CRM STRATEGY IN FACING CUSTOMER ENGAGEMENT POST- PANDEMIC SHIFTING FOR INDONESIAN PHARMACEUTICAL COMPANIES

• Main Author: Cita Padmasari, Catharina
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/70669
• Institution: Institut Teknologi Bandung

Customer Relationship Management (CRM) in the pharmaceutical industry is utilized to manage and maintain relationships with customers, most importantly healthcare professionals (HCP). Reassessing and improving customer engagement considering the environment's shifting dynamics will inevitably lead to better access for patients as the final consumers of pharmaceuticals. Initially, Covid-19 pandemic social restrictions created a new engagement model that depended solely on digital engagement. However, Covid-19 instances are declining, and pandemic recovery is accelerating. The financial situation is also slowly getting better. This movement can be stated as the post-pandemic era which is currently happening. The challenges according to this movement also display novel variety of new opportunity and solutions. As the movement happens globally, this movement also occurs on the customer relationship in pharmaceutical companies. There is a shifting engagement dynamic in Indonesia HCP as well which leaned into combination of digital and face to face interaction. This opportunity enables pharmaceutical companies to understand HCP’s current preferences. This research aims to build CRM in ‘Engagement Strategy’ with understanding the customer’s perspectives and moderated with internal stakeholders' capabilities and external forces. CRM engagement strategy as the result of the research will be used by pharmaceutical businesses in Indonesia during the post-pandemic has been built from customer profiling. The relationship is moderated by internal and external driving forces from the literature review. Internal driving forces are made up of content capabilities, sales force capabilities, and IT skills. These 3 forces show dominance internal aspect that often mentioned in the environment of Indonesia pharmaceutical companies CRM, whereas content is on area of what pharmaceutical companies shall offer to HCP, sales force capabilities is on area of the person in charge of the HCP engagement, and IT skills are collectively support technological aspects that can be enable in the hybrid engagement in CRM. The internal forces will be the internal factors for the CRM engagement strategy's business solution that have an impact on how it develops during post-pandemic using case-study approach. External driving forces, which include industry challenge, privacy policies, and regulatory. In the setting of Indonesian pharmaceutical businesses CRM, these three forces have a dominant external element that is frequently discussed. The external factors will be considered for the business solution of the CRM engagement strategy and will have an impact on how it develops. At the end, we will explore how these moderate variables impact the desired result, which is the CRM engagement strategy development. The primary research found that pharmaceutical companies have enabled hybrid engagement that aligns with flexible preferences of HCP that combine face-to- face and digital interactions that address data privacy concerns of HCPs. The result of this research is the importance of building CRM engagement strategy considering post-pandemic HCP’s engagement preferences for the pharmaceutical companies’ stakeholders. Pharmaceutical companies need to transform their usual face-to face interaction into flexible engagement strategies which fit post- pandemic situations as the customer strategy. Since there are small number publications of CRM studies in pharmaceutical companies in Indonesia, this research can be the foundation for further research in customer profiling, CRM, and hybrid engagement with HCP.