On the CRM market of pharmaceutical companies: Sm @ rtPartnerTuesday, June 24 2003 3:03 PM
Integrated Marketing Saids Representatives D. E. Shurtz once said that only "path" and "communication" can produce differentiated competitive advantages in the 1990s. Today, the products, prices and even advertisements have been sympathetic, and the differential competition of the pathway will naturally become the focus of enterprises. This is also an important reason why companies today pays attention to customer relationship management.
In many industries, the medical and health care industry, especially such a competitive industry, opening the TV, the advertising time of the gold, is mostly occupied by various pharmaceutical and health products. In this case, whoever masters the customer, and master the wealth. At present, the business process of domestic pharmaceutical companies is mainly implemented in regional total distribution models, setting first-level, secondary agents, end customers (target hospitals, pharmacies, supermarkets, shopping malls) are developed and maintained by sales representatives. Sales, Market Commerce Department, as an important business unit, which is an important business unit, the business department, business representative, marketing representative, pharmacy representative, supermarket representative and other sales staff. It has always been, and various pharmaceutical companies (referring to the production of business, non-prescription drugs, health products) are nothing more than extensive distribution of medical representatives, and the latter will maintain sales through frequent retail venues such as hospitals, pharmacies and supermarkets. Recognizing that customer relationship is important, not equal to acknowledging the CRM system. There is still a big gap between the two, requiring CRM software providers to give sufficient reasons to convince users. Experts who have implemented multiple CRM projects in the pharmaceutical industry believe that if a pharmaceutical company can successfully apply the CRM system, sales increased by 8% to 10% or not problematic. As a result, CRM software naturally has a market. The market is hot, and the competitor has come. Dendrite is a software developer of a professional pharmaceutical company CRM in the United States. It has been launched in China and has launched a business, and there are three customers in China. According to reports, Dendrite's target customers in China are their top 100 pharmaceutical companies, multinational pharmaceutical companies and Chinese pharmaceutical companies are their target customers. The challenges of "Deng Zhuo": How to Localization Generally, when each foreign company lands China, the primary consideration will basically solve the problem of localization, and Deng Zhuo Nature is no exception. In this regard, the Dengrang's answer is: "We don't think that as a foreign company, Dendrite will meet a special challenge in China. We hired local employees in Shanghai to open offices, we also want to learn Dendrite experience Many pharmaceuticals managers and decision makers have a good contact. Dendrite already has 3 customers in China, with more than 1,000 sales representatives in using our solutions, so we know the demand and expectations of the domestic market. We The biggest challenge is to let the management understand that SFE is a need for a priority investment. Before you need to consider other investment opportunities in the next few years. "The author answers some doubts: First, what is the localization? Does employing local employees mean localization? The author believes that as a solution provider, whether his program adapts to the local, whether the service can be recognized by local broad customers is the fundamental. Dengrang's solution is to introduce foreign solutions to domestic Chinese and domestic, domestic medical sales channels are different from foreign countries. Is there a foreign solution suitable for domestic markets? The answer to this is: This is not a problem. They believe that China's medical sales methods and channels are not so huge compared with other countries in Asia and Latin America, and they are very experienced in these two markets. Dendrite has different solutions in the US and Europe's solutions in developing countries. Deng Zhuo's competitiveness in the domestic market is locked as a price advantage. They believe that Dendrite's solution has a certain price advantage in the Chinese market. The author believes that the competition situation in the Chinese market is not too optimistic. The reason for this is - for many domestic pharmaceutical companies, the price is not mainly considering. What they are more care is to fit themselves. At this point, domestic companies can meet them. During the implementation, foreign companies often require customer adaptation programs to plan the customer process in accordance with their own plan.
