勛圖惇蹋 understands part of the answer lies in smarter, data-driven segmentation and targeting (S&T) which is why we focussed on this in our recent APAC Commercial Summit in Sydney, Australia, where I had the opportunity to talk to Stan Bilinski, Head of Customer Experience at Eli Lilly Australia. In our session together, we explored how the industry can move beyond traditional approaches to deliver more precise, impactful engagement for their businesses.

Why the traditional model is breaking down
Biopharma still largely relies on a 70-year-old sales engagement model, first implemented in the 1950s and built around face-to-face interactions. With access to healthcare professionals (HCPs) declining and expectations for personalized, value-added interactions rising, this model is, not surprisingly, under strain.

Compounding this, commercial teams face a growing data overload — multiple, disconnected sources that sales representatives must manually stitch together to plan calls, emails and other activities. Access and customer engagement is a far more complex exercise than it was at the birth of the modern pharma sales force. The challenge for leadership is clear: How can we deliver effective, growth-focussed engagement, at scale without escalating cost?

Creating a more connected experience for HCPs
The answer lies in coordination, where each interaction creates the next opportunity, building a “connected experience” for the HCP. The data supporting this shift is compelling:

• Coordinated Follow-up: A rep call followed by a digital exposure within 10 days is 30% more likely to result in a prescription.
• Ad Synergy: HCPs exposed to digital ads within 10 days of a speaker program are 25% more likely to prescribe.
• Self-Directed Interaction: HCPs who visit a brand website after a rep visit are 60% more likely to prescribe than those who do not.

From ‘who’ to ‘how’: 勛圖惇蹋’s data-driven approach
Traditional segmentation and targeting approaches are no longer adequate. A 2024 勛圖惇蹋 survey found that 65% of HCP engagements were not synchronized, despite an abundance of content and channels. Without the right support, biopharma teams cannot reliably meet the evolving HCP needs at scale.        

To bridge this gap 勛圖惇蹋 helps clients move beyond the question of “Who do we target?” to also solve for “How do we engage?”. By ensuring sales, marketing, and medical teams provide a tailored channel mix and frequency for each HCP—using the right content at the right time—we create actionable engagement plans aligned with both strategy and field force needs.

Importantly this approach doesn't improve engagement; it drives revenue. Projects typically result in ~20% more growth for reps that adopt 勛圖惇蹋’s recommendations vs peer reps using traditional approaches.

The challenge to achieving better segmentation & targeting
Adopting this strategy however requires a fundamental change in mindset, as Stan Bilinski noted during our discussion: technology alone is not enough, the biggest hurdle is rep adoption.

“You can have the best data and tech, but if reps do not see the value, any change initiative goes downhill,” Bilinski said.

His advice? Treat change management like an omnichannel campaign for the sales force itself. Use an omnichannel approach to sell an omnichannel strategy—repeating the story multiple times through multiple internal channels to reach everyone from early adopters to laggards. Stan also stressed that leadership should segment reps the same way they segment customers, empowering managers to drive specific behavioral changes.

Connected experience as a growth driver
The future of biopharma engagement depends on delivering personalized, relevant, and timely interactions at scale. Achieving this requires more than just leveraging data; it requires a cultural shift toward precision and collaboration.

As Stan emphasized, customer experience will play an increasingly vital role in engendering growth, but change happens slowly. At 勛圖惇蹋, we’re committed to helping companies navigate this shift by combining robust data, advanced analytics, and practical strategies to help businesses truly grow without growing.

Discover how 勛圖惇蹋 Business Consulting, powered by 勛圖惇蹋 Data Cloud, can help you achieve accurate segmentation, better targeting, and smarter connected engagement strategies. Learn more

The post Grow Without Growing: How Data-Driven Segmentation And Targeting Is Transforming Pharma Engagement first appeared on 勛圖惇蹋 Systems APAC Site.

At the recent 勛圖惇蹋 Summits, I hosted Cameron Dimech, Head of Business Insights, GSK Australia, and Jin Lee, Director of Commercial Operations at MSD APAC, in Sydney and Singapore, respectively. Together, we explored how the pharma commercial model is shifting from a one-size-fits-all approach to a dynamic, data-optimized GTM strategy.

Why Biopharma GTM is Shifting
This shift is driven by two forces: evolving healthcare provider (HCP) expectations for timely, personalized information, and growing pressure on biopharma companies to deliver better HCP experiences and patient outcomes while optimizing spend in a competitive landscape.

As a result, the industry is experimenting with several GTM approaches, each suited to different areas, customer needs, and brand life-stages:

• Marketing-centric: automated email engagement, which is low in complexity, personalization, and impact
• Service-oriented (“digital rep”): two-way digital engagement which has moderate to high complexity and impact
• Field-orchestrated: traditional face-to-face meet-ups, which is low in complexity but highly impactful (and hence commercial pharma has been using this for decades)
• Key account management: complex, but often yields high impact for strategic accounts

There is no single “best” model, as the best approach depends on factors like HCP needs, where a complex therapeutic area like oncology would demand a different approach from general medicine. Another factor is brand life-stage, where the launch of a key product requires a safe, high-impact model, and a post-LOE (Loss of Exclusivity) brand might prioritize cost-effective brand recall. There are other factors as well that determine the right GTM approach, but most pharma companies deploy a mix of GTM models. Some leading pharma companies are deploying all four GTM models to engage HCPs, based on HCP preferences and behaviors.

The Data Foundation: From Abstract to Actionable
A strategy is only as good as the data that fuels it, according to MSD’s Jin Lee. He explained that data exists in organizations, but integrating and applying it to drive execution remains the biggest bottleneck.

