Transforming IDN Customer Engagement Model
Background
- Multibillion dollar drug portfolio across oncology, women’s healthcare, rare disease and neurology TAs
- Complex and evolving IDN environment with multiple stakeholders with varying needs
- IDN customers interacting with multiple KAMs for oncology and WHC
- Inconsistent targeting and engagement impacting portfolio performance
- Zero share of voice for Neurology and RD
- KBQs: How should we reorganize the KAM teams and redefine their role to drive greater engagement and portfolio sales?
Objective
Transform siloed account teams into unified corporate account executive (CAE) team- Identify the high-value IDNs for targeting
- Define the Corporate Account Executive (CAE) role and responsibilities, including how they’d collaborate with TA sales reps
- Assign IDN accounts to CAEs, and define baseline account profiles and goals for the portfolio
Approach
Integrated qualitative and quantitative approach to identifying IDN targets, defining CAE role and creating the new, centralized CAE team- Identified high-value IDNs by blending secondary claims data with subjective field intel about IDN control, innovation, etc.
- Defined CAE rolein close collaboration with WHC and ONC BU leadership and Market Access team
- Sized the CAE team utilizing workload model based on IDN segment type
- Assigned IDN targetsto ensure workload balance, and equal potential (fairness) across CAEs
Insights & Results
- 20% cost savings from the formation of a central CAE team
- Focused IDN engagement and seamless experience for IDN customers
- Greater collaboration with TA sales reps to overcome IDN hurdles and drive demand
- Increased Rx volume by 10%