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and the Evolution of the New Customer Model,[object Object],Innovation,[object Object],ePharma Summit 2011Jeff Wordham & Kathleen Onieal,[object Object]
Introduction | Key trends driving the need to re-think the customer model,[object Object],Declining R&D Productivity,[object Object],[object Object]
Total R&D spend increased 4 timesDeclining Rep Impact,[object Object],[object Object]
In the UK, rep detailing no longer has any material impact2Decreasing Physician Access,[object Object],[object Object],Marketing to the Long Tail ,[object Object],[object Object]
Fewer new blockbustersNew Technologies and Channels,[object Object],[object Object]
In 2014 mobile internet usage will surpass desktop internet5Rising Focus on Value & Outcomes,[object Object],[object Object]
US Healthcare Reform - $1.1Bn in Healthcare Reform legislation for CERSource: 1. Wall Street Journal – May 6th 2010, 2. IMS Launch excellence III databases. 3. fda.gov & NSF.org. 4. Epsilon Strategic & Analytic Consulting Group, as cited by MediaPost News’. 5. Morgan Stanley, “Internet Trends,” April 12, 2012,[object Object]
Introduction | Pharma has tried 3 different approaches to fix the model,[object Object],Approach 2,[object Object],Increase revenue by developing new offers around the existing product-centric model,[object Object],Approach 1,[object Object],Focus on cutting costs and reduce the use of ineffective channels,[object Object],Approach 3,[object Object],Restructure the commercial organization to move decision-making closer to the customer,[object Object],Cost Cutting,[object Object],New Offerings,[object Object],Regionalization,[object Object]
Introduction | A few questions need answering to drive fundamental change,[object Object],What is a customer model?,[object Object],How should we think differently about innovating the Customer Model?  ,[object Object],Where are the success stories?,[object Object],How does this impact your organization?,[object Object],?,[object Object],?,[object Object],?,[object Object]
Introduction | What is a customer model?,[object Object],Whois being engaged?,[object Object],AUDIENCE,[object Object],What value is being provided to them?,[object Object],OFFERING,[object Object],How does this value reach them?,[object Object],CHANNEL,[object Object]
Introduction | Traditional approaches to innovation face 3 key challenges,[object Object],Organized for the short-term,[object Object],Limited integration,[object Object],Narrow focus & mindset,[object Object],Companies need to do 3 things to drive more effective customer model innovation:,[object Object],1,[object Object],2,[object Object],3,[object Object],Think broadly about innovation,[object Object],Make integrated choices across the model,[object Object],Organize forinnovation,[object Object]
Think broadlyabout innovation…,[object Object]
1. Business model,[object Object],	how the enterprise makes money,[object Object],5. Product performancebasic features, performance and functionality,[object Object],6. Product systemextended system that surrounds an offering,[object Object],2. 	Networkingenterprise’s structure/value chain,[object Object],7. Servicehow you service your customers,[object Object],Offering,[object Object],Process.,[object Object],Finance,[object Object],Delivery,[object Object],Business model,[object Object],Networking,[object Object],Product performance,[object Object],Product system,[object Object],Service,[object Object],Core process,[object Object],Enabling process,[object Object],Channel,[object Object],Brand,[object Object],Customer experience,[object Object],8. Channelhow you connect your offerings to your customers,[object Object],3. Enabling processassembled capabilities,[object Object],9. Brandhow you express your offerings benefit to customers,[object Object],4. Core processproprietary processes that add value,[object Object],10. Customer experiencehow you create an overall experience for customers,[object Object],Think broadly | Ten Types of Innovation™,[object Object],All logos are property of their respective companies,[object Object]
Think broadly| Where to play in the diverse landscape of innovation strategies,[object Object],Pharmaceuticals innovation landscape 2010,[object Object]
Think broadly| Redefining luxury cars by focusing on the experience,[object Object],Eight types:,[object Object]
Think broadly| mPedigree validates drugs in Africa,[object Object],Four types:,[object Object]
Makeintegrated choicesacross the model…,[object Object]
Make integrated choices|Two types of integration to consider…,[object Object],Providing an integrated customer experience,[object Object],Integrating across clusters of stakeholders,[object Object],STAKEHOLDER,[object Object],i,[object Object]
Make integrated choices|Developing an electric vehicle ecosystem ,[object Object],charger infrastructure,[object Object],at station parking includes recharging,[object Object],clean energy,[object Object],Danmark,[object Object],“Nissan-NEC’s $1 billion battery manufacturing venture”,[object Object],Six types:,[object Object]
Make integrated choices|Pfizer & Keas partner to provide an integrated experience…,[object Object],Nurse,[object Object],Doctors,[object Object],USER ofMY HEARTWISE PLAN(with Lipitor),[object Object],Health & Wellness,[object Object], Experts,[object Object],TAILOREDPLANS,[object Object],PLANS, EMR,,[object Object],GOALS,[object Object],REMINDERS, MONITORING,[object Object],Physical Therapist,[object Object],Family,[object Object],Four types:,[object Object]
Organize for innovation…,[object Object]
Organize for innovation,[object Object],Working across the organization,[object Object],Encouraging experimentation and adaptation,[object Object],Building new skill sets,[object Object],Thinking outside your organization,[object Object]