For example, the data may be outdated and inconsistent, resulting in a heavy reliance on sales representatives (reps) to manually profile and validate customers. In addition, the GTM approach requires pulling together many different data sources, whether external or internal company data. In turn, this data must feed into many processes, such as segmentation, targeting, and commercial execution.

“We have good quality data, but how do we marry it with execution? How do we use all these data points to drive execution?” said Jin Lee.

AI's Role in Sales Evolution
The discussion with Jin Lee turned to how AI may reshape field engagements. While AI and data will enhance decision-making and process optimization, Jin Lee suggested that reps will remain valuable for connecting with HCPs and orchestrating GTM execution.

“Reps still play a critical role because AI can only act on the data it’s given, and that data still needs human judgment,” said Jin Lee. Currently, a significant amount of time is needed to validate customer profiles, flag suspicious data, and spot data outliers before a GTM approach can be taken.

Today, teams can rely on a tool called to centralize HCP data and improve efficiency. Jin Lee expects that AI will soon transform analytics from traditional dashboards to conversational, human-like interactions.

As AI evolves and can take hundreds of key performance indicators (KPIs) and summarize them into a few clear action points for reps, Jin Lee expects a future where reps will not be looking at dashboards. Instead, they may ask AI (similar to interactions with virtual assistants such as Siri): “I’m meeting Dr David, what should I discuss?” and the AI will summarize all the relevant data with a clear, human-like explanation.

Yet, even as AI tools and data quality improve, Jin Lee remains confident that reps will remain essential because they maintain real relationships and connections with HCPs, and execution still depends on human capability.

Why Execution Still Fails
When considering why even the most data-rich plans often fail to translate into flawless execution in the field, Cameron Dimech, from GSK, suggests that the need is to move to a scientific, customer-centric approach.

The industry has also moved from “static models to dynamic models,” noted Cameron, where data continuously feeds into the system, enabling real-time adjustments. These advances provide unprecedented visibility into prescriber behavior, adoption patterns, and channel performance. However, the model is only as strong as the humans who use it.

 “We’re chasing the perfect model, but the human aspect of applying those models is the critical difference between getting something meaningful and building something that looks impressive but doesn’t change the customer experience,” said Cameron.

 Ultimately, the future of biopharma GTM will not be shaped by algorithms alone, but by combining data science with human intelligence. The systems that generate the most impactful outcomes for customers will be those that are data-rich, enable human-centered inputs, and are built to engage and learn from those responsible for customer interactions.

Click here to learn how 勛圖惇蹋 Access helps you understand HCPs better.

The post Building Smarter GTM Models: Data Integration, AI, and Execution Excellence first appeared on 勛圖惇蹋 Systems APAC Site.

A company suffers from an organizational bottleneck that jeopardizes time-to-market and exposes it to compliance risk when promotional content management is fragmented. Done well, content enables a company to coherently inform the market clearly and enables it to meet its business goals.

Recently, I hosted a session on this very topic at the recent 勛圖惇蹋 India Commercial Summit 2025 with Ankit Meena, Digital Marketing and Transformation Manager at Himalaya Wellness. He offered a valuable perspective on how to move from simply managing documents to achieving true marketing operational excellence.

The Mandate for Operational Excellence
Industry leaders view the content challenge as, fundamentally, a resource and risk problem. Legacy systems, often reliant on manual handoffs and siloed processes, result in excessive rework, costly duplication, and prolonged Medical, Legal, and Regulatory (MLR) review cycles. These inefficiencies delay market entry and undermine global consistency.

One crucial goal, as Ankit highlighted, is to establish a single source of truth for all assets, from global campaigns to local digital components. This foundation allows for rapid content reuse across brands and geographies without ever compromising the integrity of the compliance review process.

Ankit said deploying 勛圖惇蹋 PromoMats has made a difference in Himalaya Wellness’ ability to manage its content. By automating the full commercial content lifecycle, from initial concept and collaborative creation through compliant distribution and automated withdrawal, the platform has enabled it to create content that meets regulatory criteria that is published in a timely manner.

“Being a 100-year-old organization, we had very stringent processes and stringent approaches to compliance, and PromoMats allowed us to customize the workflows to an extent that all of our requirements were met,” said Ankit.

PromoMats has improved accountability, reduced confusion and enabled better collaboration between multiple teams, he noted, adding that approval timelines are clearer, so campaigns are planned more efficiently, with the right resources.

Although they only deployed PromoMats fairly recently, Himalaya Wellness have already been reaping clear benefits: assets are now ready between 2 and 3 days, instead of the previous 7 to 10 days.

Modular Content Enables Scale
To scale content effectively, a strategic shift is needed in many organizations. They should move from static, monolithic documents to modular content, which enables teams to rapidly assemble personalized, channel-ready assets by pulling from a library that has already been cleared by MLR.

The benefits are clear in pharmaceutical companies that 勛圖惇蹋’s consulting teams have worked with. One reported a 40% growth in content reuse, while others enjoyed 30% reductions in approval time and 20% reductions in the cost of content creation.

Claims management, a crucial part of the content management process, is easily and transparently managed. In PromoMats, every promotional statement must be traceable to its approved, referenced source, whether it is a clinical study, a press release, or an approved label. By establishing a single source of truth for claims, the system ensures that compliance is engineered into the content, not treated as a final, time-consuming review step.

PromoMats also helps to verify claims by auto-linking them to the appropriate claims in a company’s reference library. Whenever a document is uploaded, the claims are auto-linked, saving precious time in manual checks.

