a little bit, offices, it's been possible, thought leaders are Congress's cue in 2020, 2021, we'll still have some, some companies. In terms of virtualizing services, but also Congress. Congress sessions session information cities around the world and of course I myself have raps. To me the first bill was talking about six months ago, and personalizing the experience and curating his clinical content is not exactly the easiest stuff to say assume, but how do we also attach to the post content. And potentially, Sunday is really easy to shift and gauge in the US Congress. Certainly we've built in a conversation, intelligence, Assistant almost think of it as a little bit or having an MSL in your pocket. And the beauty of that is in text, voice, and multiple channels. It does include what I send in post progress and to be. Importantly, personalized to the HCP. He has an interest, tied to our CRM systems 100% And trackable to certain extent, and using a combination of course, we may share some information as a conference conference, but we also allow the decision and virtual MSL. And of course. Actually we do a lot of that content delivered to the proper MSL, so it's not just the MSL is given to Congress and CMS positions wherever she is. So far more powerful. Starting to get down to commercial education and engagement programs. Certainly net net benefit in this approach has significantly increased reach versus traditional because it's happening in post conference, it's also happening in our country. We don't use it for that Congress, and ultimately, it's a better customer experience and satisfaction, the feeling better service. Educated faster and better. So again to the Congress's virtual Congress can humans.


Speaker  19:46  

Yes, I think that really strikes me when we've been asked to do quite often, is to think about the person who's actually presenting at the conference, sort of what is their math right so we're seeing that with the extra capacity of some of the thought leaders around the world. What they're doing is trying to get their skills on how to present how to convince them of the medical school. And so they're actually taking it as more of a learning and development opportunity. And what these virtual conferences is allowed to support that journey, right, so we're starting to see education programs actually come out to help some of these speakers and folks that can teach.




Speaker  20:41  

Enterprise relationships with physicians versus commercial under observation. We're trying to say customer and our functions to the customer based on the fact that internally based on our function. And the interconnection is there so the next function is resource. It's a bit like the old book an airline ticket. It was annoying at some point, please call this number. Like, how are we able to serve as if we now integrate and connect digital resources channels. And those vital worlds for where it's just providing such greater access to more physicians and it's really great

to get the concept that the concept and the work behind virtual trials is something that. Tell us more what's happening in that space. Clinical trials, more than any other industry currently impacted by people face to face because the model that was built for decades was how do you find people in real life?

Speaker 21:22

Center for the pre screening visit once COVID start to get either, it became possible to run virtual trials. Examples of this since. 20 years now, is now amplified and it's critical. So some of the big challenges that came about. What if things like, well they're not going for regular visits so they're not getting a diagnosis, sometimes you can't get the patient diagnosed for some conditions that's really important. Other ones are pre screened when they realize certain conditions. The environment outside of their home where they're not exposed to the industry people. And sometimes that could be hundreds of miles away depending on the type of standard. So decentralized really started to take off in terms of things like remote patient monitoring all the digital, physical, clinical trials. And now you're starting to also see if it really important clinical or physical location, or virtual drive is an area right now, especially because that sounds good.


Speaker  25:14  

Yeah, so the convenience of experience that we've experienced is not going away right and it's going to lead into clinical trials. So, you know, 10% of clinical trials are 100% We're talking right now about underway. Hybrid was still 35% the catalyst for this is 12.6% over the next 10 years so has an opportunity something simple as the Fitbit, that will show their data. I think it's going to be a competitive advantage. Companies that have an easy trial attainment process are going to be the ones that sort of get the patients in, get their trials done so the audience in your planning and Easterling recoveries consumer meeting. And think of that as resources deployed are valuable students to the more challenging aspects of the business, digital and human work really well together, coordination and density improvement is combining those, and again it's the magic, and ultimately someone who's really increasing clinical clinical trials. Service. There's also benefits so we can reallocate investment to other businesses that make sense for us as very large companies. Again, just in the course of significant organizations, not something we've done well. It's not transfer and the transfer business is uncomfortable for our customers. Part of the action and productive part of this seven part of this is as ever has been in pharma, I think I think his transformation is scary, but breaks. It's positive transformation is a really exciting contrast.