The Covid-19 pandemic has changed the way customers buy- be it buying channel, format or quantities for that matter.
Early on during the pandemic, we witnessed panic buying by shoppers. Everything from toilet papers to grains was stock-out. Both online and brick-n-mortar store shelves were seen left barren; something unheard-off in the North American continent. While physical distancing norms pushed buyers to shop more online rather than visit malls.
A paradigm shift to online way of getting items means companies and their outlets must go digital in a big way. This indicates that the customer is changing, customer’s needs and demands are evolving. Overall, customer persona is changing and also the customer-touch points.
Thus a structured and strategic refocus of digital efforts that reflect changing customer expectations is a must.
To adapt, companies need to quickly rethink customer journeys and accelerate the development of digital solutions; though the emphasis will be different for each industry sector.
For many retailers, this includes creating a seamless e-commerce experience, enabling customers to complete everything they need to do online, from initial research and purchase to service and returns.
For auto companies, this could mean establishing new digital distribution models to handle trade-ins, financing, servicing and home delivery of cars.
For airline and other transportation industries, it may mean ensuring health and safety. For example- by reinventing the passenger experience with contact-less check-in, boarding and in-flight experience.
For pharmaceutical sector, one of the many areas of going digital means expanding reach of medicinal products via online pharmacies. Drug companies must develop online platforms that facilitate selling of prescription products to patients. This necessitates deep development of platform software to ensure accuracy of dispensing. For example- how to ensure ingenuity of prescription, how to consider health insurance benefits while dispensing medicines for a hospitalized patient etc.
Another arena of digitization in pharmaceutical sphere is detailing to doctors. In a recent survey it was found that 75% of doctors prefer e-detailing as against face-to-face meetup with a sales rep. The e-detailing platform must hence not only be secure but also versatile- meaning all pharmaceutical companies must preferably use the same platform for e-detailing.
Besides digital marketing and e-detailing, drug companies also must consider changes in the healthcare sector, as any change in healthcare process directly impacts drug product sales.
For example, the ongoing pandemic has resulted in minimizing patient visits to clinics. Instead telemedicine is booming where physician consultation happens via videoconferencing or over the phone. The software and/or hardware used for telemedicine purpose must also be compatible with the one used for e-detailing and online pharmacies; only then prescriptions can be tracked.
Drug companies, healthcare professionals and IT developers must collaborate to set up a robust digital platform. If done strategically, this can also be a huge opportunity for pharmaceutical companies to save on recurring overheads in a big way.
Did you know that practicing Kaizen for 15 to 20 minutes daily, is the shortcut to business process improvement including digitization and digitalization processes? You may checkout more on how Kaizen helps pharmaceutical companies here.
Have you initiated steps to improve digitization and digitalization processes in your organization?
A paradigm shift to online way of getting items means companies and their outlets must go digital in a big way. This indicates that the customer is changing, customer’s needs and demands are evolving. Overall, customer persona is changing and also the customer-touch points.
Thus a structured and strategic refocus of digital efforts that reflect changing customer expectations is a must.
To adapt, companies need to quickly rethink customer journeys and accelerate the development of digital solutions; though the emphasis will be different for each industry sector.
For many retailers, this includes creating a seamless e-commerce experience, enabling customers to complete everything they need to do online, from initial research and purchase to service and returns.
For auto companies, this could mean establishing new digital distribution models to handle trade-ins, financing, servicing and home delivery of cars.
For airline and other transportation industries, it may mean ensuring health and safety. For example- by reinventing the passenger experience with contact-less check-in, boarding and in-flight experience.
For pharmaceutical sector, one of the many areas of going digital means expanding reach of medicinal products via online pharmacies. Drug companies must develop online platforms that facilitate selling of prescription products to patients. This necessitates deep development of platform software to ensure accuracy of dispensing. For example- how to ensure ingenuity of prescription, how to consider health insurance benefits while dispensing medicines for a hospitalized patient etc.
Another arena of digitization in pharmaceutical sphere is detailing to doctors. In a recent survey it was found that 75% of doctors prefer e-detailing as against face-to-face meetup with a sales rep. The e-detailing platform must hence not only be secure but also versatile- meaning all pharmaceutical companies must preferably use the same platform for e-detailing.
Besides digital marketing and e-detailing, drug companies also must consider changes in the healthcare sector, as any change in healthcare process directly impacts drug product sales.
For example, the ongoing pandemic has resulted in minimizing patient visits to clinics. Instead telemedicine is booming where physician consultation happens via videoconferencing or over the phone. The software and/or hardware used for telemedicine purpose must also be compatible with the one used for e-detailing and online pharmacies; only then prescriptions can be tracked.
Drug companies, healthcare professionals and IT developers must collaborate to set up a robust digital platform. If done strategically, this can also be a huge opportunity for pharmaceutical companies to save on recurring overheads in a big way.
Did you know that practicing Kaizen for 15 to 20 minutes daily, is the shortcut to business process improvement including digitization and digitalization processes? You may checkout more on how Kaizen helps pharmaceutical companies here.
Have you initiated steps to improve digitization and digitalization processes in your organization?
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