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25BMR




Products & Services Customer Service Call Center Excellence

Building a World Class Medical Information and Patient Services Call Center

ID: PCS-214


Features:

11 Info Graphics

29 Data Graphics

440+ Metrics

49 Narratives


Pages: 53


Published: 2020


Delivery Format: Shipped


 

License Options:
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Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Medical information and patient services call centers need to focus on meeting the needs of customers who are increasingly mobile, increasingly connected, and increasingly impatient with slow service.

Low-performing medical information and patient services contact centers can damage customer relationships, increase compliance risks, and leave companies at a competitive disadvantage. To keep up with competition, successful pharma companies must adopt the latest tools and expand connectivity options to support a growing variety of customer interaction channels.

Best Practices, LLC undertook this benchmarking research to identify performance benchmarks for building a world-class medical information and patient services call center. This report provides medical and call center leaders with critical insights and metrics that can be used to evaluate and improve information and service call center effectiveness.

Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Medical Device; Biotech; Manufacturing; Science; Technology; Consumer Products


Companies Profiled:
Abbott; Zoetis Inc.; Advanced Sterilization Products; Akcea Therapeutics; Alcon Laboratories; Alexion Pharmaceuticals; Amgen; Astellas; AstraZeneca; Baxter International; Biogen; Biosense Webster; Boehringer Ingelheim; Cordis; Daiichi Sankyo; EMD Serono; Endo Health Solutions; Ethicon; Johnson & Johnson; Foundation Medicine; Galderma; GlaxoSmithKline ; Hoffmann-La Roche; Janssen; McKesson (Patient Relationship Solutions); Medtronic; Merck; Novartis Consumer Health; Ortho-Clinical Diagnostics; Pfizer; RECKITT BENCKISER; Sanofi Genzyme; Shionogi Inc.; Shire; Stryker; Sunovion; Takeda Pharmaceuticals; Teva Pharmaceutical Industries Ltd; UCB Pharma; United Therapeutics

Study Snapshot

Best Practices, LLC engaged 47 leaders at 39 life science companies in this research through a benchmark survey. More than half of the benchmark participants serve at the director / head level.

Key topics covered in this report include:

  • Call Center Team
  • Structure and Focus
  • Operational Excellence
  • Complaint Management
  • Performance Metrics
  • Technology Use and Impact
  • Future Trends and Issues

Key Findings

Select key insights uncovered from this report are noted below. Detailed findings are available in the full report.

  • Structure and Focus:

    • Majority of call centers are regional or country specific, operating as an internal corporate function and additionally may contract vendors for special and promotional activities.
    • Call centers focus first on 24-hour customer support and medical inquiries and second towards supplementing field-based promotional activities.
Table of Contents

Sr. No.
Topic
Slide No.
I.Overview and Research MethodologyPg. 4
II.Universe of LearningPg. 5
III.Key InsightsPg. 6
IV.Call Center TeamPg. 7
V.Structure and FocusPg. 10
VI.OperationsPg. 14
VII.Complaint ManagementPg. 20
VIII.Performance MetricsPg. 23
IX.Technology Use and ImpactPg. 27
X.Future Trends and IssuesPg. 36
XI.Participant DemographicsPg. 40
XII.AppendixPg. 43
XIII.About Best Practices, LLCPg. 53

    List of Charts & Exhibits

    I. Call Center Team

    • Corporate functions represented in benchmark call center leadership team
    • Job levels of the call center leader and the person to whom the leader reports

    II. Structure and Focus

    • Structure of the call center; Call center reporting function
    • Key call center focus areas
    • Approach taken by benchmark companies to operate their call centers

    III. Operational Excellence

    • Number of different categories of FTEs (full time equivalent employees) in contact centers
    • Total number of products supported by benchmark call centers
    • Approximate percentage of calls to contact centers by tier type
    • Education levels of call center agents (who speak directly with customers)
    • Presence of a back-up call center – separate from the primary center –to handle unexpected situations (such as a recall) that cause large fluctuations in call volume

    IV. Complaint Management

    • Approach toward tracking and resolving complaints that were not resolved during the first call
    • Segmenting / stratifying complaints to support identification of recurring problems and root cause analysis

    V. Performance Metrics

    • Call center metrics for each of the listed performance metric areas
    • Frequency of posting or reporting performance metrics to each of the listed stakeholder groups

    VI. Technology Use and Impact

    • Types of CRM / customer database systems used by call centers
    • Pros and cons of Salesforce
    • Capabilities of benchmark call center CRMs
    • Effectiveness of listed electronic or innovative communication channels used by benchmark call centers to interact with customers
    • Innovative uses of social media successfully deployed by benchmark call centers
    • Opportunities for pharma companies to take advantage of social media platforms’ customer service capabilities
    • New technologies or systems that will change the way call centers do business within the next two years
    • Success stories of new technology use within benchmark call centers

    VII. Future Trends and Issues
    • Most important issues or obstacles that call centers need to tackle within the next two years
    • Plans implemented around call centers to address new trends and/or issues
    • Struggles and/or lessons learned around changes to call centers during the global pandemic