For starters, a high degree of regulation hinders us. In addition, our offerings are technologically sophisticated which can make it difficult to connect on a more personal level. What’s more, sometimes patients and even prescribers have troubles sharing their positive experiences, especially when it comes to outcomes.
As if these external factors are not daunting enough, we often confront internal barriers in our own organizations. Barriers of our own creation.
While legal restrictions and compliance policies are essential, in some cases the internal enforcers act like lifeguards whose idea of doing their job is not to let anyone get into the pool, as one of our clients aptly put it.
The changing organizational structures of many major pharma players can reduce the organization's ability to understand and respond to customers in the most meaningful ways.
In today's pharma environment, it is virtually impossible for the lone brand manager to fully grasp the entire customer and stakeholder experience without the help of a strong multi-functional team. These teams must work well together and are a nice-to-have in many other industries, but in pharma they are essential in order to become truly customer-centric.
Understanding the customer can unlock new ways to compete not only more effectively, but more efficiently in the market. At StratX, we combine hands-on working sessions with experiential learning to reinforce the value of customer centricity and demonstrate how superior customer understanding can provide an actual competitive advantage.
Customer centricity is a quest that must constantly be pursued and ultimately it rests on the knowledge, attitudes and understanding of multi-functional teams. The only way to maintain and improve customer centricity is to both talk the talk and walk the walk, as they say. Experiential learning is a valuable tool in this process.
Learn more about driving organizational change by reading our Experiential Learning In Biopharma white paper.