Significant orchestration efforts were historically required to coordinate HCP engagements across in-person field interactions, digital channels, webinars, and remote engagement. Success was frequently measured by how effectively organizations could coordinate these touchpoints while maintaining engagement consistency.

Now, the industry is entering a new era. The next evolution shifts beyond mere channel orchestration toward AI-assisted, insight-driven engagement models. In our whitepaper, The Future of Customer Engagement in Biopharma, 勛圖惇蹋 experts examine how engagement strategies for the future would evolve, and how AI can be leveraged to augment these engagement strategies with AI-driven insights, connected data, real-time responsiveness, and deeper personalization.

As interest around AI adoption grows, it is worth recognizing that the path toward AI-assisted HCP engagement diverges significantly from Western models within the Asia-Pacific (APAC) region.

The APAC region defies uniformity. It is a fragmented landscape characterized by diverse healthcare infrastructure, varying regulatory environments, different levels of digital maturity, and unique communication ecosystems. HCP engagement preferences diverge sharply across markets, shaped by localized digital ecosystems (ranging from LINE to WhatsApp), communication norms, and varying levels of digital adoption.

Balancing global engagement strategies with local market realities is critical for organizations seeking to scale AI-assisted engagement successfully across APAC.

From Orchestrating Channels to Orchestrating Decisions

Traditional omnichannel strategies focused heavily on coordinating channels, such as ensuring consistency across whether an HCP received an email, attended a webinar, engaged through a remote channel, or met with a representative in person.

Today, channel coordination alone is no longer enough to drive differentiation. Content saturation, stricter HCP access, and rising engagement complexity have raised the bar for meaningful impact. This is driving a structural shift from simply orchestrating channels toward orchestrating decisions.

The conversation has shifted from ���What channel should we use?��� to ���What is the next best action for this specific HCP, at this exact moment, within this local market context?��� This shift requires connected engagement ecosystems that combine customer data, engagement history, content insights, and AI-assisted recommendations to power more adaptive interactions.

Why APAC Requires a Different Engagement Playbook

HCP Channel Mix Across Markets (in picture above)

APAC���s defining characteristic is diversity. Engagement models that work effectively in Western markets cannot always be directly replicated across APAC markets.

Japan and Korea continue to maintain highly relationship-oriented engagement models with strong in-person engagement expectations, supplemented by selected digital and mobile communication channels. Meanwhile, Southeast Asian markets often operate with a broader mix of face-to-face interactions, virtual engagement, messaging platforms such as LINE or WhatsApp, and varying levels of digital infrastructure maturity.

While the pandemic accelerated digital adoption across the region, face-to-face engagement remains a cornerstone of trust-building for APAC HCPs. This presents a unique hurdle for local affiliates, who must maintain these deep personal relationships while operating with lean commercial teams across geographically dispersed territories.

Therefore, the challenge in APAC lies in dynamically adapting engagement models to fit localized customer behaviors, operational constraints, and regulatory realities.

Preparing APAC Markets for the Future

In our whitepaper, The Future of Customer Engagement in Biopharma, we highlight the immense opportunity for companies to leverage AI for future engagement, provided there is organizational readiness in the quality of data and solid plans on how to integrate these tools and insights into existing workflows. Translating this global imperative into regional execution, APAC markets can begin building their AI readiness across several foundational areas.

Strengthen Connected Data Foundations Across Channels

Many APAC affiliates still operate with fragmented customer, consent, and engagement data across channels and markets. Before scaling advanced AI capabilities, organizations should focus on improving CRM integration, customer data quality, consent management, and cross-channel visibility to build a stronger foundation for connected engagement.

Prioritize Augmentation to Support Lean Field Teams

With many APAC markets operating with lean commercial teams across geographically dispersed territories, yet still requiring deep relationships with HCPs, full automation poses operational risks. Organizations will capture value faster by focusing on AI-assisted recommendations that empower the field reps already on the ground today. By using AI for next-best-action insights, content suggestions, and engagement prioritizations, organizations can maximize the efficiency of lean teams by helping them prioritize value-added activities.

Design Engagement Models Market-by-Market

A single engagement strategy is unlikely to work uniformly across APAC. Organizations should adapt engagement models according to local market maturity, HCP channel preferences, field force structures, and regulatory requirements rather than deploying standardized templates. For example, in markets with strict institutional access restrictions and lean local teams, such as Australia, the model should favor compliant remote engagement and digital-on-demand content. However, in markets with high patient volumes and massive public hospital systems like India, the strategy must empower reps with brief, high-impact clinical tools optimized for rapid, on-the-go interactions during a doctor���s limited downtime.

Invest in Governance and Field Force Enablement

Technology alone is unlikely to unlock the full value of connected engagement. Commercial, medical, and compliance teams will need to co-create practical governance around data and content usage, particularly to manage the unique compliance risks of interacting on regional messaging apps and to prevent approval bottlenecks for lean affiliate teams.

