COVID-19 was a wake-up call for pharma companies to assess the digital sophistication of their company and the potential to serve customised experiences to consumers. COVID-19 has intensified pre-existing developments in several ways: an expansion in the usage of clinical technologies and telemedicine; a drop in access to sales reps; an emphasis on patient experience; the pace of digital innovation through pharmaceutical companies.

These developments were brought into sharper focus by the pandemic and added a sense of urgency; but they were already, by it and wide, in motion. COVID-19 pressed the accelerator rather than applying the brakes on these movements.

It has also uncovered new ways to overhaul a static status quo and make drastic changes in fields that have not yet received similar focus: opportunities to facilitate telemedicine and a wider connected health ecosystem; a move towards a data-driven, tailored concierge approach for reps; deeper reaching simulated medical events; improved patient service services (PSPs) observing data-driven, personalized concierge approach

Although these methods may have been seen in the past in tiny pockets of activity, they are the latest developments influencing the future of the company enterprise. Now is the time for digital transformation to double. It has been thought about by the pharmaceutical industry for years, but today, it must come out of necessity, faster and more thoroughly than anybody expected or was ready for.

The COVID-19 should provide pharmaceutical manufacturers with a wake-up call to assess their own digital sophistication and willingness to represent clients who are tailored to show that they fully understand their requirements. A fair evaluation of the organization’s modern marketing sophistication and a focus of changes are required to meet the evolving demands and responsibilities of sales managers, HCPs, patients and careers.

Marketing leaders must understand how good their business is in three main drivers when making this assessment:

• Using data to support corporate and marketing strategy
• To build personal experience for customers
• Technology to meet consumer requirements

The combined sophistication of data, customer experience and applied technology demonstrates new marketing readiness for an organization; measures against and prioritizes its business objectives. When viewed in this way, it becomes clear where the potential of a business stands, and a course of rapid evolution can be drawn up.

Conclusion:

Even before 2020, there were old ways of commercializing pharmaceutical products with brands of blockbusters, traditional releases, clear campaign combinations and generous budgets. The pandemic of COVID-19 has exacerbated these improvements and brought in many of them, including patient adherence, revised HCP practices and vanishing sales reps access. Although customer experience has once evaluated effect on the range of personal sales and frequency, its impact and importance are affected today. Customers – patients as well as HCPs – expect importance and need it more than ever before. Modern marketing impacts consumers who have customised interactions that reflect understanding and sensitivity to their needs.