A Framework for Commercial Transformation

• Cognizant 20-20 Insights

A Framework for
Commercial Transformation
Facing daunting hurdles, pharmaceuticals companies are leveraging
a combination of efficiencies, effectiveness, agility and innovation
to cut costs, increase speed, reduce risk and improve revenue.

Executive Summary That is, potentially profitable niche and
late - lifecycle brands and molecules are
The pharmaceuticals industry’s litany of business
marginalized, with some brands under- or
challenges is all too familiar: patent expirations
non-promoted, while too many resources
and loss of exclusivity and revenues; declining
are allocated to old customer engagement
R&D and commercial innovation; continued
and marketing models. Traditional marketing
pricing pressures; regulatory uncertainty;
infrastructure also is largely unsuited to the
increasing competition, particularly from
inevitable retooling required to market more
generic manufacturers (see Figure 1).
individualized products and therapies to new
What may be less familiar is how pharmaceuticals industry players such as accountable care
companies’ commercial organizations should organizations (ACOs).
correlate each of these challenges to a concrete
The results: Lost revenue opportunities,
corporate finance benchmark: revenues,
challenging cash flows, greater operating
operating costs and capital investment.
costs and little financial or process flexibility
For example, commercial teams need to
available to support innovation. This indicates
wring more revenue out of mature brands
a clear need to transform commercial
and new molecules. That objective is achieved
strategies and operations to align with today’s
in part by reducing operating costs, shifting
realities and improve the top and bottom line
investment to support the best opportunities
while remaining nimble.
and launching new products faster and more
effectively. Simultaneously, steps toward To accomplish this transformation, leading
greater efficiency, effectiveness and innovation pharmaceuticals companies are applying a set
also help prepare commercial teams for of powerful value generation levers — agility,
dealing with other major industry shifts, such efficiency, effectiveness and innovation — to
as marketing to smaller targeted populations. their commercial operations. The results
transform not just commercial operations, but
Yet many commercial models remain entrenched
the entire enterprise.
in traditional views of product lifecycles.

cognizant 20-20 insights | july 2012

Industry Business Challenges

• n 2011 (through September 30), just 31 NME applications were submitted to the
I
Pipeline: FDA for approval. 1
Declining
• 1% fewer drugs approved between 2006-2011 than in preceding five years. Only
1
Approvals five blockbuster launches expected by EOY 2012.

• 95 billion at risk to generic competition in the U.S. by 2014. 2
$
Generics:
Loss of Market • pending on generics, which now account for 80% of all dispensed prescriptions,
S
increased $5.6 billion in 2011; retail prescriptions declined on average 1.1% and
Exclusivity fell more than 3% in 10 U.S. states. 3

Missed Brand • iche market brands being marginalized.
N
Opportunities • on-promoted brands common.
N

Misaligned • 15 billion in ineffective promotional spending. 4
$
Promotional • 011 spending using all classes is $29.3 million; $15.7 million is spent on detailing.
2
Spend • raditional models align with outmoded view of product lifecycle.
T

Figure 1

Empowering Value Creation disaggregates the end-to-end value chains
performed by a single company into a
Efficiency, effectiveness, innovation and agility
networked collaboration, in which each
all create value by reducing operating costs,
collaborator contributes its core specialties.
increasing cash flows and improving revenue,
The most common approach today is referred
while minimizing risk and capital investment.
to as business process as a service, or BPaaS.
Mapping brands, business practices and challenges
Virtualization reduces capital expense and
to these value-creation levers helps commercial
provides the company with a predictable cost
operations identify where their key value-
model related directly to core operating
generation opportunities exist (see Figure 2).
metrics. In addition, BPaaS solutions enable
• Reducing costs is typically the first lever
companies to remain technologically current,
applied to the core commercial processes. By to collaborate more effectively with internal
identifying and addressing inefficient spend and external parties and to support continuous
in terms of labor, technology and process, improvement through very well-defined
companies can free funds to reinvest in other service level agreements.
aspects of their operations where they can
• Revenue growth is achieved with the
derive incremental commercial value.
innovation lever, using capabilities such as
• ncreasing effectiveness (speed) is generally
I advanced analytics to identify and exploit new
the second value driver deployed by market opportunities, new marketing campaigns
commercial teams. By establishing clear that use digital and social media channels to
and transparent performance metrics and create a more intimate customer connection and
improvement goals, companies create a optimized sales deployment and call patterns.
culture of continuous improvement. Strong Through increased efficiency, effectiveness and
collaboration between employees and their agility, companies free investment to pursue
business partners results in improved quality, innovations that drive top- and bottom-line
reduced cycle time and optimized spend. financial results.
• Reduced risk with improved agility is
achieved through virtualization. Virtualization