At the same time, field teams and managers will require workflow support and training to trust AI-assisted insights, ensuring technology acts as an enabler of local relationships rather than a distraction.

The Future of HCP Engagement in APAC

The future of customer engagement is immensely promising, moving beyond traditional omnichannel to unlock the true value of local market insights, trusted field relationships, and intelligent technology to build deeper connections with HCPs.

APAC leaders have a unique opportunity to lead the way and pioneer adaptive, trust-based engagement models that reflect the diverse and vibrant realities of the region.

As the conversation around next-generation HCP engagement continues to evolve, organizations will need strategic partners that understand both the global direction of engagement transformation and the operational realities of APAC markets.

Wherever your organization is on this path, 勛圖惇蹋 is here to help you navigate the landscape, share regional perspectives, and shape practical, locally relevant engagement strategies for the future.

The post Beyond Omnichannel: The Future of HCP Engagement in APAC first appeared on 勛圖惇蹋 Systems APAC Site.

For Contract Research Organizations (CROs) navigating these hurdles, rethinking how clinical operations are run can help transform their clinical operations. I spoke with Peter Legget, Project Management Office Manager at Novotech, to hear how their teams made that shift and what that journey means for the future of modern CROs.

When Silos Become a Barrier to Scale

As Novotech expanded capabilities to support next-generation therapies, a common industry challenge emerged: fragmentation. Critical functions such as CTMS, TMF, and Safety were running on disconnected platforms, while SSU and Feasibility were run on on-premise systems. Study training tracking was handled manually and not directly linked to key documents in TMF, leaving compliance visibility gaps across studies.

Without system-enforced dependencies between submissions and site activation, it was a challenge to ensure consistency in sequencing activities. Client access and oversight were equally limited, with study data shared through offline reports and static snapshots rather than live views, making timely oversight difficult for sponsors.

The cumulative effect was a lack of visibility, connection, and standardization across start-up processes, study training, and quality control, creating a dependency on manual tracking that constrained Novotech’s ability to scale.

���In critical areas like clinical data management and pharmacovigilance, the lack of system integration limited our ability to take a holistic risk-based approach to trial oversight,��� says Peter.

From Fragmentation to a Unified Clinical Ecosystem

Novotech���s evaluation was not simply about replacing one system with another. The goal was to find a platform capable of supporting end-to-end clinical trial management to eliminate manual dependencies and visibility gaps that held the organization back.

Adopting 勛圖惇蹋���s Clinical Suite addresses these challenges at the root. As Peter describes, it has ���fundamentally transformed (their) operations, delivering greater visibility, automation, and control across the clinical lifecycle.��� By consolidating previously disconnected and offline functions like CTMS, Payments, and SSU onto a single unified platform, Novotech replaced fragmented manual workflows with connected, automated processes across the full trial lifecycle.

Novotech leverages 勛圖惇蹋 Connections to automate data exchange between internal systems such as EDC and CTMS, EDC and Safety as well as eTMF and Study Training. This eliminates manual reconciliation and ensures real-time visibility. Across functions, the impact directly addresses the fragmentation that once defined Novotech’s operations:

SSU: System-enforced prerequisites now govern site activation based on submission status, with linked document management providing clear visibility into planned versus actual submissions and their associated approvals.

Study Training has moved from entirely manual processes to auto training requirement (Training Requirement) creation per auto-training matrix, with clinical documents now directly connected to their corresponding training records.

TMF: Within the TMF, Novotech now has standardized filing and system-enforced documentation levels at each study milestone.

CTMS: Key documents including selection, activation, and monitoring event letters are now auto-generated and linked directly to the TMF, while PD reviews happen on-platform for real-time client collaboration.

Safety: What was previously a standalone silo, now has gateway connections established for safety report submission, bringing one of the most compliance-critical functions into a unified ecosystem.

Beyond individual functions, the broader integration between 勛圖惇蹋 CDMS and RAVE, with CTMS creates a connected data backbone that extends well beyond operational efficiency. For a CRO scaling across APAC, North America, and Europe, this level of connectivity directly addresses the fragmentation that once constrained growth.

The Blueprint for Modern Clinical Operations

Novotech’s journey with 勛圖惇蹋 offers a clear blueprint for CROs navigating the same pressures. The central lesson is not simply about technology adoption, but about what becomes possible when fragmented systems are replaced with a unified foundation. Clean, connected data is the prerequisite for real-time visibility, meaningful sponsor collaboration, and inspection readiness.

This is becoming increasingly crucial for every modern CRO, enabling sponsors to rely on live study data and on-platform workflows as a robust foundation for more effective operations. Additionally, the importance of building a scalable framework from the outset cannot be overstated. System-enforced dependencies and automated reporting are what allow a CRO to expand and scale up without reintroducing the manual bottlenecks that are commonly characteristic of legacy systems.