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Innovation and the Evolution of the New Customer Model

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Editor's Notes

  1. There has been a lot of talk the last several years about how the industry is evolving and how companies must innovate as a result…What we’ve seen in the market, however, is that while there have been lots of incremental innovations, very few companies are tackling customer model innovation holistically or in a truly strategic wayAs a result, most of our customers still have disconnected, confusing and, ultimately, poor experiencesNote: Detail impact measured as impact of detailing spend between 2006/7 and 2007/8 on product launches. Source: IMS Launch excellence III databases
  2. There has been a lot of talk the last several years about how the industry is evolving and how companies must innovate as a result…What we’ve seen in the market, however, is that while there have been lots of incremental innnovations, very few companies are tackling customer model innovation holistically or in a truly strategic wayAs a result, most of our customers still have disconnected, confusing and, ultimately, poor experiences
  3. ! Indicates where the industry already innovates. This may be an area where you must be at least active to participate in the industry: table stakes.? Indicates where the industry focuses little or no innovation activity. This may be caused by external regulation that limits the activity, or, more than likely, it’s more difficult to accomplish: opportunity area.
  4. High level overviewLexus is the luxury vehicle division of Toyota Motor Company that was first introduced to the U.S. market in 1989. In order to compete against existing luxury brands in the marketplace, Toyota realized that Lexus needed a separate brand and sales channelAbout 40% of the first Lexus dealerships were not Toyota dealers since they did not have the best customer satisfaction survey scores in the area. The Lexus Covenant signed by every dealer stated that they “would treat each customer as they would a guest in their home”. Lexus dealers will pick up cars, service them, fill them up with gasoline, wash them and return them to customers.The first vehicle recall in December 1989 resulted in Lexus flying some technicians to customers who lived hundreds of miles from a dealership to do the work on the spot. Lexus has received numerous awards in the areas of customer satisfaction since its launch in 1989Lexus surpassed 300,000 in annual sales for the first time ever in 2005, retaining the crown as American's No. 1-selling luxury brand for the sixth consecutive year. The 300,000-unit milestone has been achieved only on three other occasions, by Cadillac, in the mid 1980s. Since that time, no other luxury nameplate has been able to reach this sales pinnacle, even in a thriving auto market.BUSINESS MODEL – Certified pre-owned vehicles are offered same financing options as new car salesCORE PROCESS - At the Tahara plant, separate assembly lines were developed for Lexus vehicles, along with new molds and specialized manufacturing equipment.[] Welding processes, bpdy paint, fit tolerances, and paint quality requirements are more stringentPRODUCT PERFORMANCE – Measuring performance factors beyond vehicle performance. Each vehicle is designed according to approximately 500 specific product standards, known as "Lexus Musts," on criteria such as leather seat stitching.[SERVICE – Service waiting areas designed to resemble a living room with fireplaces and flat screen TVs.CHANNEL- Lexus focuses on understanding its dealers at a deep level. While every automaker analyzes data and talks to dealers about what vehicles they need and who their customers are, Lexus goes several steps further. Lexus helps its dealers with their business strategy, facility planning and inventory management. The company helps its dealers understand how to engage their staff and partner with them to train and educate them.BRAND - Lexus Magazine featuring automotive and lifestyle articles published quarterly for owners.CUSTOMER EXPERIENCE – Lexus exacting attention to detail creates an exceptional customer experience.
  5. mPedigree OverviewmPedigree, a Ghanaian startup working with Hewlett-Packard, plans to put unique codes on packages containing antimalarials and other medications. Pharmacistss will be able to text the code to a phone number on the package and get an immediate reply of "NO" or "OK," with the drug's name, expiration date, and other information. Drugmakers will pay for the systems through subscription fees. Using mPedigree's technology will add about 4 cents to the cost of a typical $4 malaria treatment. Glaxo-SmithKline (GSK) says it's considering using mPedigree's technology, and the company is in discussions with three other big drugmakers. The drugmakers will also get the information on usage and prescribing.Ten TypesCustomer Experience – Customers can find out immediately if the medicine they have is good or notService – Counterfeit drugs kill many people in Africa, this allows patients, pharmacists, and drug companies to know the efficacy of the drugs being sold.Networking – mPedigree, H-P, and GSK – potentially others – are working together to solve the problem.Business Model – The subscription cost of the service is bundled into the cost of the treatment.