cognizant 20-20 insights 2

Opportunities to Enhance Brand Value
•
Decouple competing • Align resource

brand resources. utilization with
promotional lifecycle.
•
Strategic “best practices” Reduce Risk
partner model. AGILITY • Drive top line while

optimizing costs.
•
Sustainability in a
dynamic environment. •
Extend promotional
lifecycle.
• LoE and niche market

launch capabilities.

Reduce CapEx,
Improve Utilization

Impact on Business

Improve Revenue
Effectiveness

Innovation
Brand
management
Flexibility Bottom-line
of Resource Reduce Operational Impact, Market
Allocation, Expenditure Opportunity
Quality

•
Establish
best practices.

•
Improve compliance. •
One-sourcing
agency model.
• Leverage product
Reduce Cost • Optimize lifecycle

lifecycle insights. Efficiency stage spend.
• Reassess KPIs across
• Variabilize for peak

targeted brands. support requirements.

Figure 2

The Commercial Value Chain future, the end -to-end value chain can be
segmented into information activities, service
Creating a roadmap is critical to deriving maximum
activities and insight activities (see Figure 3).
value from transformation while managing risks.
In mapping the current state and the desired

Activities Comprising the Commercial Value Chain
INFORMATION ACTIVITIES SERVICE ACTIVITIES INSIGHT ACTIVITIES

D
ata Strategy and O
perations esource Optimization:
R
Management: Field Support: • ultichannel Optimization.
M
• ata Acquisition Strategy.
D • eporting Operations.
R • ales Force Size
S
•C
ustomer Master Design • ncentive Compensation
I and Structure.
and Management. Administration. • ajor Alignments/
M
•M
aster Data Management. • lignment Management.
A Realignments.

Reporting (Performance R
evenue Generation:
and Execution): • nnovative Customer
I
• arketing.
M Engagement Models.

• ales.
S • ayor Contracting
P
Strategies.
• Managed Markets.
Performance Management:

•I
ncentive Compensation
Plan Design.
• uotas and Objectives.
Q
Tactical Planning:

• argeting/Call Planning.
T
• ultichannel Coordination.
M

Figure 3


Efficiency opportunities usually arise in Integration often takes place along multiple
high-cost information activities. Effectiveness dimensions simultaneously within companies
opportunities abound among the services (see Figure 5). For example, some companies
activities that typically include significant created global approaches to sales resource
manual intervention and handoffs; efficiency optimization more than a decade ago while
opportunities definitely exist here as well. doing end-to-end value chain integration within
Insight activities drive innovation opportunities just their U.S. affiliate. Others have implemented
with new ideas from advanced analytics to multichannel optimization approaches across
help shape sales and marketing strategies. their portfolio while “vertically integrating”
Virtualization can occur in any part of this across just their sales channel.
end-to-end stack of activities, referred to as In today’s U.S. pharmaceuticals environment,
“vertical integration” (see Figure 4). where significant differences have risen across
In addition to reexamining the end-to-end geographies, the trend is to support local
commercial value chain, leading companies also strategies using back-end, integrated platforms
consider the integration (and sometimes the that can be customized efficiently and effectively
standardization) of activities across channels, to address local needs.
brands and the emerging dimension of geography.

