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Analyst Relations Newsletter Q3 2020: Key Highlights from Custom Research

Case #1: Competitive strategy to drive growth – for the CEO of large IT services provider

The client, CEO of one of the world’s largest IT service providers headquartered in US, wanted to understand how key competitors were realigning to the changing nature of demand – new technologies, SaaS-oriented consumption, and business taking over from IT in defining digital demand.

To address our client’s needs, we:

  • Applied our subject matter expertise on the global IT services supply ecosystem to build a strong set of hypotheses around competitors’ strategies
  • Augmented it with significant primary research with clients and other industry watchers (investors, clients, and former employees) to validate assumptions
  • Built recommendations on an array of dimensions – service delivery model, client relationship management, large deal strategy, and innovation investments, among others

Our client used these recommendations to define action items for both, his markets and his operations team.

Case #2: Delivery model optimization – for the COO for major IT service provider

The client, COO of a major service IT services provider, sought our support to aid in a significant transformation project he was leading for his organization – changing the delivery model to align to the new normal remote working model, post COVID.

We supported our client with a set of detailed dashboards and reports including:

  • Analysis of its key client segments on services procurement, talent needs, and productivity needs
  • Analysis of key competitors on the evolution of their delivery models (SWOT analysis)
  • Assessment of the client’s organization to identify gaps and strengths in demand and the firm’s competitive alignment

We worked with the COO and his team to plug in the data points and recommendations needed for his planning exercise. As a final step, we helped develop a set of metrics to enable our client define the end state and track progress.

How Companies Unleash Value Creation Through Collaborative Networks | Blog

Ecosystems always existed in businesses, but the importance of collaboration across ecosystems dramatically increases today in the effort to create new value. However, the underlying software architecture – traditional database technology – that supports collaboration was built for a siloed, boundaried approach to business, not a networked approach among multiple enterprises or even multiple industries. Read more on my blog

How the COVID-19 Pandemic is Impacting Pharma Sales Interactions with Healthcare Providers | Blog

With the world facing an unprecedented health crisis, one group shouldering the brunt of the challenge is our healthcare workers, who are battling the threat from the front lines. Under the circumstances, their interactions with pharma sales representatives have naturally taken a back seat, with many healthcare providers closing down access. This reality is accelerating pharma firms’ shift toward a virtual sales organization, and not only for the short term. The amount of time, access, and influence hospitals have been willing to grant pharma sales reps has been dropping for quite some time now, and face-to-face engagements have declined significantly over the years. According to a survey from DRG’s 2019 annual ePharma Physician Report, 54 percent of physician respondents said they saw pharma reps in person in 2019, down from 67 percent in 2018.

DRG ePharma Physician Report 2019 - % of physician respondents on pharma rep interactions11 1

Source: ePharmaPhysician® US 2019 Today, given the COVID-19 pandemic, healthcare providers, including hospitals and clinics, are increasingly refusing in-person visits from pharma sales reps, and pharma companies such as Biogen and Global Blood Therapeutics have themselves suspended face-to-face meetings. In turn, virtual interactions between reps and healthcare providers are increasing, with BMS, GSK, Pfizer, and Sanofi – to name a few – scaling up the use of remote technology to ensure continued engagement with healthcare professionals. We expect this progress to continue even after the pandemic’s threat has abated. However, not all pharma firms are well equipped for this shift; there’s a wide degree of variance when it comes to the maturity of their virtual healthcare provider engagement capabilities. Not surprisingly, the many digital solutions that exist in the current market can help them. Several software vendors and IT services providers have developed innovative CRM solutions, such as around personalized engagement, interactive detailing, and live video through intuitive mobile apps and web portals, in order to effectively engage healthcare providers virtually. In response to the crisis, many vendors have recently begun to enhance product functionality. For instance, Veeva recently introduced new capabilities for remote drug sampling in Veeva CRM Engage Meeting. The company also announced several alliances for digital field engagement. Yet, going forward, getting virtual sales right could be a major deciding factor for whether or not pharma firms are able to convert extensive R&D efforts and patent wins into commercially successful therapies. Here are our suggestions on how pharma firms can successfully pivot to a virtual sales : Picture1
  • Realign budgets Drive C-suite endorsement of initiatives whose goal is improving virtual engagement with healthcare practitioners. Money saved on aspects such as travel and organizing marketing conferences/gatherings should be diverted to investments in IT and content creation.
  • Engage technology partners to have the right solutions in place Assess the landscape of solutions from Independent Software Vendors (ISVs) and IT services providers. Look for verticalized CRM solutions meant particularly for healthcare provider engagement. Prioritize quickly implementable and scalable solutions that give the assurance of little downtime and offer omni-channel (email, web, mobile, etc.) and personalized engagement.
  • Create compelling content Rethink marketing strategies. Content delivered virtually needs to be all the more engaging, detailed, and easy to consume. Such content could include live videos, webinars, intuitive brochures, and web/mobile portals. Generating personalized content can improve conversion rates. Finally, content needs to be such that healthcare providers can consume it in their own time and follow up on as needed, minimizing the need for live interactions.
  • Train representatives to effectively engage and deliver information in virtual settings Facilitate a cultural shift in sales operations from being in-person to virtual through dedicated training programs. Representatives need to utilize the time saved on travel to draft strategies for more engaging interactions. They also need to be trained on using specific technology tools for provider engagement.
While healthcare workers are bound to be overburdened and under tremendous stress in these times, this is also a tough time for pharma sales representatives. Assertive sales behavior might come across as being insensitive, but at the same time, healthcare practitioners need to be kept aware of new therapies for ailments apart from COVID-19. Shifting to a virtual model represents a huge change. Engaging with empathy and showing flexibility in working around physician schedules will be paramount in the near term, as pharma enterprises come to grips with what could potentially be a new, or next, normal.  

