REQUEST FOR PROPOSAL LATAM NextGen CRM

Novo Nordisk LATAM

Request for Proposal (RFP)
NextGen CRM

Issue Date [19-SEP-2018]

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REQUEST FOR PROPOSAL LATAM NextGen CRM

1. Project Description and LATAM NextGen CRM Requirements

The purpose of this project is to implement a LATAM NextGen CRM solution.

1.1 Background
The LATAM NextGen CRM technology provider will be responsible for providing the
software and licensing for a sales force automation product that will allow Novo Nordisk
field representatives to effectively manage their activities in the field. The vendor will be
responsible for data security, data privacy, periodic audits, and any other regulatory
aspect that Novo Nordisk may consider suitable.

The LATAM NextGen CRM solution will need to accommodate approximately 600 users
across Latin American field teams. The volume may increase or decrease depending on
Novo Nordisk’s future business growth which could include global affiliates in Novo
Nordisk A/S and the solution must be able to cope with such changes.

1.2 Project Purpose

1.3 As-Is - Technical Environment

Today Novo Nordisk is using SELAS (Siebel CRM), a separate app known as iSelling (for
CLM) with several stand-alone apps also having emerged over the years. SELAS is
operated and maintained by a system management organisation in India and they
operate based on input from LATAM affiliates while iSelling is a global Novo Nordisk
system operated and maintained from our organisation in India and HQ.

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Table 1 - Description of Novo Nordisk-Specific Architecture Systems

System Description
IO Data Lake - vIctOria Corporate IT Big Data Platform – OASIS based on Amazon Web
Services (AWS) which acts as an integration backbone for CRM
and reporting tools with QlikSense as the preferred BI
technology
IO SELAS (Sales CRM system for call planning and reporting for the sales force
Excellence Leveraging
Automation Software)

IO MAX (Market Access) CRM system for Market Access and Public Affairs based on IO
SELAS

IO MATT (Medical CRM system for Medical to manage their activities based on IO
Activities Tracking Tool) SELAS

IO SOMS (Sample Order System to manage orders for samples from customers.
Management System) Additional local systems also exist

IO Event Management System to manage events.

Additional local systems also exist

IO Coaching System used by field sales managers to coach the sales reps in
their teams

iSelling iPad application which hosts visual aids for e-Detailing based on
Adobe AEM/CQ5 platform

NovoMat Regional tool in Novo Nordisk LATAM to support the

promotional material approval process

The figure below depicts an illustrative view of the architecture landscape as a reference.
It may not represent all the interfaces that the existing application currently supports.
Novo Nordisk is looking for proposed solutions that address the interfaces of all existing
systems and more in the future as our business evolves.

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Figure 1: High level illustrative architecture

Current setup has IO SELAS system as the CRM system. It interacts with mobility and
reporting platforms. In addition, there are satellite systems which extract customer
information from IO SELAS database. In some instances, updates to data such as call
plan & territory are handled in these satellite systems and uploaded to IO SELAS system
using an excel sheet.

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Interface Application To SELAS From SELAS

Mobility - Chroma Customer Customer
Institution Institution
Customer Call Customer Call
Institution Call Institution Call
General Activity General Activity
ToT ToT
Change Request Change Request
Key Performance Indexes
Call Plan Compliances
OBIEE Key Performance Indexes Customer
Call Plan Compliances Institution
Customer Call
Institution Call
General Activity
ToT
Change Request
Key Performance Indexes
Call Plan Compliances
Export dB Customer Customer
Institution Institution
Customer Call Customer Call
Institution Call Institution Call
General Activity General Activity
ToT ToT
Change Request Change Request
Key Performance Indexes Key Performance Indexes
Call Plan Compliances Call Plan Compliances
Operational Call Plan KPI Targets
LATAM Systems Customer
Institution

Brazil Systems Customer

Institution

Figure 2: Integration overview

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1.4 To-Be – Logical Architecture

The vision for the future system landscape is shown below. While more details will be
available in future, it shows the expected flow in the system. The CRM system will
handle all the core functionalities and interface with the Content Management, Content
approval systems for CLM & data sources for receiving customer data. All additional
systems will interface via our integration backbone “vIctOria”. This backbone has the
capability to receive data in files (binary/flat) and from other databases. It will also talk
to the CRM system (bi-directional). The BI system will retrieve data from vIctOria.

Figure 3: Future architecture

1.5 Scope
 Design, configure and build new CRM system
 Design and build of all inbound and outbound interfaces
 System and Integration Test (SIT)
 Support User Acceptance Test (UAT)
 Data migration
 Environment management (e.g. preparing a test or training environment with
configuration and data or performing environment refreshes)
 Deployment in production and test/sanity checks (technical go-live) including initial
data loads (e.g. call plans or territories)
 Training materials and train-the-trainer session
 Full rollout to all affiliates (business go-lives)
 Handover to System Management
 Hyper care
 Warranty on defects

Out of Scope activities:

 Data cleansing

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2. Project Approach
The project follows the Novo Nordisk IT Project Management Methodology (ITPMM). ITPMM
builds on Novo Nordisk best practices for managing IT projects and it defines five phases
with decision Gates and Mandatory Output:

Figure 4: ITPMM phases and gates

The project is currently in the INITIATE project phase where focus is at:

 Establish strong project ownership and business anchoring

 Detail benefits, scope, cost and concept of the solution
 Define project approach, detailed for Analyse, high-level for Execute
 Select technology

This overall approach is designed to allow the project to front-load business and/or technical
challenges before final project planning is completed and G3 is approved, permitting the
project to focus on Change Management, system roll out and establishment of system
management organisation, while system implementation and qualification are executed.

