“My IDN KAM team is suboptimal …”
We’ve heard this. Often. Commonly even.
“My IDN KAM team exceeded expectations!”
We’ve heard this, too. Not often, though. And in one case, by the same pharma client, 16 months later.
Our client was new to his organization and tasked with improving a mature brand with suboptimal sales among integrated delivery network (IDN) customers. He was supported by a mature IDN field force that wasn’t considered strong. In fact, they were internally maligned. And the rare-disease brand grew with a consistent single-digit rate year after year, remaining in the number two position behind a well-known generic.
We were asked to deliver an IDN strategy, which we did.
Here’s What Our Strategy Included
A new message architecture built on IDN customer dynamics
A new value proposition built on the message architecture
Customer segmentation with 200 Tier I accounts identified
Digital key account manager (KAM) tools to optimize customer collaboration dialogues
Smart electronic health record (EHR) tools to enable customer installations, with minimum viable product crescendo
Training tailored to customer needs in this disease area, new brand positioning, a set of clinical workflow tools to improve patient outcomes, and EHR solutions to support the right messaging at the right time across the patient journey
A real-time customer data dashboard to measure program outcomes
Throughout this process, silos were dismantled. No fewer than 6 distinct client teams came together to rethink how we could implement this approach. “This is how we’ve always done it” was discouraged, and new integrative approaches were championed.
A key point is how the strategy was designed—and by whom. New views can be good. Entrenchment tends to remain static and protective.
The Outcome? Wins Across the Board
53% IDN EHR tool integrations among Tier I customer targets in the first 6 months (15% was the annual goal)
Brand sales growth of 250% to goal in targeted IDNs
Plan to roll out system to all field forces, not just the IDN early adopters
Plan to deploy system to other brands also deemed opportunistic for greater sales performance
Teams demonstrating cooperation, innovation, and performance
Executive leadership engaged and supportive
Key Takeaways From This Case Study
Challenge the status quo.
Invite fresh strategies from those who don’t have a vested interest in the current paradigm.
Break down silos and enable aligned cooperation.
Invite technology as solution enablers across many domains.
If you’d like to learn more, feel free to call us at Aventria and ask how our proprietary solutions may help you and your teams perform with vigor and success.
For more information, contact Dave Dierk at 215-489-9000 x103 or dave.dierk@aventriahealth.com.
Making a difference in patient care by helping patients, providers, and payers collaborate on shared priorities
— Dave Dierk is co-president of Aventria Health Group.
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