Powering Compliance with AI
The next big step in content management is the intelligent application of artificial intelligence (AI). In my experience, almost 90% of top pharmaceutical companies have carried out at least one pilot with AI for content management.

They have also evolved their use of AI, which requires commitment instead of simply installing an AI solution. This is why PromoMats now comes with its first AI feature called Quick Check Agent, which is fine-tuned to enable more powerful content management.

Quick Check Agent provides a set of foundational checks, like spelling, grammar, red flag phrases and box warnings, for any piece of uploaded content. It also looks at other nuances, through a pre-selected set of checks.

Another AI functionality: Content Agent provides context-aware insights into document text and images, answers questions, summarizes content, analyzes visuals, and draws from Quick Check Agent to assist with document review.

In the session I hosted, it was clear that audience members had high expectations of AI, based on the questions they asked. For now, 勛圖惇蹋 AI Quick Check Agent will work with fairly standard global regulations, including those from the United States Food and Drug Administration (FDA). Future releases will incorporate more specific local regulations from other jurisdictions as well.

Conclusion: Move Fast, Scale Up
A content strategy founded on speed, control, and precision is now the goal for many organizations in the medical and pharmaceutical industries. Instead of an operational bottleneck, content that is produced well turns into a core competitive advantage. With the help of AI and other tools, successful content management could deliver the key advantage in a fast-moving industry.

Learn more about 勛圖惇蹋 PromoMats here.

The post From Bottlenecks to Operational Excellence: How Modular Content and AI Transform Biopharma Marketing first appeared on 勛圖惇蹋 Systems APAC Site.

Accounts are now more complex, with more interdependent decisions made jointly by multiple stakeholders in a company; decisions made must also comply with strict guidelines and payer access.

Customers are also under pressure to show robust outcomes early, amid internal team complexity that makes it a challenge to offer a seamless experience for each account. In other words, today’s go-to-market model for managing key accounts must change drastically to meet new realities.

Recently, I hosted a webinar titled, “Unlock Growth: Navigating the KAM Transformation Journey,” in which I discussed the issues above. The main takeaway from the webinar is that we must move past fragmented, reactive account management and embrace key account management (KAM) transformation to succeed in the years ahead.

New Ways of Doing Business
The problems faced by many account management teams today are all too familiar. Not getting access to key decision-makers means that biopharma companies are not reaping large revenues from top accounts. Conversations are often too short-term and sales-focused, not going beyond products to address a key account’s strategic priorities and pain points.

Team planning at the start of a year sometimes results in teams operating separately and in silos the months after. Without deeper coordination, they fail to deliver the solutions that big accounts require.

To overcome this, biopharma companies might require a shift in mindsets, skills and behaviors when embarking on new KAM efforts. Meaningful transformation in two main areas is crucial.

First, account strategy and planning. Biopharmas, rather than segmenting accounts based on revenue, can look to a broader definition of account value. Instead of just selling products, they can collaborate with accounts on wider initiatives.

Remember, there is no one-size-fits-all approach, so it is crucial to differentiate your investment and engagement as needed. Annual “once and done” account plans also must become more dynamic and shared across the year. Instead of aligning efforts around a brand, they can align the efforts around an account to deliver the unique solution and benefits it needs.

The second area of transformation lies in account management and measurement. The key here is measuring shared outcomes from group effort instead of scrutinizing individual activities. Coordinating across teams gives your business a consolidated voice that is clearer and more impactful as well. 

Getting this right delivers the desired outcomes for your KAM efforts:

• Effective and efficient organizational alignment to best serve key accounts
• Differentiated propositions based on the unique needs of those accounts
• Optimal investment and resource allocation for priority accounts
• Efficient and effective execution of plans
• Having the right behaviors and mindset within teams

The outcomes above are only possible with the right enablers, such as effective KPIs, cross-collaboration, and strong governance, in place. To get there, 勛圖惇蹋 uses a clear framework for high performing KAMs. The framework includes five key elements:

• Account Prioritization (The 'Who'): conduct deep analysis to determine who your most important and influential accounts truly are
• Account Strategy (The ‘Why’): define an account’s problems, which you are uniquely helping them solve, and figure out what shared value looks like for both sides
• Action Planning (The 'What’): set detailed cross-functional plans to achieve those account objectives, including exactly how you allocate resources
• Execution (The 'Do'): govern and manage the actual execution of the plan, making sure insights are captured across all customer-facing teams.
• Measurement (and Change) (The 'Review'): finally, assess performance against the defined objectives and use that data to optimize all future engagement plans.

KAM Transformation Delivers Real Results
勛圖惇蹋 offers customizable KAM components in a CRM dashboard, providing teams with an intuitive workflow to get the job done. On a single screen is information on key account stakeholders, important insights, account objectives, and plan initiatives and tactics. A single, integrated view of the account plan aligns everyone in a company’s KAM efforts.

Already, biopharma companies that have transformed their KAM efforts have seen real results. Some companies now enjoy 30% more growth for launch brands supported by a transformed KAM model. We have also seen a 3x growth rate in more than 15 accounts in just six months, post-KAM transformation.

During the webinar, one audience member asked if the KAM engagement model was better than a marketing-centric one. In response, I said there were different practices in the market.

While some companies go for marketing- or service-centric approaches, others seek a strategic account model. To get the most out of each approach, you need more information about all your accounts so you can optimally support all of them. That’s what KAM transformation allows biopharma companies to do.

Ultimately, there is no silver bullet to KAM, which is getting more complex and challenging. Technology, however, can drastically improve success rates and enable companies to allocate resources in the right direction. In a competitive field, getting KAM right distinguishes a leader from follower.

Take the first step to growth now, Read this White Paper on KAM strategy.

