The specialised pharmaceutical company is going digital to improve efficiencies and deliver not just solutions but smiles on customers' faces
JITENDRA MISHRA
WANBURY
We have done conservative estimates supported by analysis of real-life cases in Wanbury suggest that digital optimisation can boost profitability by 10-15 per cent.
One of the fastest growing pharmaceutical companies in India, Wanbury has been through some enormous changes with the way it uses technology, managing to improve efficiencies while harnessing the power of innovation. But transformation cannot be a one-point agenda. Understanding that Jitendra Mishra, CIO, decided to engage Wanbury sales staff, customers and patients and improve adherence, education and healthcare outcomes.
Medical representatives typically rely on a variety of product detailing/ marketing/ promotional material to engage doctors but they often face a losing battle. In a bid to stand out from the rest, Wanbury Pharma decided to deploy new techniques and technologies to breathe fresh life into the detailing process.
This process is integrated with CLM (Close Loop Marketing) and sales force so that the product managers have tight control, governance over field force to monitor online each activity performed by medical reps. This also include online doctor collaboration with product managers to resolve any unattended online queries.
It empowers medical representatives with information on fingertips before, during and after the doctor's call. It enables the rep to report call-by-call by using his waiting time in the clinic. Managers can access real-time data to take informed tactical and strategic decisions at the corporate office. e-detailing is now evolving as a modern technological innovation in the field of communication between MRs and doctors.
“E-detailing provide us immense use in the strategising the process of sales and marketing,” says Mishra, adding, “My role now is to not only perform a supporting role to the business but to help drive excellence around customer service and innovative ways of working across our operational business.” This has been driven by the changing demands and expectations of the company's customers, business and the regulator and the wealth of opportunities now available, given the disruption brought about by digital technology.
The year 2017 is turning out to be the most definitely an innovative place to be, with an increasing focus on using technology throughout the business. “The innovative technology we are now seeing being applied in our business is genuinely transformational,” Mishra adds.
The organisation believes that digital opportunities will certainly improve operations and increase flexibility throughout the value chain. Process efficiency and agility are the key areas.
“We have had to go through a learning exercise in terms of setting digital expectations. We now talk about experiments as a digital application portfolio and do not focus on things that do not work. By design, every digital experiment is not going to pan out and result in something that works in,” Mishra acknowledges.
In an increasingly digital world, digital transformation is not just about implementing more and better technologies. It involves digital congruence - aligning your company's culture, people, structure and tasks. “We, at Wanbury, looking at all possible opportunity to review and re-write process and function at its best for long-term objectives. Process efficiency and customer service at the centre of digital drive,” concludes Mishra.
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