当商品の販売は、2011年12月09日を持ちまして終了しました。
Abstract
Uncover CRM strategies, structure, spending and staffing
As the pharmaceutical industry focuses on maximizing the lifetime value of
customers and physicians, customer relationship management plays an
increasingly important role. This study examines several top companies' CRM
strategies and tactics to discover and analyze CRM best practices. From
structural involvement to overcoming inherent customer relationship management
challenges, this study delves into the topics most relevant to pharmaceutical
companies today.
Pharmaceutical Customer Relationship Management analyzes the inner-workings of
initiative development, management and improvement processes. The report
provides companies with the necessary tools to improve their CRM programs by
comparing their spending, staffing, structure, and strategies to those of top
pharmaceutical companies.
The report is broken down into four chapters:
Chapter 1: Structure and Resources - Learn how innovators develop
champions for their CRM programs and rely on cross-functional cooperation.
Benchmark investment levels and outsourcing strategies of various programs.
Chapter 1: Strategies and Tactics - Examine top CRM programs-
objectives and goals. Analyze companies' efforts to measure customer lifetime
value and return on investment.
Chapter 3: Challenges and Opportunities - Uncover some of the top
challenges CRM programs face today and learn how to overcome these obstacles.
Discover how the most successful programs rely on market research to develop
customized messages and launch targeted efforts across various media channels.
Chapter 4: Real-World CRM Programs - Explore 13 real-world CRM
programs' resources, structure, development timeframes and media mixes.
Utilize this study to win additional resource support for your customer
relationship management efforts. Apply findings from the study to streamline
program management and improvement processes.
Report Statistics:
- 277 Pages
- 400+ Metrics
- 211 Charts and Diagrams
About Cutting Edge Information
Cutting Edge Information is your one-stop shop for real-company
business research. Our Real-Company ResearchSM reports combine strong
quantitative tactical insights and rich qualitative information to create a
map for you and your team to follow - to provide you with information
“from the cutting edge.”
Our reports contain real-world, tested strategies - not synthesized findings
or academic guesswork - provided to you at a fraction of the cost and time of
a full consulting study.
Table of Contents
15. Executive Summary
- 20. Methodology and Definitions
- 21. Profiled Companies
- 22. Maximizing Key Relationships Through CRM: Five Principles for
Success
29. CRM Structure And Resources
- 31. Structure
- 38. Coordination & Communication
- 41. Resource Allocation
- 55. CRM' s Role in Marketing Plans
- 56. Senior Management Buy-In
- 57. Outsourcing CRM Activities
- 62. CRM Databases: A Trend toward Centralization
67. CRM Strategies and Tactics
- 73. CRM Development
- 77. Measuring CRM ROI
- 81. Gauging Customer Lifetime Value
- 84. Identifying Key Guidelines to Follow
- 85. Establishing CRM Programs
89. CRM Challenges and Opportunities
- 91. CRM Challenges
- 95. Improvement Opportunities
- 97. Tailoring CRM Messages
- 101. Determining the Media Mix
- 105. CRM Innovations
107. CRM Program Profiles
- 108. CRM Program 1
- 123. CRM Program 2
- 136. CRM Program 3
- 149. CRM Program 4
- 162. CRM Program 5
- 175. CRM Program 6
- 187. CRM Program 7
- 200. CRM Program 8
- 214. CRM Program 9
- 226. CRM Program 10
- 240. CRM Program 11
- 252. CRM Program 12
- 264. CRM Program 13
PROFILED COMPANIES
Information for this study was developed from primary sources and was
supplemented by secondary sources. Cutting Edge Information worked with Ed
Chelel, president of Focused Consulting and former director of the
Novartis Consultant Network to help design thorough survey and interview
guide. The research team conducted primary interviews with and collected
quantitative surveys from customer relationship management leaders, marketing
directors, and managers at the following companies:
- Ajilon
- ALK-Abello
- AstraZeneca
- Bristol-Myers Squibb
- CPC Healthcare Communications
- Harte-Hanks
- Johnson & Johnson
- Merck Sharp & Dohme
- Novo Nordisk
- Roche
- Sanofi-Aventis
- The Cement Works
- Wyeth
METRICS INTRODUCTION
The following is a list of metrics included in Pharmaceutical Customer
Relationship Management. While this list is not inclusive of all the data in
the report, it summarizes the main categories and types of data included in
each chapter.
