As more information and knowledge shifts to physicians and customers, companies will need to dedicate more time to customers listening, targeting, profiling, reflecting and building deeper and sustainable relationships.
In this digital age, new channels and tools to engage physician’s surface on a daily basis, however of most marketing and sales structures of pharmaceutical companies remains the same as 10 years ago and hasn’t changed much in those 10 years.
Although pharma continues to struggle in this new complex terms, the access to physicians, markets and information is getting harder and all the related barriers increased and more difficult to fight with.
Pharmaceutical companies operating in the global marketplace are realizing that in order to derive their revenues should be able to deliver in a more systematic way innovation and critical business value, being also able to find and search new innovative business models that allows the company to have a better perspective in a larger competitive canvas.
More than ever the Pharmaceutical industry is trying to maintain the business dynamics and past rhythm while is being forced to adapt to a growing competitive market, to found new answers to new problems resulted from expiring patents scenarios, revenue gaps, more rigid access to physicians, strict guidelines from the FDA or EMA and increasing regulatory scrutiny.
Most of the pharmaceutical companies continues to face crescent competition in the operating markets from different sources. Some of the solutions to overcome the current difficulties and barriers, may be a constant search of new R&D methods and new operations mechanisms in order to obtain economic scale and gain new commercial capabilities that can drive or improve effectiveness from R&D investments.
The healthcare landscape continues to evolve in complexity for Life Sciences companies. The clear shift of prescribing power from physician prescription influence to integrated and centralized decision-making units is a key example.