A New ‘Working’ Model | In the News

Let's talk WFH, the new 'Work from Home' concept that has gripped corporates in India and the rest of the world, as businesses progressively embrace this new, forced phenomenon in a world crippled by the COVID-19 pandemic and its inscrutable death-grip on companies and economies. Here again, there have been two distinct huddles in industry sectors worldwide — the corporate haves and the have-nots. The 'haves' include sectors such as information technology and IT-enabled Services (ITeS), creative writers and journalists, communications agencies and bloggers, etc. They can function, albeit on crutches and at a slower pace. For the 'have-nots', the battle is going to be long and gory, for airlines, the hospitality sector, travel and tourism, real estate, automobile manufacturing and ancillaries, and so on. For them, the writing is on the wall. There will be no quick-fix or succour available for a long time. Companies, while letting go, are getting their own back as well. As stated, desperate times call for desperate measures. 'Quartz' recently reported that some Indian IT companies have implemented employee productivity trackers like webcam-based movement capture, hourly time-sheet entry and of keyboards to ensure that employees at home are, indeed, working. Yugal Joshi, vice-president at Texas-based consultancy Everest Group, was quoted by Quartz: "This indicates a deep-rooted malaise in Indian IT & ITeS industry where the senior management generally mistrusts people," he added. Read more in Millenium Post

COVID-19 Is Truly a Black Swan Event, and We Can’t Rely on History to Predict the Outcome | Blog

The last thing the world needs is another "hot-take" on COVID-19, but the biggest fallacy I see as people think/talk/write about the post-COVID-19 economic scenario is to compare it to previous economic recessions.

Why is this different?

The 2008-09 crisis couldn’t be more different than what we are seeing today, and the post-COVID-19 world is going to be wildly different across dimensions. The genesis of the 2008-09 crisis was badly crafted financial instruments, which impacted developed markets more than others and necessitated select bailouts to resuscitate consumer demand. COVID-19 is much more broad-based in impact. Not only will it reshape business, but it will reshape intrinsic human behavior and consumer preferences. At this point, I would disregard any economic projections of this pandemic’s impact. We don’t know enough at this stage, nor how long it will take to play out (is the current stimulus enough? when do we recover, if at all? – you get the drift).

What do we know?

So, what we can say with a degree of certainty at this point? This pandemic will have wide-ranging implications:
  • Asset ownership will need a rethink – nobody wants to “own” risks on their balance sheets
  • CX will be paramount and essential for productivity – consumer expectations will never be the same
  • We will see a fundamental transformation of how and where work gets done – there’s a new recognition that a remote and distributed model works, if done right
  • Enterprises will try to conserve cash and look for self-funded transformation – no, it is not an oxymoron
  • Piecemeal digital transformation doesn't work – go big or go home
  • Sourcing will not be linear and needs a rethink – organizations will truly need to rethink how and where they derive value
We are continually monitoring the situation to help our clients understand how this situation plays out. Our COVID-19 resource center has our latest and evolving thinking. Short-sighted and clickbaity takes do us no favors in this effort to understand the post-COVID-19 world. Please stay safe and curious.

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