For Novotech, these lessons are already shaping what comes next ��� a clinical lifecycle where teams, sites, and sponsors collaborate seamlessly from study design to close-out, with 勛圖惇蹋 Vault as the single source of truth at every touchpoint. As Peter puts it, “we no longer move data ��� data moves with us.”

Find out more about how 勛圖惇蹋’s Clinical Operations Suite can transform your clinical trial operations.

The post Beyond Silos: How Novotech Transformed Clinical Operations with 勛圖惇蹋 first appeared on 勛圖惇蹋 Systems APAC Site.

This is a multiplication, not an addition – and the distinction matters. Strong access paired with poor targeting wastes reach on the wrong conversations. Strong targeting without insight capture squanders the interaction once it happens. And abundant insight means little if access has evaporated in the first place. Commercial Unlock only compounds when all three variables move together; it collapses toward zero if any one of them does. What follows is a walk through each variable – and what it will take to move all three at once.

HCP Access – The Frequency Variable

It is no secret that HCP access has been structurally declining. Overall access dropped from 60% in 2023 to 45% in 2024. In the APAC region, HCPs are even more selective, with only 25% of HCPs meeting with more than three companies – a stark contrast to the US, where 50% of HCPs still meet with more than three companies.

However, low access does not mean no access. There is still significant opportunity to unlock commercial value through a focused engagement strategy, provided that targeting is optimized based on specific markets and medical specialties. Access, in other words, is not a variable you win uniformly across a market – it���s one you win account by account.

Targeting Precision – The Relevance Variable

Despite the global push toward omnichannel strategies, the channel mix in most APAC markets remains dominated by in-person interactions. Excluding Australia, which has notably higher digital penetration for video, email, and phone engagement, markets like India, Taiwan, Singapore, and Malaysia still see in-person engagement rates of 75% to 87% – well above the 73% and 71% face-to-face rates seen in the US and Europe, respectively.

Yet digital engagement is critical to driving prescribing behavior:

• A rep call is 30% more likely to result in a prescription if it is followed by a digital exposure within 10 days.
• HCPs exposed to digital ads within 10 days after a speaker program are 25% more likely to prescribe.
• HCPs who visit a brand website following a rep visit are 60% more likely to prescribe than those who do not.

Relevance, then, isn���t about choosing digital over in-person – it���s about sequencing both around how the HCP actually behaves. That means selecting the right go-to-market model – whether Service-Oriented (Digital Rep), Marketing-Centric, Key Account Management, or Field-Orchestrated – based on the product���s competitive positioning, brand life-stage, and the HCP���s specific needs. Get this variable wrong, and even hard-won access produces the wrong conversation.

Commercial Insights – The Quality Variable

The industry���s biggest hurdle isn���t access or targeting – it���s operating without actionable insight. A large pharmaceutical company can invest $500 million to $1.5 billion in its field teams every year, generating over 10 million interactions. Yet only 1���2% of the potential insight in those interactions is ever captured. The result: poor precision, slower HCP adoption, lost value, and commercial teams effectively flying blind to what actually works.

This is where Agentic Commercial^™ changes the equation. By capturing rich, unstructured data from field interactions – rather than forcing reps into rigid, subjective pick-lists – we can surface what���s really happening in an HCP relationship: their adoption stage, their sentiment, what���s driving positive behavior, and what���s holding them back.

That shift shows up in the numbers. In a real-world 勛圖惇蹋 Business Consulting case study analyzing roughly 500 field interactions across three projects, AI agents applied to unstructured call notes lifted identification rates well above what teams were achieving manually: free-text capture rose to 83%, HCP sentiment identification to 66%, adoption-stage capture to 68%, and barrier identification to 65% – with the art of the possible reaching as high as 95%. Insight quality, in other words, is not fixed. It���s a variable you can actively improve.

Commercial Unlock – When the Equation Compounds

Move all three variables together – access, precision, and insight quality – and Commercial Unlock compounds rather than adds. By 2030, pharma will not win simply by saying the right things to the right people, or by competing on messaging, scale, or relationships. Companies will win by being trusted and used by the systems that make decisions. Patient outcomes, system embeddedness, and trust will become the true differentiators – and this equation is how commercial teams get there.

Take the Next Step

Download the 勛圖惇蹋 Agentic Commercial Trends Report and discover actionable insights on how Commercial Evidence unlocks value in the HCP engagement model.

I���ll be hosting two sessions at this year���s APAC 勛圖惇蹋 Commercial Summit: ���Opening Keynote��� and ���The Breakthrough of Commercial Evidence^™���. Register now to join the next 勛圖惇蹋 Summit in your market.

• 5 August 2026 at W Sydney: Register here
• 24 September 2026 at Marina Bay Sands, Singapore: Register here
• 15 October 2026 at JW Marriott Mumbai Sahar: Register here

The post The Commercial Excellence Equation: A Formula for Unlocking Value in a Low-Access World first appeared on 勛圖惇蹋 Systems APAC Site.

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.