How to Properly Deploy the iPad Within the Pharma Sales Force •

• Cognizant 20-20 Insights
How to Properly Deploy the iPad
Within the Pharma Sales Force
To fully realize the value of iPads, pharmaceuticals companies need a
robust mobility strategy from the get-go that better integrates these
proliferating devices with existing processes and systems.
Executive Summary
Pharmaceuticals companies are facing multiple
challenges, from patent expirations and fewer
blockbusters, to a weakening pipeline. This is
further complicated by stringent regulatory
compliance, intense competition from generics,
shorter product lifecycles and heightened cost
pressures that are directly impacting sales organizations across the industry. These organizations
are also facing critical sales challenges of their
own, from reduced physician face time, increased
promotional spend compliance, to a fast-changing sales environment that is influenced by new
media and mobile technology that requires more
personalized and targeted messaging.
These combined pressures are forcing the pharmaceuticals sales and marketing teams to seek
more innovative ways for driving sales and
marketing effectiveness. It has therefore become
vital for the pharma sales force to be empowered
with information and tools to facilitate faster
decision-making and engage with customers in
ways that improve their sales performance. Using
mobile technology can give pharma sales the
boost it needs to improve marketing effectiveness and sales performance.
cognizant 20-20 insights | february 2013
With the widespread adoption of smart phones
and tablets by physicians and patients, mobility
can no longer remain solely a technology question
but must become an integral part of the sales
strategy and process. Pharma companies have
begun adopting mobility in sales and marketing,
but only in certain areas and functions. While the
iPad has clearly emerged as the device of choice,
pharma companies are still asking important
questions related to implementation challenges,
such as security and infrastructure requirements,
actual usage and presentation by sales reps,
back-end data, connectivity and systems integration. Additional issues that must be considered
early on include:
• Discovering the right device strategy.
• Planning the end-state application landscape.
• Developing a mobile device content
management strategy.
• Creating
an ROI measurement plan that
properly captures mobile implementation
efficiency and effectiveness and forecasts a
tangible results timetable.
This white paper provides answers to many of
these key questions including how to define
a holistic mobility strategy, how to integrate
mobility into sales processes, how to develop a
detailed implementation roadmap and, ultimately,
how to get more value from your iPad deployment.
iPad Pharma Sales Force Benefits
The iPad Is Pharma’s Clear
Device of Choice
• Instant power-on and battery life: The iPad
Pharmaceuticals sales representatives have for
some time realized the potential of the touchscreen tablet. Given their reduced period of time
in front of physicians, pharma sales reps still
struggle to differentiate themselves and make
an impactful presentation. The ability to provide
clinical information in a visually stimulating
and interactive format at the point of contact is
clearly satisfying for both the healthcare professional and the sales rep.
Of all mobile devices, Apple’s iPad is making the
greatest impact. With an all-day battery life, an
impressive form factor and user experience and
a rapidly expanding portfolio of applications,
the iPad has captivated pharma sales reps and
customers alike. This device, which is easier to
turn on and operate and is lighter and more userfriendly than laptops, is quickly becoming the de
facto choice at most pharma organizations as
well as many medical device companies. Many
have already invested in iPads for their sales
forces, including the following:
The iPad provides capabilities similar to traditional laptops and tablets, but delivers additional
benefits that resonate with pharma sales forces:
comes alive with the touch of a button, unlike
laptops which take time to boot. It also has a
long battery life, which allows for an always-on
• Weight and size: The new iPad is only about
1.46 pounds, making it easy to carry.
• Connectivity:
While laptops and tablets are
fitted with Wi-Fi, the 4G/LTE capability of the
iPad provides an edge over these other devices.
• User interface fluidity: The iPad has a slick and
stylish user interface that is easy to navigate.
The responsiveness of the touch screen gives
a far more real and involving experience. The
sales rep can move among different content
types and video, animation and media with
relative ease and a fluidity that doesn’t come
with traditional laptops.
