Pharmaceutical Executive Europe - January 2008 - (Page 32) 32 The Mix January 2008 Pharmaceutical Executive Europe The Mix success. The study also revealed that companies are shifting their internal focus from product to customer management and restructuring their organisations accordingly. This move is often accompanied by an increased focus on market access functions and more professional account management. Moreover, the promotional mix is being geared to the industry’s changing customer groups. On this point, over 30% of respondents foresee a stronger role for interactive channels (for example, call centres and online marketing) in the future. Customer-focused business models. In light of challenges in the healthcare environment, 72% of managers believe that their companies will introduce a fundamentally new business model in the next two years. Selecting the appropriate focus lays the foundations for the new business model. For each of the following six focuses, the company (or entity) must first decide how it wants to position itself. This depends on its products, customers and competitive situation; the subsequent decision lays the foundation for a company’s new business model: ● from individual products to product bundles/portfolios ● from product to healthcare services ● from direct to indirect influence on prescribers ● from physicians to accounts ● from full in-house control to flexibility/externalization ● from a focus on sales channel to an emphasis on other channels. By favouring one dimension over another, the company defines the characteristic attributes of its new business model. For instance, the company can choose to focus either on accounts or on prescribers. Similarly, it can choose between the two extremes of individual product offerings or product bundles. Each choice has a formative influence on the company’s sales approach and offerings, and thereby on the business model that is ultimately adopted. When questioned on the focuses, 25% of respondents stated that their company was attempting to shift from physicians to account management. Other key focuses were forward integration into healthcare services (17%) and an evolution from opportunistic portfolios made up of individual products to bundled offerings (18%). However, as all but one of the six answer categories were selected by more than 10% of the respondents, it seems there is no silver bullet for the selection of the most promising new business model. Far from it: “New business models will be contingent on the situation, the products, the therapeutic area and the country.” Certainly, adopting a new business model is a long-term endeavour that requires careful evaluation of the relevant dimensions and potential for change. However, recent examples have shown that the benefits of adopting new approaches far outweigh the risks. Indeed, companies that venture out as first movers stand to reap handsome rewards, as they can erect high barriers against their competitors. Figure 1: Impact versus change across the dimensions of commercial excellence. About the Authors Impact New Business Models Customer Excellence Sales Excellence Stephan Danner is a partner in the global Pharma & Healthcare Competence Centre at Roland Berger Strategy Consultants in Berlin, Germany. Stephan works with clients to design and implement corporate strategies and highly effective operating models. Aleksandar Ruzicic is a principal at the Zurich, Switzerland, office of Roland Berger Strategy Consultants. He has advised international pharmaceutical companies on strategic and operational topics from R&D to marketing and sales. Martin Oelschlegel is a consultant in the global Pharma & Healthcare Competence Centre at Roland Berger Strategy Consultants in Berlin. His expertise includes developing and implementing new commercial strategies for global pharmaceutical clients. (Martin_Oelschlegel@de.rolandberger.com) Change
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe - January 2008 Pharmaceutical Executive Europe - January 2008 Contents From the Editor News and Analysis Calendar Corporate Strategy: Walking the Line Executive Profile: The Pharmacist’s Friend Q&A: An End to Drug Counterfeiting Healthcare Cost Assessment: Ready to Make NICE? Pricing and Reimbursement: Through the Reimbursement Barriers Generics: India Inc. The Mix: New Models of Excellence Last Word: Mid-size Matters Pharmaceutical Executive Europe - January 2008 Pharmaceutical Executive Europe - January 2008 - Pharmaceutical Executive Europe - January 2008 (Page 1) Pharmaceutical Executive Europe - January 2008 - Pharmaceutical Executive Europe - January 2008 (Page 2) Pharmaceutical Executive Europe - January 2008 - Contents (Page 3) Pharmaceutical Executive Europe - January 2008 - From the Editor (Page 4) Pharmaceutical Executive Europe - January 2008 - From the Editor (Page 5) Pharmaceutical Executive Europe - January 2008 - News and Analysis (Page 6) Pharmaceutical Executive Europe - January 2008 - News and Analysis (Page 7) Pharmaceutical Executive Europe - January 2008 - News and Analysis (Page 8) Pharmaceutical Executive Europe - January 2008 - News and Analysis (Page 9) Pharmaceutical Executive Europe - January 2008 - News and Analysis (Page 10) Pharmaceutical Executive Europe - January 2008 - News and Analysis (Page 11) Pharmaceutical Executive Europe - January 2008 - Calendar (Page 12) Pharmaceutical Executive Europe - January 2008 - Calendar (Page 13) Pharmaceutical Executive Europe - January 2008 - Corporate Strategy: Walking the Line (Page 14) Pharmaceutical Executive Europe - January 2008 - Corporate Strategy: Walking the Line (Page 15) Pharmaceutical Executive Europe - January 2008 - Corporate Strategy: Walking the Line (Page 16) Pharmaceutical Executive Europe - January 2008 - Corporate Strategy: Walking the Line (Page 17) Pharmaceutical Executive Europe - January 2008 - Executive Profile: The Pharmacist’s Friend (Page 18) Pharmaceutical Executive Europe - January 2008 - Executive Profile: The Pharmacist’s Friend (Page 19) Pharmaceutical Executive Europe - January 2008 - Q&A: An End to Drug Counterfeiting (Page 20) Pharmaceutical Executive Europe - January 2008 - Q&A: An End to Drug Counterfeiting (Page 21) Pharmaceutical Executive Europe - January 2008 - Healthcare Cost Assessment: Ready to Make NICE? (Page 22) Pharmaceutical Executive Europe - January 2008 - Healthcare Cost Assessment: Ready to Make NICE? (Page 23) Pharmaceutical Executive Europe - January 2008 - Healthcare Cost Assessment: Ready to Make NICE? (Page 24) Pharmaceutical Executive Europe - January 2008 - Pricing and Reimbursement: Through the Reimbursement Barriers (Page 25) Pharmaceutical Executive Europe - January 2008 - Pricing and Reimbursement: Through the Reimbursement Barriers (Page 26) Pharmaceutical Executive Europe - January 2008 - Pricing and Reimbursement: Through the Reimbursement Barriers (Page 27) Pharmaceutical Executive Europe - January 2008 - Generics: India Inc. (Page 28) Pharmaceutical Executive Europe - January 2008 - Generics: India Inc. (Page 29) Pharmaceutical Executive Europe - January 2008 - Generics: India Inc. (Page 30) Pharmaceutical Executive Europe - January 2008 - The Mix: New Models of Excellence (Page 31) Pharmaceutical Executive Europe - January 2008 - The Mix: New Models of Excellence (Page 32) Pharmaceutical Executive Europe - January 2008 - The Mix: New Models of Excellence (Page 33) Pharmaceutical Executive Europe - January 2008 - The Mix: New Models of Excellence (Page 34) Pharmaceutical Executive Europe - January 2008 - Last Word: Mid-size Matters (Page 35)
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