Virtualizing the Activity Stack
Successful “vertical” integration is a critical success factor of analytics… virtualization can
reduce risks.

Revenue/Value

Optimization
Each activity can move along the
virtualization dimension.

Planning Insight activities typically move along the
innovation dimension.
Performance
Service activities typically move along the
effectiveness dimension.
Reporting
Information activities typically move along
Operations the efficiency dimension.

Data Mgmt.

Data

Figure 4

A Globally Distributed Value Chain
… and the value of analytics increases significantly when one integrates across channels, brands
and geography.

Brand D
Brand C
Brand B
Digital
Tele-Sales
Service
Sales

Brand A

Figure 5


Opportunities for Value Creation issues and enable the collaboration and
quality data flows required for innovation.
Immediate opportunities for improving
efficiency, effectiveness, agility and innovation Each of the areas offers opportunity for
exist across the spectrum of commercial improving revenues and reducing costs. The
information, services and insights activity. key to achieving these benefits is mapping
New operating models in six areas in each solution and its components to the
particular — virtual brand management (VBM), value-driving levers, understanding how
virtual sales operations (VSO), managed one lever affects another and developing a
markets (MM), multichannel management transformation roadmap that outlines what
(MCM), digital marketing (DM) and knowledge value levers will be most effective over time
and insight (KI) — address current market (see Figure 6). Concrete metrics for each
challenges, from reducing costs to squeezing lever enable the commercial organization
more revenues from maturing brands. They and its trusted third-party service provider to
also can flex to encompass future industry track results and adjust tactics.

Key Value Drivers

Value Drivers
Opportunity Business Need
Innov. Effic. Effect.

A strategic brand management solution that offers an efficient
VBM model to promote mature or under-promoted brands to
maximize financial contribution.

An end-to-end sales operations solution, enabling the client to
VSO optimize its cost structure while improving performance.

Contract administration operations and analytics support to
MM ensure effective contract management.

Plan, execute and monitor promotional campaigns across
MCM channels and customer segments to maximize financial
contribution of a brand.

Capabilities to help the marketing team to effectively leverage
DM digital channels to promote their brands and collaborate with
HCPs and patients.

Technology platform that provides access to critical market
KI intelligence to improve performance in an increasingly complex
and competitive market.

Primary
Secondary

Figure 6

Virtual Brand Management maximize the commercial potential of a given
brand. To achieve those goals, they are turning
Though best practices for mature market brand
to virtual brand management (VBM). This allows
management are limited, leading pharmaceutical
these companies to virtualize brand planning and
companies want more efficient and effective
management using hosted solutions, thereby
approaches to managing their brands from
reducing operating costs and “variabilizing”
launch through and beyond patent expiration to
fixed costs while effectively managing revenue.
exploit competitive advantages and ultimately


Virtual Sales Operations sales planning, deployment, reporting, data
management and analytics (see Figure 7).
Fragmented IT and business solutions
Virtualizing these operations via the cloud
characterize most pharma sales operations,
reduces costs, eliminates redundancy and
leading to higher costs and reduced
waste and cuts cycle time. VSO also supports
effectiveness. Leading companies are responding
continuous innovation to respond to market
by implementing virtual sales operations (VSO).
changes by leveraging technology, new business
This concept leverages the power of cloud-
models and enterprise-wide collaboration.
based platforms to integrate and streamline

VSO at a Glance
Program Project Data Back Office
Governance Management Mgmt/MDM Support

Sales
Planning

Targeting, Tactical
Effort Allocation,
Reporting Incentive Compensation Deployment

Dashboards, Alignments, Alignment Mgmt,
Performance Measures Field Force Collaboration, CRM
Virtual Implementation, Call Center,
Sales Ops Sample Management
Solution
Value-Added Data
Services Management