• Security: Information security on the iPad is
equivalent to that of laptops when the appropriate mobile device management (MDM)
software is deployed. There are few issues with
virus attacks as a result of Apple’s robust iOS
operating system and frequent updates that
protect the device from malware and virus
• Abbott
Laboratories, Medtronic Inc. and
Boston Scientific Corp. are among those tightly
embracing the iPad.1
>> For example, medical device giant Medtron-
ic, a Minneapolis-based maker of implantable heart devices and other products,
has bought 4,500 iPads for its sales and
marketing team, and could buy as many as
6,000 iPads in total.
• Otsuka Pharma and Novartis are also adopting
iPads to help improve sales force performance.2
From our work with pharma companies we have
learned that eight of the “Big 10” global pharma
firms are at various stages of iPad deployment for
their pharmaceuticals representatives. The iPad
is such a hit because it is not only proving useful
for conducting impactful and engaging conversations with physicians but has the potential to
transform the way pharmaceuticals sales representatives conduct all of their core activities,
such as call planning and reporting, training and
other administrative tasks. These, and many other
iPad applications, are driving pharma enterprises
towards accelerated deployment of the devices.
• Slick and stylish form factor: The iPad has a
look and feel that is very appealing. It has the
right size to make it easy for personal viewing
and for physician demonstrations, making it a
more engaging experience.
Among the key benefits for pharma sales reps
and organizations using iPads for detailing (faceto-face informational meetings between sales
reps and physicians) and other purposes include:
• Improved physician interaction and
>> Digital
detailing is undoubtedly one of
the primary drivers of mobility adoption in
pharma sales. The iPad has the ability to
easily demonstrate video, animations and
anatomical or product images to physicians
at any place or time. Specialty detailing, in
particular, would be greatly enhanced by
using the iPad with its sharp visual display
and advanced processor capabilities. Since
specialty care sales reps typically get more
>> Some other applications include:
»» Availability of training and marketing
face time with physicians, an iPad can be a
powerful tool to help tell the “story” of a
product or procedure, especially if the narrative is complex and better told using visual aids.
content: iPads enable the use of mobile
apps that can electronically deliver this
content on request to the sales reps. With
wireless-enabled (3G or 4G) iPads, ondemand product learning material and
certification tools can be made available
to the sales force for skills enhancement
while they are on the road.
>> eSampling
and eCouponing: Another
feature that helps improve physician interaction is a mobile application that can
electronically collect physician signatures
for sampling or coupons. eCoupons can
be redeemed and samples ordered during
a physician call, making response and fulfillment almost immediate. For example:
Veeva’s iRep3 is a physician detailing application that can collect digital signatures
from physicians for samples.
»» Dynamic call routing using the iPad geo-
location and data visualization capabilities: iPads enabled with geo-location capabilities can actually help with real-time
call activity changes by dynamically rerouting the sales reps based on proximity,
traffic and other parameters in the case
of cancelled appointments (see Figure 1).
These capabilities can help increase sales
reps’ productivity and efficiency.
• Process transformation improving
>> Sales
reps enabled with iPads can perform call management activities as well
as administrative tasks such as e-mail, expense reporting, event management setup,
samples management and call activity reporting while on the move between physician visits. Representatives do not need to
wait until day’s end for reporting and other
administrative tasks. iPads also enable precall preparation and access to critical detailing material when on the move. The ease of
operation of the iPad makes it more likely
that sales reps capture data throughout
the day, thus enabling more accurate call
reporting and improving overall efficiency.
