Ref: IMD-3-2437

Case study

Reference: IMD-3-2437

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Digital transformation at Novartis to improve customer engagement

Donald A. Marchand

By Emeritus Professor Donald A. MarchandDonald A. Marchand and Polina Bochukova

The pharmaceutical industry was under siege, with regular price rollbacks and the powerful advance of generics frequently making news headlines. Many of the industry’s leading companies, including Novartis, were cutting their sales forces, while sales representatives who still had jobs felt increasingly disengaged.

David Epstein, the head of Novartis’s Pharmaceuticals division, bucked the trend. He introduced a strategic initiative that aimed to fundamentally transform Novartis’ selling model. Epstein committed to an aspirational goal of equipping 80% of the company’s field forces worldwide with the latest iPad technology by the end of 2012, in just 15 months. A few months later, he set his teams an even more ambitious challenge: to equip 100% of the sales force by the end of 2013, which meant rolling out 25,000 new devices across the globe within a two-year period.

Novartis was about to embark on a digital transformation journey, with the ultimate goal of providing the right drug to the right patient at the right time.

Learning Objective

  1. Leading organizational transformation programmes
  2. New models of customer engagement in the pharmaceutical industry
  3. Harnessing the power of digital for strategic and operational change
Keywords Customer Engagement, Customer Relationship Management, Digital Transformation, General Management, Pharmaceuticals, Sales Force
Settings Global
Type Field Research
Copyright ©2014
Available Languages English, Chinese
Related material Teaching note, Video
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Reference: IMD-3-2437

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Reference: IMD-3-2437

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