Sales Force Analytics, Data Warehouse, Data
Aggregate Spend Governance, Data Management,
Affiliations Mgmt. and Support

Alliance Samples and Fleet Mgmt., SF Training, Speaker Programs

Figure 7

Managed Markets Multichannel Management
With managed and accountable care markets poised As industry leaders deploy marketing campaigns
to grow, and the fact that one or two managed care across multiple channels, they require a new
contracts can have disproportionate effects on sales, approach to managing, measuring and optimizing
top pharmaceutical companies are adopting results across all those channels simultaneously.
management strategies that span the managed market Using an integrated multichannel management
contract lifecycle — from contracting strategies approach offers them end-to-end capabilities
and account planning to contract execution, that encompass the entire campaign manage-
performance measurement and collaboration ment space, from strategic planning, segmentation
with sales and marketing operations. and targeting refinement through evaluation
activities such as channel optimization and ROI
This approach enables companies to devise and (see Figure 8).
execute effective account-level plans, monitor
The companies gain efficiencies by eliminating
their implementation and measure their perfor-
or reducing unproductive channels and offerings,
mance across payers, physicians and patients. It
including digital, leading to reduced or re-
improves contract administration and payment
optimized spend, and by applying standardized
processes, even under complex contract structures.
processes across brands. The multichannel
Further, it provides insights into rebate strategies,
management program leverages a forward-
revenue capture and performance
thinking approach to market events and business
changes to arrive at solutions based both on past
data and future expectations.


Modern Multichannel Management

Face to Face
Interactions (inc. Details)

Meetings Multichannel
and Conventions Customer Capture and analyze
Delivering designed Analytics data continuously to
Call Center campaigns in an integrated inform segmentation,
fashion across channels. messaging and
channel mix.
Starters

Speaker Events Customer Brand Planning
Interaction
MultiChannel Campaign
Enablement Management Management
E-Marketing
E-Detailing

Relationship Creating consistent digital
Marketing and paper-based creative
content and messaging Conducting customer
for all channels. Digital Content
Product and segment-based planning with
Management customizable messaging and
Disease Sites
segment-based marketing
objectives for brands.
Social and Professional
Networks (Social CRM)

Figure 8

Digital Marketing Knowledge and Insights
Innovative pharmaceuticals companies are The ability to extract and disseminate insight from
realizing the full potential of digital and social data and then rapidly move from insight to action
media channels by using powerful solutions to is a crucial competitive differentiator. Building on
improve data access, integration and analysis. an integrated model of primary research, secondary
“Big data” platforms delivered via the cloud data sources and sophisticated analytics provides
provide cost-effective, flexible ways to conduct an array of information advantages applicable
advanced data experimentation and modeling across the commercial value chain, from new
to uncover formerly unattainable insights about product development to designing a multichannel
online consumer behaviors. This flexibility also campaign to measuring ROI. With solid knowledge,
enables more rapid prototyping and modeling data and insights, pharmaceuticals companies
to correlate the business effects of increasing can quickly create more effective messages
digital activity. customized to more specific targets disseminated
through the most appropriate channels.
These rich data interactions enable pharmaceutical
companies to get near-real-time feedback Discovering the insights fueling these advantages
about competitive developments, potential risks is an increasingly complex process. New marketing
and general market trends. Companies can more channels generate vast quantities of data. Yet
effectively target audiences and improve efficiencies gaps exist in these “big data” domains. To close
by integrating promotion, competitive intelligence, these gaps, leading pharmaceuticals companies
market research, etc. by customer segments instead are turning to trusted third parties to conduct
of traditional functional silos. They can increase the primary research and combine it with analysis
reach and engagement of online initiatives of secondary data to understand behaviors and
efficiently by partnering with digital and social attitudes. Virtualizing primary research, data
media channels that customer targets already analysis and delivery via the cloud and global,
use. Further, they can drive customer-centric always-available resources lowers the cost of
engagement models by understanding online data management while shortening the time to
behaviors and interactions across customer gaining insight.
segments and the information required to drive
business transactions.


