3 profound changes accelerated by COVID-19 for the pharma industry to stay on top of.
The COVID-19 pandemic accelerates transformation processes in the pharmaceutical industry that were discussed for a long time:
Pharmaceutical companies become more digital
Sales organizations shrink
Medical Affairs´ importance as a strategic pillar of organizations grows
Remote consultation will replace a high percentage of face-to-face contacts with HCPs
Virtual communication and digital processes/information tremendously gained in importance for internal and external collaboration during the pandemic. Besides classic communication tools like e-mail, messaging and telephone, communication platforms that offer video conferencing and collaboration (e.g. Zoom and MS-Teams) are used increasingly. It is expected that virtual communication with Health Care Professionals (HCPs) will replace a high percentage of face-to-face contacts in the future even when contact limitations do no longer apply. [1]
Multi-channel communication services are needed to meet different preferences
Digital platforms and media will be used for information acquisition and exchange more frequently [2]. Many congresses and scientific meetings become/stay virtual. The predictable change of age structure of HCPs to more “digital natives” during the upcoming years strengthens this trend [3]. Therefore comprehensive, integrated, and bespoke multi-channel communication strategies are necessary.
Sales Reps contact with HCPs is on the decline
Access to HCPs for sales reps in pharmaceutical industry had become difficult even before the COVID-19 pandemic. An often-cited survey reveals that in 2017 only about 45% of physicians were routinely accessible to sales reps in the USA, down from 80% in 2008 [4]; numbers in Europe are comparable. Now, after the experience of several months without in-person contacts as an impact of the pandemic physicians will reevaluate their accessibility and even more constrained rules become a new standard [1]. Less sales reps will be needed to oversee these customers.
Instead of sales talks support in patient care is requested
HCPs will only grant access and spend their limited time on a meeting with a representative of a pharma company – independent of face-to-face or virtual – if they experience a benefit. Customers don´t request a “sales conversation” but comprehensive and balanced information and services that support them in their patient care [3]. Communication strategies that are focused on the quantity of contacts will not work anymore. Listening and questioning with the aim to understand customers´ needs, revealing their thinking and understanding their preferences become crucial. Feedback of generated insights to the company and tailored information material and services are needed (customer centric).
Field Medical becomes the most important “face, voice and ear” of the company
At launch and early post-launch phase Field Medical (MSLs) can satisfy the customer request for comprehensive and balanced information on patient management. Particularly in the specialty and rare disease market MSLs offer broad information and services over the whole life cycle of the product. They will become the most important “face, voice and ear” of the company in these areas. The pandemic contributes to Field Medical`s already growing importance.
New or advanced knowledge, competences and ways of working are required
Consequently, new, or advanced knowledge, capabilities and working practices are required for both field medical and field commercial personnel [4]:
a distinguished understanding of the communication preferences of their customers
confident use of digital communication tools adapted to the HCPs´ needs and preferences
emotional intelligence to generate a trustful relationship in a (more or less) virtual world
excellent communication skills to generate a meaningful dialogue rather than “presenting and messaging”
understanding of the multi-channel communication strategy of the company
understanding of the strategic and tactical medical plan (for field medical) in connection with the commercial plan (business acumen) and vice versa (for field commercial)
increased cross-functional cooperation and communication with internal stakeholders to exchange insights and align messages
Also, for Medical Affairs and Commercial leaders and managers new or advanced skills and ways of working are crucial [4]:
increased cross-functional transparent cooperation, information exchange and alignment with internal stakeholders for integrated and coordinated strategic and tactical plans
openness for an “trial and error” approach on how to implement and use multi-channel communication and different digital tools for interaction with customers
transparent and comprehensive communication of strategic and tactical plans to field personnel
enhanced training and coaching activities of field medical and commercial personnel
change of performance indicators from quantity to quality
Pharma companies must start these transformation processes
Companies need to plan and initiate the transformation processes (if not started already) and adapt their business models and working procedures. They ought to invest in training and coaching for their field staff and provide appropriate guidance and support to stay competitive in the future.
[1] COVID-19 and commercial pharma: Navigating an uneven recovery, Ortal Cohen, Brian Fox, Nicholas Mills, and Peter Wright, McKinsey&Company, April 2020
[2] With pharma sales rep contact on the decline, physicians turn to the internet, Patricio Robles, www.econsultancy.com, Oct 2019
[3] Is COVID-19 Forever Changing How Commercial and Medical Field Teams Work?, Monocl, April 2020
[4] Addressing COVID-19 challenges: Quick wins for medical affairs leaders, Sunil John, www.zs.com, May 2020