• Faster decision-making through closed-loop
marketing and analytics: With an effective
mobile pharma detailing application integrated
with any CRM system, pharma sales reps can
record the information that shapes the direction
of business and establish plans for the next
call, almost immediately, either directly after
a sales call, in the elevator or in the waiting
room. Information on products or physician
orders is captured through easy drop-down
menus that limit the amount of text entry
required. If diligent, the representative need
only plug the device into the cradle to upload
Dynamic Call Routing Enabled by iPads
Basic Account
Including Product
NRx/TRx Info
Sales Rep
Account Related Info
and Services Icons
(e.g., Phone, E-Mail, Route
from Current
Location, Weather)
Hospital Account –
Appt Shown
as Red Icon
HCP Account
| ©2011, Cognizant
Figure 1
cognizant 20-20 insights
the day’s activities to the server. With the right
mobile application in place, crucial feedback
from the field becomes
immediately available so
The asset library can be sales management and
used to identify where marketing teams no longer
a graphic has been need to wait until the
end of the week for the
used and can bring up sales reps to type in their
a list of presentations reports to gain front-line
that need modification, insights. The marketing
team can react immediateenabling the marketing ly to needs from the sales
team to quickly change force with instant alerts
and redeploy a specific and actionable insights
for the sales reps, greatly
presentation. improving efficiency and
• Brand
differentiation and development:
According to an online survey of 341 U.S.
healthcare professionals (HCPs) completed
in February 2011, 79% would choose Apple’s
iPad for professional use.4 There is a strong
preference from physicians for digital detailing
with an iPad. Pharma companies have an
opportunity for brand building and to influence
physicians to re-think the level of engagement
with their sales reps. The improved quality
of detailing, faster fulfillment of sampling
and medical information requests and other
value-adds provided through useful mobile
applications and tools for customers can help
with pharma companies’ brand-building efforts.
• Cost
reduction: Mobile devices like the iPad
require an initial investment in hardware,
technology and supporting infrastructure, but
in the long term they can help lower overall
operating costs. All content ranging from
marketing material to training content can
be pushed to the mobile device and made
available almost immediately to pharma sales
reps. The costs of physical distribution and
implementation are significantly lower as most
sales processes can be digitized and virtualized. In addition, the overall increase in productivity and efficiency has the potential to result
in substantial cost savings.
These benefits are steering pharma companies
toward aggressive adoption and deployment of
mobility solutions, and particularly iPads.
The Current State of iPad Adoption
As noted, many pharmaceuticals companies are
deploying iPads and developing mobile applications for the iPad and iPhone. One example
cognizant 20-20 insights
is patient-facing regimen reminders for oral
therapies. The patient registers on a product
Web site or downloads an application and enters
basic information (weight, dosage, start date of
treatment, etc.). Using the same logic contained
in the approved dosing guide and official package
insert, the app provides continuous automated
reminders (e.g., “Remember to follow your
treatment plan today.”) for either taking the
medicine or for creating calendar entries via
iCalendar that indicate scheduled follow-up visits
with a physician. Patient anonymity is paramount
in making the acceptance of these applications
successful. To preserve information privacy
between the patient, doctor and the pharmaceuticals company, these apps rely only on inputs the
patient self-discloses. For example, consider apps
that provide the option of selecting the country
rather than “harvesting” IP addresses and carrier
information. Clear guidelines for these practices
are specified in the terms and conditions for the
application and in many cases are also part of the
“social media agreement” between the company
and the patient.
As highlighted above, pharmaceuticals sales
representatives and brand/marketing teams
are beginning to use iPads to deliver interactive
eDetailing presentations. This has become the
foremost reason for adoption of the iPad in the
industry. eDetailing and “closed-loop marketing”
(CLM) build on a 10-year tradition that began
with the first widespread use of tablet PCs. The
workflow process for medical, regulatory and
legal reviews and approvals is also made more
manageable by using the iPads in combination
with an asset library platform. Acting as a collaboration center, the asset library also stores
the release version of every presentation along
with its component assets. A practical example of
this benefit is when a graphical image needs to be
replaced throughout all presentations. The asset
library can be used to identify where a graphic has
been used and can bring up a list of presentations
that need modification, enabling the marketing
team to quickly change and redeploy a specific
Finally, end-user services are key to the success of
product reminders and eDetailing. These include
raising awareness and training of product support
teams that handle phone or chat support for a
product and the redeployment of released presentations following a break-fix incident with the
sales representative. Integration with CRM data
also provides an enhanced view of the customer
and enables the sales representative to manage
Top-Eight Global Pharma Status on Sales and Marketing Mobility
iPad Deployment
to Field Force
SFA Deployment
to Field Force
Field Force
HCP Medical
Brand/TA Apps
for Physicians
(Diagnostic Tools,
Patient Interaction, etc)
Pharma 1
Pharma 2
Pharma 3
Pharma 4
Pharma 5
Pharma 6
Pharma 7
Pharma 8
Figure 2
an ongoing sequence of presentations with the
physician over several weeks that build upon a
common theme or message.