Two Approaches to Generating Value life sciences companies choose to transform
gradually; others engage all four value levers
How pharmaceuticals companies engage the
simultaneously across a range of functions
value levers depends on corporate culture,
for rapid transformation (see Figure 9). The
familiarity with using third-party service
following cases reflect these two very different
providers and comfort levels with emerging
but equally valid approaches.
tools, technologies and business models. Some

Exploring Value Creation Options
Intermediate State
Agility

Effectiveness Innovation

Current State Future State
Agility Agility

Ex
Efficiency

te
e
iz

nd
im
pt
O

Effectiveness Innovation Effectiveness Innovation

Efficiency
Efficiency

Enabling Capabilities

Figure 9

Case Study The Evolutionary Transformation

A top-five life sciences company initially chose its entire commerical planning cycle. Analytics,
to focus on commercial cost reductions, or the data management and capability development
efficiency lever, partnering with a third-party have all been virtualized. The service provider
service provider to deliver sales force partners in strategy development, planning
size and structure assessments (SFSS) and and execution across business processes,
other brand and sales analytics services. applications and infrastructure. Results include:
The service provider enabled the company
to further reduce its costs and risks while • Operating cost reduction through the managed
improving effec tiveness by identifying services delivery model. Analytics costs
cases for vir tualizing selec t commercial alone were reduced by approxima tely 30%
operation ser vices . per annum.

The service provider was also able to help identify, • The life sciences company deployed a variety
evaluate, implement and monitor innovative of tools, delivered as hosted services, which
ways to increase revenue opportunities (see reduced sales and marketing costs while
Figure 10 on next page). Now the llife sciences improving the effectiveness of sales tactics
company teams with the service provider across with timely flows of more accurate information.


Transforming While Performing
Multichannel Subnational SOV CLM Impact Information
Promotional Planning Impact Assessment Differential Messaging Dissemination Framework

Subnational Rx Driver Digital Preference Key Influencer Impact Brand Launch
Assessment Segmentation Assessment Dashboards

Sample of commercial transformation initiatives that improved efficiency, effectiveness and innovation
while minimizing risks.

Figure 10

• The company is growing revenues while optimizing its marketing spend on midlife and mature
brands by shifting away from the traditional creative agency model and using its service provider
as a strategic sourcing partner for digital asset and brand management services, from creative
development through execution. The provider hones the creative strategy and tactics through its
market research and analytics capabilities as well as its intimate knowledge of the life science
company’s platforms and tools.

Case Study Rapid Transformation

A global top-10 pharmaceutical company needed expertise alongside its managed services. The
more flexibility to respond to industry pressures. pharmaceuticals company and its provider have
Its internal costs were high, driven by inefficient collaborated to generate value across the
systems, high internal system maintenance balance sheet:
expenses and an array of vendors delivering a
• Rapid cost savings are achieved by virtualizing
variety of functions. Managing multiple vendors
n o n co re a c tivities by entrus tin g th e
was inefficient; the combination of costs and
service p rovid er. This has ena b le d th e
ineffectiveness made it difficult to deliver
pharmaceuticals company to scale down its
innovation. Yet creating an internal solution
internal resources, quickly reduce operating
would be capital intensive and risky.
costs and standardize across platforms.
With the division president’s sponsorship, the Where the company previously struggled
pharmaceutical company was determined to to provide timely, concise and actionable
virtualize all of its U.S.-based commercial insights to its 5,000-member sales force,
operations to eliminate the company’s high fixed it now uses an online reporting platform,
costs and to increase cash flow and agility. developed with its service provider. This tool
To go beyond cost savings and generate revenue has cut the number of dashboards and
opportunities through innovation, yet minimize reports from 64 to 32, delivered via one
capital expense, the company needed its trusted tool instead of 14 and reducing total cost of
partner to offer mature business consulting ownership by 50%.