Chapter 1:
- Management structure of CRM
- Level of CRM operation
- Functions spearheading CRM initiatives
- Functions involved in CRM
- CRM brand-level, therapeutic area-level and corporate-level nvestments
- Average CRM investments by category
- Budget breakdown by target audience
- Functional contributions to CRM funding
- Headcounts for development, implementation and maintenance stages by
category
- Initial CRM investments vs. annual CRM investments by category
- Annual CRM investments vs. desired annual investment by category
- Percentage of implementation investments outsourced
- Percentage of maintenance investments outsourced
- Outsourced activities
- CRM database integration
- Technology investments as a percentage of total CRM investments
Chapter 2:
- Relevancy of CRM objectives
- Applications of CRM programs
- Timeframe to develop and implement CRM programs
- Phase new drugs are integrated into CRM programs
- Pilot programs for CRM
- CRM program measurement
- CRM program results
- CRM program performance ratings
- Measuring customer lifetime value
- Average cost to attain a new patient vs. cost to retain an existing patient
- Average initiative development investments as a percentage of total CRM
budget
Chapter 3:
- Companies' current CRM development stages
- CRM challenges
- Target audiences of CRM initiatives
- Media channels utilized in CRM programs
- Average online marketing investments as a percentage of total marketing
investments
There are 13 CRM program profiles in Chapter 4. Each contains
the following metrics and graphics.
Chapter 4:
- Program background information: brand-level, therapeutic arealevel or
corporate-level CRM initiative; therapeutic area
- Program overview: target audiences, measuring customer lifetime value,
cost to attain a new patient vs. cost to retain an existing patient
- Program timeframe: current stage of development, development time and
pilot program
- Integration of databases and phase of new drug integration
- Program structure: centralization and operation level
- Functions involved in CRM program and contributions to CRM funding
- Implementation investments broken down by categories and target audiences
- Annual CRM investment vs. desired annual investment and outsourcing
budgets and activities
- In-house headcounts at various development stages
- Applications of CRM program and objectives
- Media channels utilized in CRM and online marketing investments as a
percentage of total marketing investments
- CRM challenges
- CRM status report: measurement tactics, program results and performance
rating
CHARTS AND GRAPHICS INDEX
Executive Summary
- Figure E.1: Average Cost to Attain a New Patient vs Cost to Retain an
Existing Patient
- Figure E.2: Average CRM Investments
- Figure E.3: Applications of CRM Programs
CRM Structure And Resources
- Figure 1.1: Management Structure of CRM
Structure
- Figure 1.2: Level of CRM Operation
- Figure 1.3: Stand-Alone CRM Initiatives: Level of Management
- Figure 1.4: Function Spearheading CRM Initiative
Coordination & Communication
- Figure 1.5: Functions Involved in CRM
Resource Allocation
- Figure 1.6: CRM Brand-Level Investments
- Figure 1.7: CRM Therapeutic Area-Level Investments
- Figure 1.8: CRM Corporate-Level Investments
- Figure 1.9: Average CRM Investments