Pharma companies are at various stages of iPad
deployment. Pilots and implementations for
eDetailing, sales training and mobile CRM are
currently under way. Figure 2 offers a snapshot
of the current stage of deployment of various
mobility initiatives by pharma companies for use
by their sales forces.
Based on work with multiple pharma companies,
we have developed a maturity model to capture
the journey many organizations have followed to
implement iPads across their sales forces. Figure
3, which depicts the current state of mobility
adoption in pharma, reveals that most pharma
companies are somewhere in the middle. They
are either evaluating or beginning to implement
mobile devices for their sales forces and have
integrated mobility only partially into their sales
processes and strategies. Most pharma companies
today are deploying mobility solutions in a very
fragmented manner, for a few specific functions
in the sales process. For example, iPads are being
deployed for eDetailing and branded mobile apps
targeted at the patient or doctor. These mobility
deloyments, therefore, are apt to become silos
of information unto themselves. The systems
are not able to share data, making it diffcult for
sales forces to achieve the full value from their
investment in mobile technology and its potential
In this regard, pharma companies have many
unexplored opportunities. Moreover, some are
facing challenges in their attempt to implement
Level of Mobility Integration
Pharma’s Current State of Mobility Adoption and Maturity
into Sales
discussions in
progress. No
Developing a
holistic mobility
strategy for the
sales force.
closed loop
marketing and
Maximum use of
mobile technology
– geo-location
services, real-time
analytics ,etc.
discussions in
progress. No
Trial and proof
of concept on
training and
Rolling out
iPads to sales
force for
detailing and
SFA processes.
Mobile SFA
deployed – call
and reporting .
as an
Aware of
mobility tools
but still using
sales tools.
Piloting use of
Mobile enabling
all Web sites and
providing mobile
devices for detailing.
Aware and
Evaluation &
Stages of Mobility Adoption
Figure 3
cognizant 20-20 insights
Deployed mobile
devices for detailing
and marketing
In Use
Few pharma companies
are still in the awareness
and evaluation stage.
Most pharma
companies are here.
Barely any pharma companies are
in the very early or very mature
stages of mobility adoption.
mobility. Specifically, they are struggling with
making the leap to fully integrate mobility into
their sales strategy to realize all the potential
benefits of mobile technology.
• How should the iPad be used for detailing and
iPad and Mobility Implementation:
Questions and Challenges
Defining a Holistic Mobility Strategy to Fully
Leverage the iPad
Pharma companies are asking many questions
about how to most effectively and efficiently
deploy and use mobile solutions for their sales
forces. Some of these important questions
concern the actual purpose of these mobile
devices for the sales force, the level of readiness
for implementation and what challenges they will
face during implementation.
demonstrations? What is the actual performance of the iPad-enabled sales rep in front of
the physician?
A holistic mobility strategy is essential for any
successful iPad deployment and mobility implementation. Unfortunately, many companies have
deployed iPads without first developing such a
strategy, and have few economic benefits to show
for it.