The post Redefining Key Account Management: From Transactional to Transformational first appeared on 勛圖惇蹋 Systems APAC Site.

This was the focus of a recent session at the APAC Commercial Summit in Sydney, where I hosted a special guest, Lisa Currie, Sanofi’s MCO Transformation Lead. Her team is driving commercial transformation across ANZ and Korea. Their experience offers valuable lessons for biopharma organizations navigating the increasingly challenging landscape for sales representatives.

Lisa Currie (right), MCO Transformation Lead of Sanofi, and Daniel Bacon (left) from 勛圖惇蹋, had a fireside chat on AI at the recent APAC Commercial Summit in Australia.

Reps are not just pressured; they are often outmaneuvered by competitors who have successfully transitioned to data-driven systems to plan and execute personalized, multichannel interactions. As Lisa noted, “Reps are sitting there with 3,000 options; AI helps them cut through the noise and focus on what matters most – customer and patient needs.”

The challenge, though, is not just volume—it is relevance. Reps need to know which customers to prioritize, what content will resonate with them and which channels will be most effective. That requires a sophisticated understanding of customer preferences, brand strategy and historical engagement data. Without the right infrastructure, AI cannot deliver the insights reps need to act with confidence.

Why Data Is the Real Enabler of AI
Sanofi’s journey began not with tools, but with data. Before deploying AI, it invested years in preparing its infrastructure: standardizing across business units, aligning globally and ensuring every rep had access to the same data. “We spent years getting our data ready before we embarked on our AI journey,” Lisa shared. “It’s not something you do overnight.”

Engaging in foundational work is what makes AI effective. At 勛圖惇蹋, we have built our data & AI capabilities on the same principle. We help companies define the necessary data governance model and integrate essential third-party datasets before the first model is deployed, potentially cutting years from the preparation cycle. Our unified data architecture leveraging 勛圖惇蹋 OpenData for foundational customer identity, coupled with 勛圖惇蹋 HCP Access and 勛圖惇蹋 Link Key People dynamic engagement and insights, fundamentally reduces the time your data science team spends on data management, cleansing & integration, allowing them to focus on model optimization.

A deep data foundation allows AI to surface highly tailored and compelling reasons for engagement such as identifying specific research interests, referencing relevant past interactions or aligning messaging with clinical priorities. These are not just helpful suggestions. They are the difference between a generic touchpoint and a meaningful, value-driven conversation.

Source:
Achieving Customer Centricity with AI: Solving the Challenge for Pharma Reps

/ap/resources/achieving-customer-centricity-with-ai-solving-the-challenge-for-pharma-reps/

Practical AI in Action: From Insight to Impact
Sanofi’s reps are already seeing the benefits. AI tools embedded in its workflow offer intelligent suggestions on who to see, what to say and how to engage.

We are not just automating, we are augmenting. AI helps reps overcome bias, improve efficiency and create more meaningful interactions. It acts as a coach, partner and guide, surfacing insights that would otherwise take hours to uncover and doing so in real time.

The result? Reps are more confident, more prepared and more effective. They can focus on what matters most: building trust and delivering value to HCPs.

Change Management: The Human Side of AI
Technology alone, however, is not enough. Effective change management, driven by leaders who champion AI, has been shown to increase adoption and utilization rates. Sanofi created a culture of curiosity and experimentation, encouraging teams to test, learn and share best practices across functions. Their motto, “All in on AI,” reflects a company-wide commitment to transformation.

Lisa emphasized that success depends on empowering people to engage with AI, not fear it. “All the data, process and platforms mean nothing if your people don’t buy in,” she said. “You need to empower them to be curious and bold.”

Sanofi’s approach includes internal webinars, cross-functional learning sessions and open forums where teams can share how they are using AI in their roles. 勛圖惇蹋 helps clients embed AI-driven insights directly into the rep's daily workflow, minimizing the change in behavior required. We also partner with commercial excellence teams to design a continuous learning framework that moves beyond training to active, management-led coaching.This kind of cultural investment ensures that AI adoption is not just a top-down initiative, but a shared journey across the organization.

Results from the Live Poll at the Fireside chat on AI during the recent APAC Commercial Summit in Australia

Conclusion: Start with Data, Scale with Strategy
AI is a capability that must be built from ground up. While strong data and data architecture are hygiene factors when it comes to leveraging data for AI, it is the company’s strategy that sets the course for AI, whether in use cases or investments. “It all comes back to strategy and the direction and the ambition of the company,” Lisa said. “In strategizing direction, however, we must get the right stakeholders around the table, including the end-users.”

The future of commercial engagement in healthcare depends on our ability to deliver personalized, relevant and timely interactions at scale. That is only possible when AI is powered by clean, connected and comprehensive data.

To discuss how 勛圖惇蹋 can support your organization's AI journey—from establishing a robust data foundation to designing a scalable change management program—we invite you to connect directly with our Business Consulting team to start your strategy discussion today.

Read “Achieving Customer Centricity with AI: Solving the Challenge for Pharma Reps,” to learn how 勛圖惇蹋 is helping leverage AI for high quality, targeted customer engagement.

The post Data and Human Collaboration Are the Key Drivers of AI Success first appeared on 勛圖惇蹋 Systems APAC Site.

In a recent webinar, Yi Ching Yeoh (Solution Consultant, 勛圖惇蹋 Singapore) and I discussed the evolving GTM strategies for commercial Biopharma. In this article, the GTM approach refers to the strategic process of launching, promoting, and delivering pharmaceutical products to healthcare providers (HCPs) and patients.

