Strategic
Business Reality and Business Real Demands
Today healthcare industry, especially pharmaceutical, faces data paradox i.e. data overload at one end and information deficit on the other. This leaves stakeholders yearning for business intelligence during crucial decision-making, for challenges and opportunities alike, in spite of data abundance. Further, business questions vary with the stakeholders spanning across strategic, operational and tactical frontages.
Eventually, decision makers are forced to drive actions resorting to ‘gut feelings’ or relying on ‘selectively preferred’ data points that support their hypotheses. In either case, benefit of having multiple data points from diverse data sources stands defeated in the bigger context.
- How do I grow faster than the market?
- How do I improve rank?
- How do I increase presence in Chronic/ Acute Therapy area?
- How can I have at least 20 brands among the top 300 in IPM?
- How do I maintain an operating profit of XX %?
- How do I optimize my Return on Investment?
- How do I increase shoreholder returns?
- How do I optimize Customer base?
- How should I do Channel selection
- What should be my Geographical presence viz. Metro vs Tier 3 city focus
- How do I have at least 50% of the eligible patient pool on my drug
- What should be my Promotional Mix and effectiveness?
- How do I reduce Employee attrition?
- What should be my optimal field size?
- How do I Cover all the important Doctors that matter?
- What should be the Incentive models for Customer, Employees, Partners?
- How do I increase Productivity and market share?
- How do I ensure Coaching, training & development?
- How can I increase Effectiveness of Schemes and offers?
- How do I appoint right stockists?
- How do I optimize my prescriptions and increase inventories?