- Figure 1.10: Budget Breakdown by Target Audience
- Figure 1.11: Contributions to CRM Funding
- Figure 1.12: Brand-Level Headcounts for Development, Implementation and
Maintenance Stages
- Figure 1.13: Therapeutic Area-Level Headcounts for Development,
Implementation and Maintenance Stages
- Figure 1.14: Corporate-Level Headcounts for Development, Implementation
and Maintenance Stages
- Figure 1.15: Brand-Level: Initial CRM Investments vs Annual CRM
Investments
- Figure 1.16: Therapeutic Area-Level: Initial CRM Investments vs Annual
CRM Investments
- Figure 1.17: Corporate-Level: Initial CRM Investments vs Annual CRM
Investments
- Figure 1.18: Average Initial CRM Investments vs Annual CRM Investments
- Figure 1.19 Brand-Level: Annual CRM Investments vs Desired Annual
Investments
- Figure 1.20: Therapeutic Area-Level: Annual CRM Investments vs Desired
Annual Investments
- Figure 1.21: Corporate-Level: Annual CRM Investments vs Desired Annual
Investments
Senior Management Buy-In
- Figure 1.22: Percentage of Implementation Investments Outsourced
Outsourcing CRM Activities
- Figure 1.23: Percentage of Maintenance Investments Outsourced
- Figure 1.24: Outsourced Activities
- Figure 1.25: CRM Database Integration
CRM Databases: A Trend toward Centralization
- Figure 1.26: Technology Investments as a Percentage of Total CRM
Investments
CRM Strategies and Tactics
- Figure 2.1: Relevancy of CRM Objectives
- Figure 2.2: Applications of CRM Programs
- Figure 2.3: Time to Develop and Implement CRM Program
CRM Development
- Figure 2.4: Phase New Drugs are Integrated into CRM Program
- Figure 2.5: Pilot Programs for CRM
- Figure 2.6: CRM Program Measurement
Measuring CRM ROI
- Figure 2.7: CRM Program Results
- Figure 2.8: CRM Program Ratings
- Figure 2.9: Measuring Customer Lifetime Value
Gauging Customer Lifetime Value
- Figure 2.10: Average Cost to Attain a New Patient vs Cost to Retain an
Existing Patient
Establishing CRM Programs
- Figure 2.11: Average Initiative Development Investments as a Percentage of
Total CRM Budget
CRM Challenges and Opportunities
- Figure 3.1: Companies' Current CRM Stages
CRM Challenges
- Figure 3.2: CRM Challenges
Improvement Opportunities
- Figure 3.3: Target Audiences of CRM Initiatives
Determining the Media Mix
- Figure 3.4: Media Channels Utilized in CRM Programs
- Figure 3.5: Average Online Marketing Investments as a Percentage of Total
Marketing Investments
CRM Program Profiles
CRM Program 1
- Figure P1.1: CRM Program 1 Background
- Figure P1.2: CRM Program 1 Overview
- Figure P1.3: CRM Program 1 Timeframe
- Figure P1.4: CRM Program 1 Database & Integration
- Figure P1.5: CRM Program 1 Structure
- Figure P1.6: CRM Program 1 Management
- Figure P1.7: CRM Program 1 Investments
- Figure P1.8: CRM Program 1 Investments Continued
- Figure P1.9: CRM Program 1 In-House Headcounts
- Figure P1.10: CRM Program 1 Applications & Objectives
- Figure P1.11: CRM Program 1 Media
- Figure P1.12: CRM Program 1 Challenges
- Figure P1.13: CRM Program 1 Status Report
CRM Program 2
- Figure P2.1: CRM Program 2 Background
- Figure P2.2: CRM Program 2 Overview
- Figure P2.3: CRM Program 2 Timeframe
- Figure P2.4: CRM Program 2 Database & Integration
- Figure P2.5: CRM Program 2 Structure
- Figure P2.6: CRM Program 2 Management
- Figure P2.7: CRM Program 2 Investments