What’s Changing?
Factors like aging populations, pressures on healthcare such as the shortage of HCPs, and geopolitics that affect supply chains are resulting in a rising demand for healthcare services, a need for greater efficiencies, and higher cost pressures.

Five shifts that will impact the biopharma GTM approach in the next five years are a move from:

1. From ‘brand-centric’ to ‘HCP-centric’:
   Go-to-market planning will be centered around HCPs’ needs instead of brand goals (e.g., HCP-centric sales teams vs brand-centric sales teams)               
2. From ‘share of voice’ to ‘quality of engagement’:
   The emphasis now is on prioritizing impactful or quality interactions / HCP experience over the number of interactions (e.g., Net promoter score over share of voice).
3. From ‘rep inputs and low-quality HCP data’ to ‘real-behavioral and high-quality HCP data’:
     Planning and execution will be based on real HCP interaction / behavioral data instead of assumptions. The change is triggered by availability of real HCP data in APAC markets.
4. From descriptive insights to predictive insights:
   AI / predictive modelling will be used more in daily engagement planning and execution together with traditional descriptive / historic insights. AI will be leveraged to transform insights into a more human-like next-best-action suggestion to team members.               
5. Focusing on all HCPs and not just ‘high-potential and high-access HCPs’:
   Instead of focusing on just the 20-30% of high-potential and high-access HCPs, biopharma companies will broaden their focus to interact with all HCPs, leveraging more digital channels.

Good Data Pivotal to Targeted Strategies
While the software to support these shifts now exists, many companies still struggle with a key barrier: the lack of quality data. The systems may be connected and integrated, but the data itself often remains fragmented, either in silos or duplicates.

This fragmentation has real consequences. Let’s review the customer story below to understand the impact of having consolidated data and connected systems.

In 2023, a leading Australian vaccine multinational faced significant commercial challenges: It experienced an overall -5% sales growth, with only 10% of territories showing improvement and 90% reported performance declines. After partnering with 勛圖惇蹋, segmentation and targeting analysis based on proprietary 勛圖惇蹋 data, revealed critical gaps in the company’s HCP targeting strategy, prompting a refresh of 70% of the target list. Outdated or low-potential accounts were replaced with high-opportunity HCPs based on real-world prescribing behavior and engagement trends.

The impact of implementing the updated list in the following quarter was dramatic: Sales growth flipped from -5% to +5%, and 90% of territories edged into positive growth. This transformation underscored the power of precision targeting and dynamic data analytics in reversing negative commercial performance, proving that even in challenging markets, strategic segmentation can unlock rapid revenue recovery.

Unifying Customer Data
勛圖惇蹋’s Vault CRM Suite, which centralizes engagement and unifies customer data and key processes on a single platform, ensures that data, content, and processes are all aligned and connected.

勛圖惇蹋 Vault CRM Suite Service Center empowers inside sales, contact centers, and hybrid representatives with:

• Omnichannel engagement: Inbound and outbound call management, case tracking, and telephony integration.
• Industry-specific tools: Sample requests, call reporting, and compliance-ready workflows.
• Microsoft 365 integration: Real-time collaboration via Microsoft Teams and OneNote.

Here are a few scenarios to illustrate Vault CRM Suite in action:

An HCP contacts a pharma call centre agent to request for samples. The agent logs the case in Vault CRM Suite and assigns the task to the field representative via Teams—all while tracking the interaction in a unified timeline; the agent can view the doctor’s profile on the same screen. Having this single platform eliminates silos and ensures the biopharma’s representatives can act on real-time data.

Besides inbound, Vault CRM Suite also powers smarter outbound sales strategies. Using data-driven target lists, inside-sales representatives can prioritize HCP outreach to new groups, such as low-potential/high-access providers.

Tailored Strategy = True Segmentation and Effective Engagement

Since COVID-19, the biopharma industry has rapidly adopted multichannel engagement, but true competitive advantage comes from orchestrated omnichannel strategies that seamlessly connect all touchpoints and form a personalized HCP journey. The goal is hyper-personalization, which means tailoring content to each individual HCP based on quality data points and integrated technology.

See how 勛圖惇蹋 CRM Pulse can help you gain detailed insights to improve your customer segmentation, refine targeting, and elevate your multichannel engagement strategy.

I���ll be hosting a session at this year���s 勛圖惇蹋 APAC Commercial Summit: “Optimizing GTM strategies with Data”

Register now to join the Summit.
– 26 August 2025 at W Sydney:
– 16 September 2025 at Marina Bay Sands, Singapore:

The post Next Generation HCP Engagement: A Personalized, Omnichannel Approach first appeared on 勛圖惇蹋 Systems APAC Site.

Figure 1: Statistics influencing content strategy

Figure 2: Steps to optimize content operations

1. Set business targets and KPIs

Without the right KPIs ��� and data to measure them ��� content teams have no way of knowing if their content is effective. ���The most important focus for the industry right now is harnessing data-driven insights to inform the content creation process,��� says the senior director and head of commercial digital excellence at a global biopharma. Then, the metrics must tie into business performance objectives ��� or teams risk losing meaningful value in their data.

Comparing results to industry benchmarks and internal content goals helps identify potential gaps in operational processes. The resulting insights can highlight inefficiencies hindering your ability to deliver personalized content at scale. For example, suppose your review cycles have increased or stalled in the MLR stage. In that case, you can focus on improvements, such as changing the tiers of review in your process, critically reviewing which review members are needed for each content type, or adding concept meetings.

