at that hotel gets an alert with
any relevant information about
the customer so that they can fix
it before that person checks out.
Within a year of adopting analytics across the company, Starwood
doubled incremental revenue from
The good news for pharmaceuti-
cal companies is that this kind of
improvement does not require
massive investments. Instead, it re-
quires working smart. That means
making necessary changes to
processes to frame business prob-
lems in analytics terms, design
solutions, and translate them into
actions that improve the customer
experience in some meaning-
ful way. Working smart requires
linking big data infrastructure and
analytics platforms in ways that al-
low firms to stay on top of changes
in the industry and emerging data
sets. Lastly, it requires that orga-
nizations put data scientists and
business leaders together to collab-
oratively solve problems.
For pharmaceutical companies
seeking to build up their analytics
capabilities, these steps can help
them capitalize on the potential
impact of the technology and start
using it to improve their performance today.
To provide an example for one sec-
tor of the industry, drawing from
the results of the report and from
his significant experience, here are
some insights from my colleague
at ZS, Ganesh Vedarajan, about
where medtech needs to go.
Provided that companies can
overcome a bit of organizational
inertia, they will start making
investments that pay off over time.
The value is there, and it’s only
going to grow for companies that
start building the foundation. In
the future, it will be impossible
to survive in medtech without a
strong analytics capability.