2.1 Overall Project Approach

Novo Nordisk would like to deliver a new solution in the minimum time possible. For this the
project will seek a zero-customisation approach, only triggers could be regulatory and legal
requirements, and would like to emphasize that Line of Business will make their best effort
to adjust business processes to out-of-the-box functionality of Supplier’s solution, hence
Novo Nordisk doesn’t expect to include any requirement that requires additional efforts
aside from enabling and configuring existing features.

The project is proposing to take an iterative implementation approach where the Supplier
and Novo Nordisk project team work in close collaboration; designing the solution based on
workshops and where requirements are defined via solution demos and Novo Nordisk
process owners define/clarify the business processes. This way Novo Nordisk processes are
defined, harmonised, build and tested in sprints as part of an iterative process with clear
design and project milestones. This goes for both Analyse and Execute phase.

Novo Nordisk is simply proposing the above mentioned working approach, but requests the
Supplier to describe the implementation approach recommended by the Supplier. It is
expected that the Supplier will have industry best practices and in-depth knowledge on the
best approach for similar projects.

The project will be divided into an Analyse phase with a prototype and an
Execute/Implementation/Roll-out phase that will focus on building and rolling out the
functional scope as depicted in the three proposed phases outlined in Figure 5: Proposed
phases and functional scope.

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 Analyse phase / Prototype:

o During the Analyse phase Novo Nordisk would like to build a prototype
covering key functionality from end-to-end with selected interface(s).
o Novo Nordisk expects that minimum the customer database solution and data
flow through the CRM solution to the vIctOria Data Lake and BI report(s) has
been demonstrated to work satisfactory. Novo Nordisk would like the Supplier
to propose a scope for the Prototype.
o Besides the prototype Novo Nordisk expects the following are verified during
the Analyse phase:
 Technical solution for customer data and data management process.
Currently Novo Nordisk is assessing the future solution and Novo
Nordisk expects the Supplier to assist with knowledge and best
practices. Defining Master Data Management will be the responsibility
of Novo Nordisk.
 Conceptual solution for vIctOria and BI ensuring that data are turned
into actionable insight. This will mainly be driven by Novo Nordisk, but
Novo Nordisk expects the Supplier to assist with knowledge and best
practices and build the interface between CRM and vIctOria.
 Future IT system architecture and landscape aligned with the phased
approach.
 Data migration approach if decided to include in scope.
 OCM and Training strategy. Novo Nordisk plans to drive this, but would
like to understand if the Supplier can deliver OCM and Training
strategy and has qualified Brazil based resource(s). As a minimum the
Supplier is expected to deliver according to Enclosure 3.
 Business impact assessment and plan for business readiness incl.
process gap assessment and harmonisation of processes across LATAM
as preparation for the system configuration. Novo Nordisk would like
to ask the Supplier for a proposal on how to best secure business
readiness.
 Quality and documentation approach documented in the Quality Plan.
 Future CRM organisation and roles required post go-live (Supplier
support, NN system management, regional office, affiliates). Novo
Nordisk will drive this, but expects the Supplier to support with best
practices and recommendations.
o The learnings from the prototype as well as the iterative approach will assist
both Novo Nordisk and Supplier in understanding project complexity and the
resources required throughout the project. This understanding will be used to
refine the approach for the Execute phase.
o If the prototype is successful and the Supplier demonstrates ability to deliver
according to predefined success criteria, Novo Nordisk will make final Supplier
selection and move to the Execute phase.

 Execute/Implementation/Roll-out:
o Following the Analyse phase, Novo Nordisk envisions to implement the
solution in 3 phases (see Figure 5: Proposed phases and functional scope).
o Once Phase I is technical live Novo Nordisk would like to conduct a small pilot
with end-users to capture essential feedback regarding the solution and test
assumptions before full roll out.

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o Following a successful pilot and Novo Nordisk verification of the roll-out

approach, a waved Implementation/Roll-out to the remaining affiliates will
take place. Specific timeline and sequence to be defined.
o Furthermore as outlined in Figure 5, Novo Nordisk expects to start preparing
for Phase II and Phase III during Phase I.

The exact scope and timing of each Phase (as depicted in Figure 5: Proposed phases and
functional scope) will be adjusted during the Analyse phase based on business priorities,
Supplier advice and industry best practices. At G3 Supplier and Novo Nordisk must have an
agreement on the phased approach.

Figure 5: Proposed phases and functional scope

The proposed phases and functional scope outlined above are the result of internal Novo
Nordisk analysis of our current CRM maturity, tool usage and affiliate experience. It was
assessed that the maturity is higher within basic Sales CRM processes, while more advanced
processed like Events, KOL Engagement and Key Account Management were less mature.
To ensure an ambitious, yet realistic scope, the StC has decided to move Medical and MAPA
to phase II. If phase I is progressing as expected and the business is ready, Novo Nordisk
would like to have the flexibility to move forward the initiation of Phase II and III, please
describe the Supplier conditions/assumptions for how to handle this flexibility.

Novo Nordisk encourages the Supplier to propose alternative scope/phased approach and
relevant preparation activities for phase II/III during Phase I. It is important that Novo
Nordisk resources, role and effort required are clearly outlined so that the right decision can
be taken by relevant Novo Nordisk stakeholders.

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