Spend time upfront setting the right business targets and KPIs. Unsure of where to start? A content effectiveness study can help by providing deep knowledge of customers, insight into content data and tagging strategies, or other measurable areas of focus, such as:

• Achieving higher sales uplift per interaction using a selected asset/module
• Improving speed to market by a certain percentage
• Reducing content creation and production spend by a pre-determined amount
• Establishing content reuse definitions and targets

Continuously analyzing performance against targets generates insights you can use to improve future content.

2. Align people with goals

Advancements in content personalization are also disrupting resource allocation models. For example, AI has the potential to help move MLR review from the last stop in the content cycle to a proactive role with greater visibility and input in creating content. Teams could decrease MLR review cycles and cycle times with AI support, accelerating the production of compliant, accurate commercial content ��� even as volume rises. Likewise, reorienting teams to a modular content approach requires new collaborations and goals. Agencies, commercial operations, IT, regulatory and compliance, and brand teams on a global, regional, and market level play a critical role. Advocating for alignment early and quickly is important. Involve each team in the new operating models and targets.

Improve efforts to personalize content, align resources and goals, and remove waste in processes by:

• Documenting and communicating roles and responsibilities toward common goals
• Adjusting the organizational structure needed to support strategic priorities, including alignment within and between regions/markets where applicable
• Adopting agile ways of thinking and working
• Ensuring close partnerships with agencies to maintain content quality

Creating relevant, personalized customer content starts by ensuring everyone in the content supply chain understands the business objectives.

3. Conduct efficiency checks on processes

The industry is making incremental efficiency improvements in the content supply chain. For example, high-level data from 勛圖惇蹋 Vault PromoMats in 2023 shows that rising content volumes aren���t affecting speed or efficiency: The number of review cycles was down across all markets globally. In 2023, APAC���s average days in review was 12.5 days, slightly better than the global average of 14 days.

However, rapidly rising demands for personalized and relevant content could pressure teams to create unmanageable volumes. Organizations that try to keep pace while using existing resources and processes will reach a tipping point. Some have already begun to innovate and become more efficient by:

• Using a ���digital factory��� ��� a centralized team that handles content production
• Adopting a modular approach for content creation, approvals, and reuse
• Automating MLR processes to focus human effort on high-risk content

Process efficiencies have become especially crucial for APAC due to their need to localize content for regulatory, linguistic, and cultural differences in each market. To best navigate global-to-local content practices, organizations should aim to create global content libraries that allow assets to be shared across markets, maximizing utilization and creating efficiencies. This would give local teams the ability to quickly leverage pre-approved content, check for local context, and review exceptions ��� all in all accelerating content development and ensuring brand consistency globally while allowing for flexibility around regional and local requirements.

Guidelines should also be put in place to identify instances where content localization may not be the best option; for example, when the effort to adapt global content for local markets outweighs the effort to create from scratch locally. The approach to content, especially in APAC, therefore, is about finding the optimal balance between global efficiencies and regional customization, and optimizing content operations to facilitate both localization and local creation.

According to a senior director and head of commercial digital excellence, ���Learning how to do more with less, especially in an environment where there is limited funding, resources, and infrastructure, makes it vital to focus on efficiencies in the process.���

His efficiency advice for larger organizations? ���Focus less on achieving perfect alignment across stakeholders and avoid unnecessary re-reviews. This overcomplicates workflows and doesn���t guarantee a better outcome,��� he adds. Ensure your processes are set up and functioning as intended to achieve targets along the end-to-end content supply chain.

4. Support operations with measurement tools and data

���Companies should think small and act big ��� leverage the data and content at your disposal and invest in nimble, compliant solutions that will generate new content faster to help differentiate your brand across audiences, channels, and regions,��� the senior director and head of commercial digital excellence advises. His company met the need for more personalized content by using modular content, adapting content in real time, maintaining compliance, and curbing resource use.

For content creation and management, your company might employ tools and strategies, including:

• An agency and production operating model
• AI-assisted content creation
• Modular content and claims
• Standard taxonomy and metadata

In MLR review, the support you need might come from tier-based reviews or AI-assisted quality checks. Finally, an automated content tagging strategy could be your best tool for capturing content effectiveness and ROI. Seamless integration and connectivity between platforms and tools are essential for all stages of the content supply chain.

5. Monitor progress and adjust

A plan to scale content personalization while meeting business objectives requires a guiding vision and sound governance structure. Clearly defined roles and responsibilities, processes, and supporting documentation guide decisions and overall execution and enable you to monitor content effectiveness. Given these insights, teams can make adjustments as needed.

Companies starting their journey to optimize content operations and those in later stages benefit from appointing a steering committee or similar oversight board to maintain focus on their North Star. Once business objectives are in place and teams monitor progress, determine where and when global governance and/or regional or market autonomy make sense. APAC, for example, may see greater levels of regional and market autonomy given the differences in local language, regulatory, and cultural nuances requiring unique processes that align to market-specific requirements. The ���right��� governance structure therefore will ensure cohesive, above-brand strategic alignment and empower participants with the tools to succeed.

The post Adapt Content Operations to Reach Personalization Goals ��� An APAC Perspective first appeared on 勛圖惇蹋 Systems APAC Site.

Despite this, many in the industry have not fully grasped the importance of balance. Balancing the digital and physical engagement approach through a true omnichannel strategy, and understanding how critical the channel mix is for commercial teams, is still something that our industry needs to truly embrace.

This comes into play when we consider diverse regions such as Asia Pacific, where in-person and video usage for customer engagement can go up to as high as 65% in Australia, to as low as 25% in markets like Singapore and South Korea.

The deployment of digital solutions such as AI, while accelerated in the last several years, has also called into question various issues around how ready the industry is to utilize AI and machine learning in real-world applications, and what we need to get field and marketing teams to where they want to be.