Among the most common questions we have
encountered in our discussions with our clients
We have a robust approach to developing
a mobility strategy, which serves as a good
mechanism to start defining the objectives and
expectations from such an important investment
(see Figure 4). This mobility strategy includes the
following six dimensions:
• Can the iPad really replace the laptop or is it a
• Architecture
complementary device?
and device strategy: This
dimension ensures that important architectural questions are considered and answered,
including defining a device strategy, determining the mode of deployment and selecting an
appropriate mobility platform.
• Technology-related
questions such as: What
should the application landscape on the iPad
be? What is the most suitable CRM platform?
• Some companies, having deployed iPads as a
>> Device strategy: Pharma companies must
pilot for one specific purpose, are asking how
to expand functionality and scale up to address
the needs of the entire sales organization, as
well as how to enable additional collaboration.
think about whether they want to go with a
single or a multi-device strategy, where the
iPad is either the only device that the sales
force uses or where it is used in addition to
the laptop. The device strategy is driven by
how much the pharma company is willing
to take advantage of the disruptive pow-
• How
should the content development and
delivery platform be set up?
• How should they gather and act on business
intelligence through the iPad?
Principal Elements of a Holistic Mobility Strategy
• Portfolio management for business value?
• Standards and policies?
• Decision-making/funding for PoCs?
Competitive Advantage and ROI
Process Impacts
• Build or buy?
• Differentiation or transformation?
• What is theROI?
• Should the mobile effort be
• Ancillary benefits?
embarked upon?
• What should the approach be?
• What is the right timing and
timeframe for ths effort?
• What is it going to cost?
• Risks and rewards?
• Backend integration?
• 2-3 year roadmap?
• Mode of deployment?
• Device strategy?
• Appropriate platforms?
• What processes will change?
• Any new processes?
• Organizational change?
• Impact on security?
Skills and Competencies
• Technology skills (core vs. context)?
• Onshore vs. Offshore?
• Buy vs. organic growth?
Figure 4
cognizant 20-20 insights
Success Factors
• Mobility partner(s)?
• Roadmap and long-term plan?
• Organizational readiness?
>> Application
ers of iPad functionality, instead of merely
replicating Web site capabilities on the mobile device. It also requires rethinking the
business processes and activities that sales
reps currently perform using a laptop, and
whether they would continue to execute
such activities on the iPad in the future. Are
these activities truly adding value? From
our conversations with pharma clients, only
two companies so far have decided to go
with a single device strategy.
landscape: The application
landscape should be developed and defined
by the business purpose of the sales organization and the related processes and activities that these applications should support:
Should the application landscape cover
eDetailing for showcasing content? Do we
expect to capture customer responses,
questions and requests for information through the detailing process? What
back-end technology integration would be
needed to capture customer responses and
intelligence? What kind of CRM platform
and integration would be required? These
questions need to be carefully considered
before determining which applications to
include on the iPad.
>> Mobility
platform: An integrated mobility platform can help scale the technology
implementation to the entire pharma commercial organization and associated business processes. Fragmented deployment of
mobility applications will only create silos of
information and prevent the seamless flow
of information, which will hamper decisionmaking. Another criterion for the selection
of an appropriate mobility platform is the
ability to support and target multiple mobile operating systems, such as Apple iOS,
Android, Blackberry, Symbian and Windows
• Impact
on business processes: Once the
activities and functions to be performed by
sales reps on the iPad have been identified, the
organization should evaluate what business
processes will be impacted by the implementation of the mobility platform. In addition,
senior decision-makers should consider: What
IT systems and processes will be impacted to
support the change in business processes?
Quick Take
Enabling iPad-Based Detailing via a Global Collaborative
Marketing Platform
Business Situation: The European regional headquarters of a major pharmaceuticals company
was committed to the benefits of having its sales
force use iPads, to replace its existing tablet PCs
for eDetailing. In anticipation of the wider use of
iPads by the competition, its challenge was to
find the best way of systematically utilizing newly
created and existing marketing materials so that
localized versions of master content could quickly
be created and modified.