- Figure P2.8: CRM Program 2 Investments Continued
- Figure P2.9: CRM Program 2 Applications & Objectives
- Figure P2.10: CRM Program 2 Media
- Figure P2.11: CRM Program 2 Challenges
- Figure P2.12: CRM Program 2 Status Report
CRM Program 3
- Figure P3.1: CRM Program 3 Background
- Figure P3.2: CRM Program 3 Overview
- Figure P3.3: CRM Program 3 Timeframe
- Figure P3.4: CRM Program 3 Database & Integration
- Figure P3.5: CRM Program 3 Structure
- Figure P3.6: CRM Program 3 Management
- Figure P3.7: CRM Program 3 Investments
- Figure P3.8: CRM Program 3 Investments Continued
- Figure P3.9: CRM Program 3 In-House Headcounts
- Figure P3.10: CRM Program 3 Applications & Objectives
- Figure P3.11: CRM Program 3 Media
- Figure P3.12: CRM Program 3 Challenges
- Figure P3.13: CRM Program 3 Status Report
CRM Program 4
- Figure P4.1: CRM Program 4 Background
- Figure P4.2: CRM Program 4 Overview
- Figure P4.3: CRM Program 4 Timeframe
- Figure P4.4: CRM Program 4 Database & Integration
- Figure P4.5: CRM Program 4 Structure
- Figure P4.6: CRM Program 4 Management
- Figure P4.7: CRM Program 4 Investments
- Figure P4.8: CRM Program 4 Investments Continued
- Figure P4.9: CRM Program 4 In-House Headcounts
- Figure P4.10: CRM Program 4 Applications & Objectives
- Figure P4.11: CRM Program 4 Media
- Figure P4.12: CRM Program 4 Challenges
- Figure P4.13: CRM Program 4 Status Report
CRM Program 5
- Figure P5.1: CRM Program 5 Background
- Figure P5.2: CRM Program 5 Overview
- Figure P5.3: CRM Program 5 Timeframe
- Figure P5.4: CRM Program 5 Database & Integration
- Figure P5.5: CRM Program 5 Structure
- Figure P5.6: CRM Program 5 Management
- Figure P5.7: CRM Program 5 Investments
- Figure P5.8: CRM Program 5 Investments Continued
- Figure P5.9: CRM Program 5 Applications & Objectives
- Figure P5.10: CRM Program 5 Media
- Figure P5.11: CRM Program 5 Challenges
- Figure P5.12: CRM Program 5 Status Report
CRM Program 6
- Figure P6.1: CRM Program 6 Background
- Figure P6.2: CRM Program 6 Overview
- Figure P6.3: CRM Program 6 Timeframe
- Figure P6.4: CRM Program 6 Database & Integration
- Figure P6.5: CRM Program 6 Structure
- Figure P6.6: CRM Program 6 Management
- Figure P6.7: CRM Program 6 Investments
- Figure P6.8: CRM Program 6 Investments Continued
- Figure P6.9: CRM Program 6 In-House Headcounts
- Figure P6.10: CRM Program 6 Applications & Objectives
- Figure P6.11: CRM Program 6 Media
- Figure P6.12: CRM Program 6 Challenges
- Figure P6.13: CRM Program 6 Status Report
CRM Program 7
- Figure P7.1: CRM Program 7 Background
- Figure P7.2: CRM Program 7 Overview
- Figure P7.3: CRM Program 7 Timeframe
- Figure P7.4: CRM Program 7 Database & Integration
- Figure P7.5: CRM Program 7 Structure
- Figure P7.6: CRM Program 7 Management
- Figure P7.7: CRM Program 7 Investments
- Figure P7.8: CRM Program 7 Investments Continued
- Figure P7.9: CRM Program 7 In-House Headcounts
- Figure P7.10: CRM Program 7 Applications & Objectives
- Figure P7.11: CRM Program 7 Media
- Figure P7.12: CRM Program 7 Challenges
- Figure P7.13: CRM Program 7 Status Report
CRM Program 8
- Figure P8.1: CRM Program 8 Background
- Figure P8.2: CRM Program 8 Overview
- Figure P8.3: CRM Program 8 Timeframe
- Figure P8.4: CRM Program 8 Database & Integration
- Figure P8.5: CRM Program 8 Structure
- Figure P8.6: CRM Program 8 Management