• Savings and efficiencies enabled the company service provider, the company is designing and
to pursue greater innovations in applying measuring the impact of new customer
analytics to sales planning that spanned interaction models, including how to compress
technology and business functions. For new the time to make a go/no-go decision on
product launches, performance models more scaling pilots. For a newly created sales force
quickly determine the activities and behaviors being deployed in a new market, the company’s
that differentiate high performing territories. service provider is deploying a mobile account
In addition, a territory planning and collaboration profiling and planning platform to drive rapid
system was customized and deployed across understanding of patient flows and influence
the entire sales force within six months, networks.
enabling the organization to respond more • The risk of the strategy is greatly reduced
quickly to changing market conditions. by transferring much of it to a trusted
Standard, automated functions have been third-party service partner.
incorporated across business units, from
refining call plans to improving account Evaluating Opportunities for
affiliations to efficiently cascading marketing Commercial Transformation
spend down to the territory level.
Whether a company chooses to engage one
• New revenue generation opportunities are being or two value levers in a single commercial
created through new customer engagement operations solution like VBM or implements a
models supported by more effective processes comprehensive transformation, it’s important
and use of “millennial generation” tools such as to identify the value creation opportunities that
tablet computers, smartphones and “anytime, align with overall goals and generate roadmaps
anywhere” data availability. Working with its that achieve that value (see Figure 11).

Value Generation Assessment Framework
Scope Definition Strategic, Financial,
end state Final recommendations
Data Operational
definition and roadmap creation
Collection Analysis

DIAGNOSTIC
X Weeks X Weeks X Weeks X Weeks X Weeks

Scope Definition Data Collection Cost Benefit Analysis End State Definition

Conduct executive level Conduct interviews, Conduct cost-benefit analysis Define level of framework
meetings to understand workshops and gather data on of the recommendations and for each identified activity,
priorities and define the business objectives, operations, define a go-forward plan. including optimization, strategy
scope. revenue expectations, profit and risk-sharing approaches.
expectations and pain points.

Final Recommendations
Assessment Contribution Comparison
Roadmap Creation

Conduct a contribution Compare the spend on Noncore recommended framework
assessment of core vs. noncore activities across and implementation roadmap.
noncore activities. the portfolio.

Figure 11


Understanding the commercial organization’s and enable sales professionals to participate
priorities is the first step in identifying and in virtual teams.
defining the scope of transformation activities.
Trusted Partner Abilities
In particular, defining “core” vs. “noncore”
processes and brand activities and assessing • Broad and deep industry expertise.
the resources devoted to these is critical. Creating new revenue streams means
“Core” activities and brands are those that partnering with a managed services
directly generate competitive advantage for the provider who fully understands life
pharmaceutical company. Comparing projected sciences processes from a clinical as well as
revenues and returns of noncore activities with commercial perspective to help generate
the resources allocated to them often helps and anticipate internal and industry
identify areas that can be managed by a trusted innovation (see Figure 12). For example, a
service provider, thus quickly reducing costs and service provider should understand how
improving quality. Concurrently, the commercial RD, pharmacovigilance and commercial
organization has more resources freed to focus activities will increasingly intertwine as
on core brands and activities. payers demand lower costs and higher
therapeutic value and safety.
As specific functions reveal value creation
opportunities, it’s important to consider • Compelling value proposition.
these factors in determining how and when to What bottom line impact will the service
exploit them. provider create through efficiencies,
effectiveness, agility and innovation? The
Evolutionary vs. Radical provider should be comfortable assigning
Transformation Models metrics to its assumptions so results are
• Assessing holistic value measurable and apparent.
optimization opportunities. • Partnership capabilities.
Where do commercial processes overlap fu n c ti o n s e a m l e s s l y w i th a pharma-
To
with brand marketing and business technology ceuticals company, as well as identify
functions? Applying broader virtualization opportunities for savings and growth,
in such areas can net greater savings and trusted providers must understand
efficiencies than a gradual approach. how life sciences companies operate–
• Maturity in understanding core their cultures, project management and
competencies and functions. emerging best practices — and integrate
The readiness to entrust noncore activities this understanding into existing processes
to an experienced third party is key to and templates.
the speed with which a transformation Reshaping balance sheets with stronger cash
strategy generates cost savings and flows, reduced costs and increased revenues
enhances revenues. by transforming commercial operations is a
• Progress in segmenting commercial critical requirement for today’s pharmaceuticals
business support functions to develop a companies. Traditional commercial models
global services partnership framework. are ineffective in the face of existing and
emerging industry pressures. While transformation
More life sciences leaders are adopting
itself can be challenging, experienced service
new commercial structures easily adaptable
providers offer the technology, tools and
to working with trusted third parties.
practices today to enable companies to
• Acceptance of connected, mobile, embrace it. Further, the power of virtual,
collaborative technology platforms. cloud-based managed solutions greatly
Such technology is proving vital to successfully reduce the risk associated with adopting
marketing brands and therapies to smaller, powerful new ways of extending brand value
tougher-to-reach audiences, whether physicians, and positioning for future marketing challenges.
managed accounts or consumers. Adopting Whether evolutionary or immediate, now is
this technology requires a willingness to the time to choose transformation.
embrace new customer engagement models