Challenge: Without an underlying common organizational framework, the multitude of languages,
cultural needs and regulatory requirements would
require each country to initiate costly new projects
with local agencies across every brand. The vision
was to have a centralized and inexpensive method
of reusing assets and master presentations to
develop and manage local content.
creation of the presentations based on HTML5
pages that are rapidly re-tagged and converted
into the final presentation format. HTML5 as a
portable format allows the operating factory to
rapidly build, localize and transform raw content
to generate multiple versions of the original presentation. The factory also offers the foundation
of a scalable “core-flex” service model to increase
output and meet demand during new product
campaigns or product launches to ensure simultaneous rollout of presentations in several countries.
Benefits: The digital asset library catalogues every
component used in the process for reuse in future
marketing initiatives. We modified the metadata
model to include presentation-specific characteristics that allow marketing teams to quickly reuse,
update, track approvals and replace marketing
collateral on every iPad with ease.
Solution: We conceptualized a content development factory and digital asset library for the
cognizant 20-20 insights
What other business processes must change to
enable a global deployment?
competencies required for an iPad deployment
as well as for ongoing support.
Content creation and delivery is one of the
key business processes to be impacted, and
this process can impact the scale of mobile
enablement. One of the core capabilities for
successful iPad usage is the content creation
and delivery capability. Important questions to
be answered around this topic include:
Brand strategy and management is a core
function, but creating and delivering content,
or reusing or repurposing existing content
may not be a core process. Similarly, mobile
technology skills may not be readily available
within the organization for platform development, application development, integration
and analytics. These skills will either have to
be built over time or acquired more rapidly by
working with an experienced partner.
>> How can content development and delivery
capabilities be centralized for mobile and
multichannel marketing initiatives and processes?
• Competitive
advantage and ROI: Outfitting
the sales organization with iPads requires
investment in a supporting platform, applications, content, infrastructure and other areas.
“Build or buy” will be a key question to answer
here — i.e., either to build a mobile application
platform from scratch or to work with a mobile
platform service provider that can provide
hosted solutions. What is the ROI in both these
scenarios? Are there other technology investments already made that can be leveraged?
>> Will these capabilities be created internally
or shifted to a partner?
>> What systems are needed to support content collaboration?
>> How will content be delivered to the iPad?
• Skills
and competencies: Depending on the
analysis of business processes that get
impacted (such as a core vs. context analysis
that helps evaluate which processes should be
entrusted to a partner or kept internal), organizations will need to evaluate the skills and
Another important related element is how a
pharma company can differentiate itself from
Quick Take
One-Device Strategy and iPads for a Pharma
Contract Sales Organization
Business Situation: While working to implement
a new commercial model for a contract sales
organization (CSO), we developed an end-to-end
solution to allow the company to deploy an
industry first “one-device” solution for its representatives.
Challenge: To take advantage of the unique
strengths and limitations of the device, the needs
of sales representatives had to be balanced with
the needs of the home office.
Solution: We set up a cross-functional team of
consultants with sales and marketing experience,
client area sales directors and home office staff,
with the goal of deconstructing a sales rep’s
day and identifying which key iPad-based tasks
truly create unique business value. In order
to meet this challenge, we analyzed the sales
force activities and business needs to automate,
redesign or eliminate many activities that were
cognizant 20-20 insights
typically performed manually, or on disparate
systems. This allows the representative to focus
on tasks that truly add unique business value.
By applying an iterative process of isolating key
areas of value and then simplifying the way the
user can capture that value, the team created a
focused user experience that goes beyond simply
replicating the functionality of existing desktop
Benefits: Sales representatives conduct all
their promotional and administrative activities
using their iPads and will not require a separate
laptop either on the road or at home. The end
result is a streamlined system that delivers a
user experience focused on the needs of sales
representatives and healthcare providers, while
delivering lower total cost of ownership and
enhanced value to the home office.