Embracing a mindset shift to pave the way for effective engagement models
In an incredibly competitive market, field teams now must work harder than ever to stand out. Every interaction field teams have with healthcare professionals needs to add value and provide customers with the right material to inform key decisions. Beyond selling alone, the industry needs to make a concerted shift towards patient-centric engagement, which is a key facet of success for field teams. Achieving true customer centricity involves helping healthcare professionals serve patients better, and prioritize positive patient outcomes.

We need to have a deeper understanding of what healthcare professionals want. This means having a strong grasp of the unique challenges they face across various patient personas, and understanding what are the areas biopharmas can help to alleviate. Patient access and outcomes can be improved when healthcare professionals are empowered with effective information about products, so that they can choose the right treatments that will have the best outcomes, and manage their patient loads more efficiently. 

Considering the fluid nature of personas
We commonly consider categorizing healthcare professionals based on different personas, when thinking about what they want and need. Very often, we overlook the fact that personas are not fixed; they are dynamic and ever-changing, even while there are elements of truth in the types of personas we have determined. There is a need to rely on real-time, and up-to-date data, and design a persona that is dynamic, with the tools available. With an additional perspective from the medical representatives, this can help create a more accurate view of the healthcare professional, reduce our inclination to cognitive bias, and to ultimately deliver what they need.

Taking a more connected engagement approach to digitalization in the industry
While there has been considerable effort from life sciences companies to digitalize and reframe engagement models, most approaches remain scattered and fragmented.

Many organizations are undergoing their digital transformation independently, and this leaves firms across the sector at various points on the adoption curve, with a myriad of new software and data into their organizations. This poses a real challenge for interoperability and consistency, which will eventually hamper speed and consistency within a company.

As an industry, there is a real opportunity for life sciences organizations to establish a singular, first-principle approach to customer engagement. Building and leveraging solutions that help to make customer engagement more compelling will help to dramatically improve speed, efficiency and quality across all functions.

Key considerations for life sciences companies
With this in mind, there remain several key considerations for biopharma in this new age of engagement. Keeping these considerations in mind, will be pivotal to stay ahead of the curve:

• Shift towards using the right aggregators and platforms to make the most of digital solutions and innovations, instead of building independent systems for each organization.
• A good data foundation is paramount: the right reference data will inform a tailored experience for healthcare professionals and will enable field teams to reach the right audiences and deliver a truly customer-centric experience.
• Having the right data will supercharge digital solutions and strategies that are future-fit for this industry, informing tangible, personalized change in engagement models.
• Measured risk taking: experimental models are not one size fits all, and the adoption and scale of new engagement models and approaches should be tailored to the landscape it will be expected to work in, working in tandem with market nuances. Capabilities and new engagement models should also be bespoke to data sets available, and the strength of data-driven foundations.

To learn more about 勛圖惇蹋’s solutions, customer centricity and future engagement models, please contact us at shafi.hussain@veeva.com.

The post Solving for True Customer Centricity ��� The Life Sciences Industry���s Transition to Future Engagement Models first appeared on 勛圖惇蹋 Systems APAC Site.

To effectively engage with healthcare professionals (HCPs), it is crucial to understand their preferences and needs. A detailed and accurate database with information about HCP demographics, behaviors and trends is key to inform the segmentation and targeting strategies of biopharmaceutical companies, down to each individual HCP. 

We recently held a webinar alongside Simon Scott, Head of Business Operations and Support at Sanofi discussing the steps they took to develop and implement an optimized segmentation and targeting strategy using 勛圖惇蹋 CRM data and we will share more about this in the article.

Identifying HCP preferences and needs
Insights from our 勛圖惇蹋 Pulse Field Trends Report show that HCP access to sales representatives has declined from 60% in the third quarter of 2022 to 45% in the first quarter of 2024. With HCP access more limited in a fast-evolving landscape, traditional measures like reach and frequency alone are not enough to connect with HCPs, indicating a need for relevance and timeliness.

HCPs should not be engaged through a one-size-fits-all method. Data shows that channels and HCP specialties have a significant impact on engagement, with HCPs who engage with sales representatives through both in-person and video channels having much higher engagement rates. However, approximately half of accessible HCPs only meet with three or fewer companies, indicating that most sales reps may not be successfully connecting with HCPs in ways aligned with their preferences (Figure 2).

It is also important to consider what HCPs are looking to get out of their interactions with sales representatives. Understanding the HCP psyche and their motivations and needs will help to inform a more tailored, effective engagement strategy.

Developing and implementing tailored segmentation and targeting strategies
As access to HCPs declines, tailored and personalized engagement strategies can help create an edge for sales forces looking to build more meaningful relationships with HCPs.

Channel preference data in segmentation and targeting strategies allow pharmaceutical companies to optimize sales representatives’ time by grouping customers who are receptive to in-person channels and those who are better engaged through digital outreach.

Moreover, segmenting customers based on channel preferences enables further tailoring of strategies and resource deployment for optimal engagement. Individual HCPs have different preferences, and a broad engagement strategy will not succeed across a group. For example, a customer may be receptive to digital engagement through email, but not to social media outreach. Figure 3 shows some of the ways HCPs can be segmented for tailored engagement strategies based on their channel preferences.