Factors when Assessing Service
Providers to Transform Commercial Operations

STRATEGIC PARTNER FOR COMMERCIAL OPERATIONS OUTSOURCING

Partnership Capabilities Value Proposition Expertise

Pharma Commercial
Solution Flexibility Risk Mitigation
Domain

• cale, Experience Commitment
S
• usiness Process
B • ultichannel Sales Marketing
M
• rogram Management,
P
• onsulting, Operations
C • izing, Alignment, Targeting, etc.
S
Governance
• taffing Model
S • rimary Research
P
• tability: Skills, Depth, Turnover
S

Soft Skills Effectiveness Efficiency Analytics

• ost (Cognizant,
C
• Cultural Awareness • pproaches, Tools Templates
A
Internal, Third Party)
• Project Management • ata Integration, Reporting
D
• nhanced Capabilities
E
• Communications • ulti-industry Exposure
M
• trategic Partnerships
S

Transition Capability Innovation Data/Technology

• Experience • Thought Leadership • harma Data Management
P
• Processes • Innovation Process • nfrastructure
I
• Tools Templates • Implementation Capabilities • pplication Development
A

Figure 12


Footnotes
1
http://www.fda.gov/downloads/AboutFDA/CentersOffices/ OfficeofMedical Product sandTobacco/CDER/UCM282984.pdf
2
http://ncpo.hdma.net/pdfs/long.pdf
3
“The Use of Medicines in the United States: Review of 2011, IMS Institute for Healthcare Informatics.”
http://www.imshealth.com/portal/site/ims/menuitem.d248e29c86589c9c30e81c033208c22a/?vgnextoid=81c63fc68b87631
0VgnVCM10000076192ca2RCRDvgnextchannel=3e382115cc4be210VgnVCM10000071812ca2RCRDvgnextfmt=default
4
“2011 U.S. Pharma Company Promotional Spending, Cegedim Strategic Data, February 2012.”
http://www.google.co.in/rct=jq=cegedim%202011%20pharma%20spend%20ussource=webcd=5ved=0CEIQFjAEurl=ht
tp%3A%2F%2Fwww.forums.pharma-mkting.com%2Fattachment.php%3Fattachmentid%3D223%26d%3D1331748428ei=xN
N6T7IV0cytB_flyaACusg=AFQjCNGOdzX4atLOT7IvmlUIShjQIDVwYAcad=rja