Quick Take
others that are proceeding with mobility and
iPad deployments. Will it be through the type
of mobile applications, the ability to respond
to sales rep and customer requirements? Will
it be the ability of its sales reps to build better
customer relationships? Clearly articulating
the business objectives is a prerequisite to
achieve a successful iPad deployment.
Holistic Mobility Strategy
and Deployment for a Global
Medical Device Maker
Business Situation: We have assisted a global
medical device firm to develop a holistic strategy
and deployment roadmap for mobile devices that
will address deployment in the U.S., Europe, Asia
and Latin America. The strategy includes establishing the client’s existing mobile device and
application baseline, analyzing current and future
operating expenses and content management
trends as well as developing and recommending a
BYOD posture and roadmap.
• Governance: This is among the most critical
dimensions of a holistic mobile strategy.
Governance is simply about policies and
standards; a key element is who sets these
policies and procedures, and how standards
are enforced. Among the most important
aspects of governance is security and information protection — especially given pharma’s
regulatory oversight requirements. What will
be the governance plan for the new mobileenabled sales force for devices, applications
and other information they can access or use
over the mobile device? How will the pharma
company enforce governance on the applications and data used on the mobility platform?
Should pharma companies restrict access or
allow access to other applications for the sales
force? Will pharma companies allow “bring
your own device” (BYOD) and, if so, what will
be the security requirements in terms of data,
access, applications, etc.? (For more detail on
this issue, please see our white paper Making
BYOD Work for Your Organization.)
Benefits: When implemented, this strategy is
projected to reduce annual operating expenditures
by over $2 million. We are also assisting the client
in developing and implementing mobility security
capabilities that will enable the transition from a
corporate-liable mobile device environment to
one that is primarily BYOD as part of its holistic
mobility strategy to reduce corporate risk and
raise employee satisfaction.
»» What processes, infrastructure and systems are critical, and thus need to be developed initially?
• Success factors: Among the critical mobility
deployment success factors for organizations
to consider are:
»» How long will it take to prepare the base
architecture and platform?
>> Organizational
readiness: Is the sales
force ready to adopt and operate on mobile
devices? How will the organization enable
the transition of the sales force from their
earlier devices and modes of operation to
the new mobility platform, device and processes? What change management strategy will be used to make the sales force
comfortable with the new device and processes? What will be the mode of deployment of mobility to the sales force? What
will be the training and adoption plan for
the sales force?
>> Developing
a mobility implementation
roadmap: A systematic and phased implementation plan is critical to mobility-enabled sales transformation. Not all sales
processes and sales forces can be transformed together. A detailed mobility roadmap will help determine the following:
cognizant 20-20 insights
»» What is the most cost-effective deployment approach?
»» How long will it take to complete a pilot
implementation or a stage-by-stage implementation?
Benefits of a Holistic Mobility Strategy
Thinking through each of these six dimensions
outlined above will be needed to define and
build a holistic mobility strategy best suited to
the organization. This exercise of defining the
mobility strategy and roadmap will help answer
important questions that provide the necessary
business justification for the effort, such as:
• Will
this iPad deployment help enable the
company’s vision, and address the business
requirements to achieve this vision?
• How long will it be before we begin to see the
benefits of the iPad implementation?
• Have
we taken the best approach for this
• What
is the cost associated with the entire
implementation, as well as with each stage
in terms of infrastructure, IT systems and
• What
are the associated risks and critical
dependencies for this implementation?
As previously noted, defining a holistic mobility
strategy will help provide a well-thought-out
approach and implementation roadmap with
suitable business justification on costs and
expected timelines and benefits.
Such a strategic, integrated and holistic approach
to defining a mobility strategy can not only greatly
reduce the risks and resistance in adopting a new
technology platform and approach, but can:
• Help estimate the approximate effort involved
and the cost of investing in mobility transformation over time.
• Help plan a two- to three-year roadmap for the
• Outline the clear goals and outcomes expected
• Provide approximate timelines for implementation and for when the transformation will
actually begin to yield results.
