 |
  |
CHALLENGE
Pharmaceutical companies - like our client - buy certificates and brands (so-called "dossiers") from large pharmaceutical companies such as Novartis and GSK after the products have reached the end of their life cycle. They then market the dossiers. Our client maintains a strong relationship with pharmacies and drugstores. As customers increasingly shop online in a digital world, our clients may well lose competitiveness as a result. The company wants to be proactive and find new innovative sales channels. And this is precisely where BeeUp came in.
APPROACH
The case study described the problem. In solving the case study, our users built up competencies in the areas of communication and business models in the pharmaceutical industry and the basics of the marketing mix.
The case study was published on BeeUp and was one of the first BeeUp case studies ever. Therefore, at the time, "only" around 110 users attempted to solve the challenge.
Our coaches accompanied the participants with virtual coaching. The coachings are necessary because: Crowdsourcing is very creative, but creativity alone is not enough in business model innovation. The result must be implementable!
The goal was to find creative and effective marketing measures with which our client could develop new distribution channels. That would eliminate the dependence on one distribution channel and win new customer segments.
RESULT
A team of engineers, whose team leader worked at Alstom, facilitated a mindset shift from pharmaceutical thinking to engineering approaches. This shift enabled new potentials to be explored and a very well-thought-out IoT solution. The team won the competition.
The great advantage of BeeUp crowdsourcing is: Because of coaching and iterations, mature solutions emerge, not just ideas.
The winning team was very systematic. Instead of going straight to the digital solution, the team first considered the "pains" of the different customer groups. It did not stop at the needs of the sick individual but also included family members and acquaintances of the ill person. More inclusive satisfaction of needs automatically means that clients are willing to pay more for the new IoT offerings. The new value proposition could only be realised with digital technologies, namely IoT. It expanded our client's market. The management reacted very positively to the proposed solution. An out-of-the-box solution that builds on existing core competencies and is implementable at the same time was new.
MISUNDERSTOOD "AGILITY".
The client decided to implement the business model with agile teams. Internal power plays unfortunately hit the company at the time. Shortly afterwards, the CEO had to leave the company for other reasons - the leaderless project died.
The market later showed that the business model could have been implemented. A start-up company from Sweden (unrelated to BeeUp) recently became successful and showed that our client would have started in 2017 with a four-year head start.
The mistake: From the beginning, the project was understood as a project detached from the traditional management structure. The old CEO gave the project legitimacy. Without structurally anchoring the project at the beginning of a transformation process, companies ruin their chance of success!
That is why our BEEUP Transformation Rails focuses strongly on moments of order. Read more about our offer here.
If you are curious about how you can use crowdsourcing today to achieve very great success in unknown markets tomorrow and anchor this success in a structurally sustainable way, then talk to us!