About the Authors
Bob Gabruk, Practice Leader, Cognizant Enterprise Analytics Practice, North America, leads a global team of consulting
and analytics experts. His professional experience spans over 20 years, with specific interests in strategic consulting
and quantitative analysis. Mostly recently, Bob has focused on analyzing and influencing key buyer decision-making
processes to create competitive advantage and leveraging transformational change — particularly strategic
marketing, promotional resource planning, selling effectiveness and business development. He has also aligned
human capitalmanagement to business strategy through organization design and process reengineering. Prior to
Cognizant, Bob worked at Deloitte Consulting within its life sciences practice and Titan Research Technology
in its statistical analysis and stochastic modeling group. He holds an M.B.A. from New York University as well as
a B.S. and an M.S. in mechanical engineering from Virginia Tech. He can be reached at Robert.Gabruk@cognizant.com.

Don Otterbein is a Cognizant Vice President in the Life Sciences Business Unit, leading its Sales and Marketing
Practice. He is responsible for the development, launch and promotion of new, innovative offerings to support the
sales, marketing and managed markets functions within life sciences companies. Don has more than 20 years of
experience in a variety of global leadership roles spanning consulting and services; offerings development; marketing;
and operations within Fortune 500 companies supporting the life sciences industry. He holds a B.S. degree in
computer science from Villanova University. He can be reached at Don.Otterbein@cognizant.com.


About Cognizant’s Enterprise Analytics Practice
Cognizant’s Enterprise Analytics Practice (EAP) combines business consulting, in-depth domain expertise, predictive
analytics and technology services to help clients gain actionable and measurable insights and make smarter
decisions that future-proof their businesses. The practice offers comprehen ive solutions and services in the
s
areas of sales operations and management, product management and market research. EAP’s expertise spans
sales force and marketing effectiveness, incentives management, forecasting, segmentation, multichannel marketing
and promotion, alignment, managed markets and digital analytics. With its highly experienced group of consultants,
statisticians and industry specialists, EAP prepares companies for the future of analytics through its innovative
“Plan, Build and Operate” model and a mature “Global Partnership” model. The result: solutions that are delivered
in a flexible, responsive and cost-effective manner. http://www.cognizant.com/enterpriseanalytics.

About Cognizant’s Life Sciences Practice
Cognizant’s Life Sciences Practice partners with 27 of the top 30 global pharmaceuticals/biotech organi ations,
z
in addition to serving companies in the medical devices, CRO and life sciences product sectors. Whether
it’s driving process improvements to your clinical operations, increasing sales and marketing effectiveness, meeting
regulatory requirements or enhancing drug safety, we are redefining the way companies benefit from and
experience global services. We enable business transformation by delivering consulting, analytics, IT and business
process support to fuel innovation and competitive advantage. http://www.cognizant.com/life-sciences.

About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process
outsourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered
in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep
industry and business process expertise, and a global, collaborative workforce that embodies the future of work.
With over 50 delivery centers worldwide and approximately 140,500 employees as of March 31, 2012, Cognizant is a
member of the NASDAQ-100, the SP 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the
top performing and fastest growing companies in the world.
Visit us online at www.cognizant.com for more information.

World Headquarters European Headquarters India Operations Headquarters
500 Frank W. Burr Blvd. 1 Kingdom Street #5/535, Old Mahabalipuram Road
Teaneck, NJ 07666 USA Paddington Central Okkiyam Pettai, Thoraipakkam
Phone: +1 201 801 0233 London W2 6BD Chennai, 600 096 India
Fax: +1 201 801 0243 Phone: +44 (0) 207 297 7600 Phone: +91 (0) 44 4209 6000
Toll Free: +1 888 937 3277 Fax: +44 (0) 207 121 0102 Fax: +91 (0) 44 4209 6060
Email: inquiry@cognizant.com Email: infouk@cognizant.com Email: inquiryindia@cognizant.com

©
Copyright 2012, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is
subject to change without notice. All other trademarks mentioned herein are the property of their respective owners.

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