\nreps through hybrid or all virtual methods.1<\/sup>\n<\/p>\n
\nField forces are now under pressure to deliver
\nconsumer-grade digital experiences to complement
\nface-to-face interaction. But considering many
\nreps have spent the bulk of their careers engaging
\nin person, they face a challenge when it comes to
\ncapitalizing on these new methods of engagement.
\nHere\u2019s how and when to use a digital-led
\nengagement model to complement existing
\nin-person communication.\n<\/p>\n
\nAll stakeholders benefit from the ability to blend in-person and digital engagement,
\nincluding HCPs and life science organizations. Many companies report seeing:\n<\/p>\n
\nImproved customer experience<\/strong> \nExpanded access<\/strong> \nGreater personalization<\/strong> \nHigher productivity<\/strong> \nWith HCPs\u2019 growing preference for virtual engagement, \nHowever, \u2018digital first\u2019 does not, and should not, be the \nThus, the answer to the \u2018right channel\u2019 is not always going to \n1. Reflect on any existing insights on customer preference:<\/strong> \n2. Balance with business need:<\/strong> Once the lead has been \n3. Optimize engagement:<\/strong> As your understanding of \nDigital reps are data-driven, technology-enabled salespeople who have mastery of channel optimization and content These reps will leverage technology, Content forms the foundation of The digital rep will be an expert \nThe dynamics of integrating a team of digital specialists into \nFirst and foremost, there must be a leadership-backed \nAlso make sure to articulate a clear vision and definition of \nOnce the strategic intent and scope has been decided, \nAnother consideration is whether to outsource or build the \nFinally, with the build of the new team comes the need \nThe ideal would be moving away from measuring success \nKey decisions must be made on \nCapitalizing on digital capabilities is becoming pivotal \nThese skills can be used to complement physical, in-person \nIndividual HCPs have differing needs and \nMost of the field force will need to \nSuccess in digital interactions will provide \nThere is no one-size-fits-all approach, To learn more about the evolving commercial landscape, read How Biopharma Leaders are Shifting to Hybrid Engagement<\/a>.<\/p>\n \nNick MacLeod<\/strong>
\nProviding the option for
\nboth remote and physical
\nengagement means
\ncompanies can meet
\ncustomers on their terms.\n<\/p>\n
\nReducing the reliance for
\nphysical access creates
\ngreater flexibility in how and
\nwhen reps access HCPs.\n<\/p>\n
\nDigital engagement means
\nmore data, providing
\nopportunities to create a
\nmore tailored and impactful
\nexperience.\n<\/p>\n
\nField forces can use time
\nsaved travelling to increase
\nthe volume and reach of
\ntouchpoints.\n<\/p>\n<\/div>\nWhen digital-led engagement makes sense<\/h2>\n
\nsome companies are starting to experiment with teams
\nof reps specializing in digital that sit alongside traditional
\nor hybrid reps. The focus of these digital teams could be
\nbased on customer need (e.g., HCPs who predominantly
\nprefer digital interaction) or on business need (e.g., in cases
\nwhere efficiency is needed at certain stages of the product
\nlifecycle).\n<\/p>\n
\nmantra for every interaction with customers. Delivering an
\nexceptional customer experience is only achieved when reps
\ncontinue to focus on nurturing HCP relationships\u2014offering
\nthe right content, through the right channel, at the right time
\nto have the biggest impact. What is \u2018right\u2019 must consider both
\ncustomer as well as business requirements.\n<\/p>\n
\nbe a digital one. Here\u2019s how to figure out when, where, and
\nhow to use digital engagement:\n<\/p>\n
\nBefore meeting with the customer, assess initial data on
\nknown preferences or segmentation to route customers
\nfirst to either a digital rep or a field rep from an adjacent
\nteam for a face-to-face meeting.\n<\/p>\n
\nqualified and scored through the first meeting, use a
\npre-defined set of criteria to decide on the optimal
\ncustomer routing, considering factors such as customer
\npreference, customer value, or product lifecycle stage.