- Figure P8.7: CRM Program 8 Investments
- Figure P8.8: CRM Program 8 Investments Continued
- Figure P8.9: CRM Program 8 In-House Headcounts
- Figure P8.10: CRM Program 8 Applications & Objectives
- Figure P8.11: CRM Program 8 Media
- Figure P8.12: CRM Program 8 Challenges
- Figure P8.13: CRM Program 8 Status Report
CRM Program 9
- Figure P9.1: CRM Program 9 Background
- Figure P9.2: CRM Program 9 Overview
- Figure P9.3: CRM Program 9 Timeframe
- Figure P9.4: CRM Program 9 Database & Integration
- Figure P9.5: CRM Program 9 Structure
- Figure P9.6: CRM Program 9 Management
- Figure P9.7: CRM Program 9 Investments
- Figure P9.8: CRM Program 9 Investments Continued
- Figure P9.9: CRM Program 9 In-House Headcounts
- Figure P9.10: CRM Program 9 Applications & Objectives
- Figure P9.11: CRM Program 9 Media
- Figure P9.12: CRM Program 9 Challenges
- Figure P9.13: CRM Program 9 Status Report
CRM Program 10
- Figure P10.1: CRM Program 10 Background
- Figure P10.2: CRM Program 10 Overview
- Figure P10.3: CRM Program 10 Timeframe
- Figure P10.4: CRM Program 10 Database & Integration
- Figure P10.5: CRM Program 10 Structure
- Figure P10.6: CRM Program 10 Management
- Figure P10.7: CRM Program 10 Investments
- Figure P10.8: CRM Program 10 Investments Continued
- Figure P10.9: CRM Program 10 In-House Headcounts
- Figure P10.10: CRM Program 10 Applications & Objectives
- Figure P10.11: CRM Program 10 Media
- Figure P10.12: CRM Program 10 Challenges
- Figure P10.13: CRM Program 10 Status Report
CRM Program 11
- Figure P11.1: CRM Program 11 Background
- Figure P11.2: CRM Program 11 Overview
- Figure P11.3: CRM Program 11 Timeframe
- Figure P11.4: CRM Program 11 Database & Integration
- Figure P11.5: CRM Program 11 Structure
- Figure P11.6: CRM Program 11 Management
- Figure P11.7: CRM Program 11 Investments
- Figure P11.8: CRM Program 11 Investments Continued
- Figure P11.9: CRM Program 11 In-House Headcounts
- Figure P11.10: CRM Program 11 Applications & Objectives
- Figure P11.11: CRM Program 11 Media
- Figure P11.12: CRM Program 11 Challenges
- Figure P11.13: CRM Program 11 Status Report
CRM Program 12
- Figure P12.1: CRM Program 12 Background
- Figure P12.2: CRM Program 12 Overview
- Figure P12.3: CRM Program 12 Timeframe
- Figure P12.4: CRM Program 12 Database & Integration
- Figure P12.5: CRM Program 12 Structure
- Figure P12.6: CRM Program 12 Management
- Figure P12.7: CRM Program 12 Investments
- Figure P12.8: CRM Program 12 Investments Continued
- Figure P12.9: CRM Program 12 In-House Headcounts
- Figure P12.10: CRM Program 12 Applications & Objectives
- Figure P12.11: CRM Program 12 Media
- Figure P12.12: CRM Program 12 Challenges
- Figure P12.13: CRM Program 12 Status Report
CRM Program 13
- Figure P13.1: CRM Program 13 Background
- Figure P13.2: CRM Program 13 Overview
- Figure P13.3: CRM Program 13 Timeframe
- Figure P13.4: CRM Program 13 Database & Integration
- Figure P13.5: CRM Program 13 Structure
- Figure P13.6: CRM Program 13 Management
- Figure P13.7: CRM Program 13 Investments
- Figure P13.8: CRM Program 13 Investments Continued
- Figure P13.9: CRM Program 13 In-House Headcounts
- Figure P13.10: CRM Program 13 Applications & Objectives
- Figure P13.11: CRM Program 13 Media
- Figure P13.12: CRM Program 13 Challenges
- Figure P13.13: CRM Program 13 Status Report
