その使用に処方箋を必要とする医療用医薬品ビジネスは、予めターゲット顧客が明確な1 on 1マーケティングです。

そのため、ターゲット顧客には処方意向の高い顧客と低い顧客が混在しています。

潜在顧客を対象としたマスマーケティングであれば、処方意向が混在する顧客の中から受注確率の高い顧客を抽出し、営業活動を行うことで効率化を図ることが出来ますが、1 on 1が主体の医薬品マーケティングではそういうわけにはいきません。

特に医局での序列や人事制度によるヒエラルキー型の傾向があるヘルスケア業界では、影響力の高い顧客の攻略は不可欠です。

地域戦略として大学病院や基幹病院における口座開設や処方医の育成は非常に重要な課題であり、各社優秀な営業担当者を配置するのはそのためです。

メールやWebサイトなどインターネットを介したマーケティングは、デジタルとの親和性が高い顧客や、比較的時間に余裕がある顧客を中心に抽出される傾向があります。

労働集約型産業である医療現場では、机の前に座りパソコンを眺める時間は、患者数が多く、影響力の高い顧客ほど短くなります。

そのためマーケティングオートメーションでは、本来ターゲットにすべき顧客ではない顧客が抽出される可能性が高くなります。

その結果、本当にアプローチする必要のある顧客への機会損失が発生してしまいます。

医薬品ビジネスでは特化型の手法が必要です。

実際にはMRによるセールスプロモーション、デジタルチャネルによるMA、SFA/CRMは平行して実施されているのではと思います。

“Marketing automation leads to missed opportunities in the pharmaceutical business.”

In the medical pharmaceutical business, which requires prescriptions for using products, the marketing approach is a 1 on 1 targeting of exact customers. As a result, there is a mix of customers with high and low prescription intentions within the target audience.

In mass marketing targeting potential customers, one can efficiently extract high-conversion customers from the mix of customers with varying prescription intentions and conduct sales activities. However, this approach is not suitable for pharmaceutical marketing, where 1 on 1 marketing is prevalent.

Especially in the healthcare industry, where hierarchical structures based on medical office and personnel systems exist, it is essential to strategize how to approach influential customers.

Establishing accounts and nurturing high prescribing doctors at university hospitals and major medical facilities is a critical task in regional strategies, which is why companies deploy excellent sales representatives for this purpose.

Marketing through channels such as email and websites on the internet tends to attract customers who are more digitally savvy or have relatively more free time.

In labor-intensive medical settings, where sitting in front of a computer screen is limited due to a high number of patients, influential customers have less time for such activities.

As a result, marketing automation may end up extracting customers who are not the primary targets.

As a result, there is a loss of opportunity for customers who really need to be approached.

The pharmaceutical business requires specialized approaches.

“Marketing automation leads to missed opportunities in the pharmaceutical business.”

In the medical pharmaceutical business, which requires prescriptions for using products, the marketing approach is a 1 on 1 targeting of exact customers. As a result, there is a mix of customers with high and low prescription intentions within the target audience.

In mass marketing targeting potential customers, one can efficiently extract high-conversion customers from the mix of customers with varying prescription intentions and conduct sales activities. However, this approach is not suitable for pharmaceutical marketing, where 1 on 1 marketing is prevalent.

Especially in the healthcare industry, where hierarchical structures based on medical office and personnel systems exist, it is essential to strategize how to approach influential customers.

Establishing accounts and nurturing high prescribing doctors at university hospitals and major medical facilities is a critical task in regional strategies, which is why companies deploy excellent sales representatives for this purpose.

Marketing through channels such as email and websites on the internet tends to attract customers who are more digitally savvy or have relatively more free time.

In labor-intensive medical settings, where sitting in front of a computer screen is limited due to a high number of patients, influential customers have less time for such activities.

As a result, marketing automation may end up extracting customers who are not the primary targets.

As a result, there is a loss of opportunity for customers who really need to be approached.

The pharmaceutical business requires specialized approaches. In fact, it seem sales promotion by MR, MA by digital channels, and SFA/CRM are being implemented in parallel.