Looking Ahead
With its high-quality aesthetics and robust capabilities, the iPad has generated a lot of excitement
in the pharma and medical devices industries; the
iPad has proven to be the device of the future
for the sales force. Most pharma companies have
started deploying or are looking to deploy the
iPad for their sales force, but they understand
and appreciate that it is not a silver bullet.
This paper provides thoughts on how to increase
the chance of success of an iPad implementation,
such as defining the mobility strategy and implementation roadmap that will guide and enable
a successful deployment. The key is to realize
that the iPad will only deliver its full value when
it is enabled by transformed business processes
as well as being integrated with the other key
systems the sales organization uses. We have
invested significantly in this area and stand ready
to help pharma companies to get the most value
from mobility in general and iPads specifically.
at each stage of implementation.
• Highlight the risks and dependencies involved
and the key areas of focus for this transformation.
Wall Street Journal, “iPads Are Latest Weapon in Medical Sales” —
1424052748703493504576007723119984758.html and “Abbott, others using iPad in medical sales” —
“Future Pharma: A closer look at the iPad in pharma/physician relations” — http://social.eyeforpharma.
“Next-generation CRM for the Apple iPad“ —
“iPads Are the Tablet of Choice Among U.S. Physicians”— Aptilon corporation press release —
cognizant 20-20 insights
About the Authors
Thierry Kahane is a Principal in Cognizant’s Life Sciences Business Consulting Practice, with 12 years
of management consulting experience in designing and delivering complex business and IT transformation programs across life sciences and other industries. He has expertise across the life sciences value
chain, with a particular focus on sales and marketing (new commercial models, mobility and closedloop marketing) and R&D (clinical development). Thierry has established credentials in the design and
delivery of strategic initiatives, the program management of large and complex enterprise transformations and change management and communications. He holds an M.B.A. from Columbia Business
School, and a master’s degree in commercial engineering from Brussels University. He can be reached
at [email protected]
Dr. Elby Nash is a Principal with Cognizant Business Consulting’s Mobility, Social Media, Analytics and
Cloud Practice. Dr. Nash has been a senior management consultant, executive and innovation leader in
the pharmaceuticals, medical device and other industries for over 30 years and is an expert on mobile
technology, eHealth and the deployment of emerging technologies to drive business differentiation and
productivity. Dr. Nash is a thought leader and successful practitioner on the establishment of enterprise
innovation capabilities and has successfully led the development and deployment of mobile solutions
for patient-centered medicine for the “Big Five” global pharmaceuticals firms. He can be reached at
[email protected]
Robert Yawn is a Senior Manager in Cognizant’s Life Sciences Business Consulting Practice in Switzerland, with 15 years of management consulting experience in Europe and North America focused
on pharmaceuticals commercial transformation initiatives. His experience ranges from developing
strategies for engaging key opinion leaders via social media to directing pan-European implementations in customer relationship management (CRM) and closed-loop marketing (CLM) involving largevolume and highly complex customer master and sales data. Robert has bachelor’s degrees in finance
and information and decision sciences, both from the University of Illinois. He can be reached at
[email protected]
Seema Raman-Jayakumar is a Senior Consultant in Cognizant’s Life Sciences Business Consulting
Practice, with nine years of experience in business development and marketing, product development, technology and process consulting across life sciences and other industries. She has expertise
across the life sciences value chain, with a particular focus on sales and marketing (customer and
sales data management, reporting and multichannel marketing). She has considerable experience in
business analysis and project management of large transformation programs and application development projects. Seema holds an M.B.A. in marketing from T.A. Pai Management Institute, India, and a
bachelor’s degree in computer technology from PSG College of Technology, India. She can be reached at
[email protected]
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process outsourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in
Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry
and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50
delivery centers worldwide and approximately 156,700 employees as of December 31, 2012, Cognizant is a member of
the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing
and fastest growing companies in the world. Visit us online at or follow us on Twitter: Cognizant.
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