Special issue, focusing on the generic versus branded debate that has opened up post the government mandate that Doctors should online prescribe generics.
Challenging times lay ahead for the sales departments in the pharma industry. The COVID-19 pandemic will surely not be the first disruption, as recent geopolitical tensions, and economic turmoil show. Agile and adaptive sales enablement is thus a must-have in the coming months and years.
In many situations, technology upgradation is often construed as digital transformation. In a recently conducted survey by Altimeter, 88% of companies said that they were undergoing ‘digital transformation’ but only 25% said that they did so with the purpose beyond investing in new technology. The real definition of digital transformation is the realignment of, or new investment in technology, business models, and processes to create value for customers in a dynamic digital economy.
Lower prices, discounts, convenience of ordering and home delivery are some of the benefits for consumers with e-pharmacies. The anonymity of the internet encourages patients to seek information about medicines that they would otherwise avoid. Mental health is one area where the consumers wish to maintain confidentiality and opt for online consultation and medication.
COVID-19 has accelerated the shift in how pharma was engaging with HCPs, professional organisations and even patients in India from a sales to more of a scientific, unbiased and balanced marketing communications. As one of the business leader from a prominent MNC said, “For the first time we are seeing a certain shift in HCP’s preference for scientific communication for innovators companies. MSLs and scientific operation teams will be playing a key role in the near future.”
To me, patient centricity is as fascinating a concept as it is contradictory. It is fascinating because it puts power into the hands of the patient. And it is contradictory because pharma does not like giving away power over its messages or processes. Pharma has traditionally never enjoyed interaction and has depended on ‘pushing’ messages across rather than having ‘conversations’. It probably also explains why we make do with medical reps who are not the sharpest knives in the drawer and scarcely invest in sharpening them.