\nQuestions to help tailor this framework for your own
\nspecific needs can include:\n<\/p>\n\n
\npredominantly through digital channels regardless of
\npreference, in order to increase the potential of our
\ncoverage?<\/li>\n
\nproducts, moving towards loss of exclusivity, in order
\nto drive efficiency?<\/li>\n
\nfor new launches, new HCP relationships, or highervalue
\ncustomers?<\/li>\n
\nflow that would mean we should move that customer
\ninto an engagement model with more face-to-face
\ninteraction?<\/li>\n<\/ul>\n
\npreference grows, you can further narrow down the
\ncustomer\u2019s preferred channel (e.g., if engaging remotely,
\nis there a preference for outbound or inbound calls,
\nclick-to-chat options, or webinars?).\n<\/p>\n
\npersonalization. Here are the skills and behaviors required by these individuals:\n<\/p>\nDATADRIVEN & TECH SAVVY<\/h4>\n
\ndata, and customer insights to drive
\nevidence-based actions.\n<\/p>\nCONTENT
\nCURATION<\/h4>\n
\ngreat customer engagement, as it
\nis the vehicle for your message and
\nvalue to be delivered. Digital reps will
\nleverage a wide arsenal of content
\nto drive personalized experiences.\n<\/p>\nCHANNEL
\nMASTERY<\/h4>\n
\norchestrator across all channels,
\nhave a strong understanding
\nof relevant use cases, and an
\nability to integrate and automate
\ntheir approach.\n<\/p>\n<\/div>\nStructuring a digital engagement team<\/h2>\n
\nthe field force are different from operating traditional teams,
\nand there are some important considerations when designing
\nthe right model. This includes the scope and strategy for
\nthe team, desired skills and capabilities, ways of working with
\nother field force teams, and performance measurement.\n<\/p>\n
\nstrategy for the digital team, as well as clear buy-in and
\nalignment with the organizational needs, brand strategy,
\nand the desire to build digital capabilities.\n<\/p>\n
\nthe team\u2019s role and responsibilities. For example:\n<\/p>\n\n
\nit\u2019s time to make decisions about workflow and integration.
\nFor example:\n<\/p>\n\n
\nskills and capabilities in house. This is not a simple question
\nto answer, and it will likely end up being a mixture of both to
\nensure fresh skills injection as well as continuity.\n<\/p>\n
\nto measure performance and optimize the team moving
\nforward. Think about:\n<\/p>\n\n
\npurely on digital reach and frequency, and focus instead
\non producing actionable insights based on metrics around
\ncustomer satisfaction and loyalty, as well as HCP content,
\nchannel, and engagement preferences.\n<\/p>\n
\nhow to create and structure a
\ndigital team, ensuring it meets the
\norganization\u2019s strategy and goals.\n<\/p>\n![\"\"](\"https:\/\/www.veeva.com\/wp-content\/uploads\/2022\/01\/Deploying-a-Digital-First.png\")
<\/p>\n<\/div>\nHybrid engagement for better outcomes<\/h2>\n
\nto driving exceptional customer engagement across all
\nindustries. One way of doing this is through building and
\nembedding a digitally led field team that sits alongside and
\nworks in harmony with traditional field teams.\n<\/p>\n
\ninteraction, and to create sustainability and scale for wider
\ncoverage of customer bases. When executed effectively, this
\nblend of engagement will optimize customer engagement,
\ndrive more efficient use of field teams, and ultimately, provide
\nbetter outcomes for patients.\n<\/p>\nKey takeaways<\/h2>\n
\nexpectations, but increasingly these involve the
\ndesire for consumer-grade digital experiences
\nto complement face-to-face interaction.\n<\/p>\n
\nremain hybrid, but in certain circumstances,
\nteams of digital-only specialists can be used to
\nincrease impact and efficiency.\n<\/p>\n
\na clear point of differentiation, delivering
\nimprovement in customer satisfaction as well
\nas internal productivity. But this will only be
\nachieved by building the right people, process,
\nand technology capabilities.\n<\/p>\n
\nand regardless of the channel and method
\nof engagement, a personal touch will
\nalways be required to deliver an exceptional
\ncustomer experience.\n<\/p>\n
\nBusiness Consultant
\nnick.macleod@veeva.com<\/a> \n<\/p>\n