TECH OUTLOOKTECH OUTLOOKMAY - 20219much more entrenched now, and has gained an air of normality. As we exit the pandemic, it is doubtful that HCPs will abandon the virtual engagement model, because of convenience and efficiency it offers. What we are going to witness is the emergence of a hybrid model, in which HCPs, depending on preference, make use of both the face-to-face and virtual models. Accordingly, company offerings will need to be targeted and compact; relying on impactful content that evolves consistently to ensure that HCPs remain informed and engaged. What is clear from our perspective is that virtual interactions are certain to continue and, as an increasing number of doctors feel more comfortable with this mode of interaction, industry will require new engagement models, with more personalised, tailored messaging. At CSL Behring, our aim is to reach out to the right stakeholder, via the right channel, with the right message at the right time. The key, then, is creating this quality content that carries the right message for the right group of physicians. What is crucial here is to generate insights by analysing and leveraging factors that drive their professional life and engagement. For example, if we know that an HCP wakes up each day and reads the NYT and his Twitter feed, an advertisement on either of this, could be far more fruitful than sending a simple email that he may not even open before getting to the office. It is not a holistic approach to stakeholder preferences, but rather a personal approach that focuses on individual information preferences. This is already incredibly successful in the retail world. You might be browsing for a product and subsequently find ads on your social media, relating to this product. At CSL Behring, we are looking to utilize components of what the retail world has achieved, by understanding what the key needs of the patient or HCP are. This means that it is our responsibility to provide them with the right tools and capabilities to support decision-making along the entire spectrum of the diagnosis and treatment and after/continuous-care journey.However, the approach has to go even further, if we are to optimise omnichannel orchestration. By implementing effective follow-up, we will be able to gauge how HCPs are reacting to the content so that it can be adapted to their needs. The engagement, coupled with the analytics, will allow for actionable recommendations to be made on engagement and timing. Moreover, enabling this seamless flow would be an automated algorithm that is capable of recognising the nature of a particular query and delivering a templated response ­ effectively an electronic-mandated standard response letter. When all these issues align ­ data, content creation, algorithm and follow-up ­ the omnichannel approach can be optimised, obviously within the legal framework set by the countries we work in. Essentially, it is an extension of the multichannel approach, but instead of each channel being operated in a silo, CSL Behring is focusing on achieving a harmonisation of the offering to provide a personalised and rewarding stakeholder experience. While virtual engagement was already happening between reps and HCPs before the pandemic, what we see is that it is becoming much more entrenched now, and has gained an air of normality
< Page 8 | Page 10 >