Beverly Smet | SVP, Global Accounts, Precision AQ
Co-authored by Fonny Schenck (former CEO, Across Health).
In our first blog,1 we confirmed in an evidence-based way that omnichannel is a key driver of CX in biopharma – and that CX, in turn, is a critical component of NPS and brand performance. In our second blog,² we zoomed in on the importance of a multimetric mindset, i.e., a balanced set of CX KPIs. In this third essay, we look at how to activate the findings of external CX benchmarking to ensure continuous improvement
The saying goes: “What gets measured, gets done.” However, in pharma CX programmes, data readouts followed by a strategic workshop often become the endpoint – while fully operationalising the findings rarely is. Yet CX benchmarking is not a “nice to have”: it should be followed by prioritised actions, which are then measured and iterated upon in a virtuous cycle. The real advantage of CX benchmarking comes from rallying teams, aligning culture and systems, and learning from execution. The opposite is “scorecard CX,” where insights are collected but not activated, resulting in misalignment and loss of momentum.
“Organisations that win on CX will be the ones that don’t just analyse experience but activate it every day, across every function.” – S. Albertson³
Because analysis should be followed by action, the ideal frequency depends on how fast priority changes can be deployed to customers. If meaningful change can be implemented within ~4 months, benchmarking should ideally take place 2–4 times per year, with full benchmark waves complemented by intermediate “light” waves that reassess focus areas and key KPIs – always including the competitive landscape.
If your implementation cycle is more like 8–10 months, annual benchmarking may be sufficient, but it risks leaving you blind to competitor changes and slowing momentum in the field.
Benchmarking CX and its key drivers – from channel mix to content and CX drivers – can deliver competitive advantage throughout the product life cycle, but value peaks at specific stages:
The prelaunch phase may seem surprising given limited brand data, but it is ideal for observing competitors and shaping launch readiness.
A second benchmark shortly after launch helps validate early experience and channel/content effectiveness with both prescribers and non-prescribers.
Growth-phase benchmarking helps optimise scaling, track new entrants, and stay ahead of market shifts.
In mature/decline, benchmarking is deprioritised, unless:
Where relevant, increasing pulse frequency helps accelerate course correction – for example, some launch brands run up to four waves per year because the first year is highly predictive of peak sales.
Precision AQ supported the launch of a drug in a highly competitive specialist market.⁵ A baseline benchmark was followed by strategic prioritisation and execution. A second benchmark conducted one year later showed strong improvements across all key CX parameters. Priorities were reset again with full leadership backing – establishing a repeatable cycle of learning and performance growth.
With AI influencing many business decisions, three key questions arise:
Across this three-part series, we have seen that:
Hopefully it has become abundantly clear that this discipline holds a lot of potential for ambitious, evidence-based biopharma brand leaders and related functions. Indeed, external benchmarking is a catalyst for CX optimisation by providing clarity, direction and actionable insights. It empowers organisations to learn from the best, set meaningful goals, and foster a culture of continuous improvement and customer-centricity.
“Being at least as good as the leader is a prerequisite to being competitive.” – Peter Drucker
Yet adoption in biopharma remains slow: in the 2025 Precision AQ Maturometer,⁶ fewer than 20% of respondents expressed confidence in their company’s external benchmarking approach.
However, according to BCG,⁷ pharma brands can increase sales by up to 15% when combining marketing-led and sales-led CX improvement. Establishing a test-and-learn culture is key: improvement happens through iteration, not overnight perfection.
Whether optimising content, omnichannel mix or CX drivers, external CX benchmarking equips teams to act with confidence. At Precision AQ we can support the full process: research design, insight readouts, strategic prioritisation, execution and impact measurement.
We wish you every success on this fun and strategic journey!
To discover how Navigator365™ Cx Benchmark can help uncover actionable customer insights and drive meaningful improvements in your brand’s customer experience and performance, get in touch!
References