Having developed a segmentation and targeting strategy in collaboration with 勛圖惇蹋, Sanofi identified the following key factors to successful implementation (Figure 4):

1. Effective change management: Simpler systems for sales representatives lead to more effective HCP engagement. It is important to explain any changes in targets and strategy to the sales force, so they understand how to use the system in a way that improves their work. The system is there to work with them, not against them.
2. Building trust and confidence in its data: A strong engagement strategy must be built with solid data foundations. To develop its segmentation and targeting strategy, Sanofi overlaid 勛圖惇蹋 CRM’s HCP data with its in-house data.
3. Having the right people: Sanofi also set up a system in 勛圖惇蹋 CRM for sales representatives to provide feedback on their targets based on their interactions. This allowed for continuous refinement of the segmentation and targeting strategy to achieve optimized engagement and outcomes.

Figure 4

Since implementing the new segmentation and targeting strategy in December 2023, Sanofi has seen dramatic improvements in HCP access thanks to an optimized approach to HCP engagement through preferred channels. Sanofi’s sales representatives are now contacting 33% fewer customers, but are seeing 60% more success and impact. While 10% of Sanofi’s territories were in positive growth in December 2023, the success of the strategy has resulted in that number jumping to 90% as of the 2024 March quarter.

勛圖惇蹋’s role in helping companies create and implement segmentation and targeting strategies
Segmentation and targeting strategies drive more meaningful and impactful engagement with HCPs for better outcomes across healthcare. 勛圖惇蹋’s data solutions are aimed at helping pharmaceutical companies achieve commercial excellence through access to high-quality customer insights on a single platform.

By providing data on HCP affinity with a multitude of channels, 勛圖惇蹋 enables customers to develop unique segmentation and targeting strategies and material based on their preferences, engagement and behavior, driving commercial excellence across the business.

To learn more about how 勛圖惇蹋���s approach to segmentation and targeting can transform your HCP engagement strategies, get in touch with us today. You can also find out more about Business Consulting services at 勛圖惇蹋 APAC here.

The post Optimizing segmentation and targeting strategies for improved customer engagement first appeared on 勛圖惇蹋 Systems APAC Site.

At the very center of every successful brand launch and marketing strategy is the use of compelling content to complement interactions with customers and ensure consistent messaging and relevance to the audience. This is especially important as sales channels grow more diverse, offering new opportunities for a differentiated customer experience and more educational content, but also posing a greater challenge for marketing teams with greater demands and shorter lead times.

In parallel with accelerated brand launches, there comes a need to make the medical, legal, and regulatory (MLR) review process more efficient and streamlined, so that marketers can scale up content production effectively to meet the needs of a fast-evolving channel preferences to better meet the growing demands from HCPs.
The use of content management applications like 勛圖惇蹋 Vault PromoMats can help to support the full lifecycle of promotional content, enabling marketing, legal and regulatory teams to streamline the creation, review, and distribution of compliant content at scale.

Adopting good digital asset management (DAM) practices through taxonomy

The journey to implementing a robust digital content strategy is two fold – investing in innovative content formats, new processes and the right people to do the job is important, but even more critical to this is having the right system to support digital asset management (DAM).

With a huge repository of content to manage across global and local functions, content needs to be organized in a way that makes sense for the teams, down to the descriptive, structural and administrative definition of an asset. This is known as Metadata, which is data about your data. It is helpful to classify information with similar characteristics into groups or classes, which is known as taxonomy. Having a well thought-out taxonomy will help representatives, and other colleagues across global markets, find the right content for the right purpose easily.

Producing personalized content effectively and at scale

Many biopharmas also operate across time zones and cultures, meaning that content needs to be localized and personalized to meet the different needs for different regions. Keeping geography and language in mind when developing content for local teams ��� as well as what HCPs want and need in each market, is key in ensuring a differentiated customer experience.

To build personalized content more efficiently, a modular content approach is crucial. This means using pre-approved modules in the approval process to create new content in an efficient manner.

Content in the healthcare industry is subject to MLR approvals, and ensuring MLR integration with commercial strategy is crucial. When the MLR process is built into the way the business is run, it helps with getting relevant buy-ins, especially when it comes to ensuring efficiency.

Driving content and commercial excellence with industry benchmarks

In order to build a robust content creation strategy and streamline ways of working for marketers, it is critical that teams drive performance using industry benchmarks. Setting benchmarks helps teams understand where they are currently at and where they want to be, which is foundational in building out pathways and a blueprint towards improvement. This includes reviewing current metrics such as the duration of review cycles, approvals, and current processes to draw insights and identify opportunities for improvement.

By reviewing ways of working and measuring performance against industry benchmarks, teams can help set up standard operating procedures that can be followed as a process roadmap. It is also important that in the process, teams are equipped with the right guardrails to move quickly, with the appropriate adjustments that are unique to their market needs.

Highlights from recent releases on 勛圖惇蹋 Vault PromoMats

New updates to 勛圖惇蹋 Vault PromoMats have been designed to make the content process much more intuitive, personalized and streamlined.

An intuitive, fresh new look to Brand Portals

With the new Brand Portals user interface, users can curate and collaborate more easily with teams on a simplified interface, with a modernized look and feel. Curated content now displays the most relevant material to users, enabling content creators to find their content quicker, with added enhancements such as multi-document select, rich text support and further customization options.

Leveraging Content Modules for quicker content creation

Content creators will now also be able to download all Content Modules within a document at once. The downloaded file will include an Excel file containing all metadata, text assets, and rules for Content Modules and Content Module Assets. This will help make the content creation process simpler and more intuitive.

As the single source of truth for all your content needs, Vault PromoMats can empower marketers in the content marketing journey, streamlining content creation in parallel with rapid commercialization in the life sciences industry and delivering more personalized, compliant assets within specialty markets.

Learn more about how you can make the most of Vault PromoMats here.

The post Achieving commercial excellence with streamlined and compliant content management first appeared on 勛圖惇蹋 Systems APAC Site.