HCP Engagement Cases

THE CHALLENGE
A leading pharma company within allergy immunotherapy faced a large undertreated patient base and too few allergy specialists to treat them. As allergy is easy to diagnose and the treatment relatively simple to prescribe, it is relevant for a much broader pool of doctor types, e.g. GPs, PEDs and ENTs. However, most of these doctors have a relative low prescription volume, why it too inefficient and costly to use field force as the expansion channel. Hence, key challenge was to develop a more digital-driven engagement model to help expand the prescriber base without adding more field-sales resources.

WHAT WE DID
Our hypothesis was simple: Digital channels can do more than create awareness. They can educate and qualify HCPs before involving the field force. Over the course of 12 months, we designed, built and piloted a new Digital HCP Engagement (DHE) model across two pilot markets. The model used Digital marketing to drive awareness and marketing consents, Email marketing and webinars to educate at scale, Digital sales to qualify leads and book meetings and Field force to convert leads into new trial users. By combining scalable digital engagement with targeted field follow-up, the DHE model enabled client to generate more new prescribers while still allowing the field force to build business from existing prescribers.

PROTOTYPE THINKING AND ONE-TEAM MENTALITY ARE KEY FOR SUCCESS
The key challenge was to establish a common way of working across global stakeholders and local marketing, sales and medical. To overcome this, we applied a prototype-thinking approach: start small and test, learn, adapt then scale – which helped us proof the case and get to market faster. Secondly, we enabled a one-team mentality btw. global and local team and across local marketing and field sales teams by establishing “Glocal” squads, defining clear roles and responsibilities across the adoption funnel, establishing clear handover processes, and establishing one common goal: number of new prescribers. This helped accelerate the global-local decision-making process, strengthened the local marketing-sales coop and ensured that everyone worked towards one common end-goal: generating new customers.

IMPACT