From Solos to Symphony: How Pharma Marketing Ops Can Help Harmonize Customer Communications

aprimo.com © Copyright 2016. All rights reserved. Confidential. Proprietary.
How Pharma Marketing Ops Can Help
Harmonize Customer Communications
From Solos to Symphony

2 aprimo.com © Copyright 2016. All rights reserved. Confidential. Proprietary.
Healthcare marketing is in the
middle of a major transformation.

From Pharma-friendly
To Pharma-hostile

From DTC Advertising Age
To Post-Digital Age

From HCP Sales
To HCP Service

From Controlled Content
To Liquid Content

From Brands Control Message
To Customers Control Message

From Block Busters
To Niche Busters

From Pills
To People

Consumers and HCP’s are also in
the middle of a major
transformation.

New Digital Reality
Even just a couple
years ago…
Internet was a wall of
webpages.
Phones were just to
make calls.
TV and computing
were unrelated.
Now it’s all about
interconnected, entertaining
experiences that are mobile,
personalized, shared,
immediate, easy, fun.

New Digital Reality
Content
Interaction
Audience
From a “Library” model To a “Network” model
“Dimensionalizing” the experience
Content hub
Useful resources
Standard information
Common experience
Evergreen content
Decision engine
Usable services
Information visualizations
Personalized experience
Dynamic insights

Personalization expectations plus
complimentary services: The New Digital Norm
Pharma’s competitive differentiation is shifting from
molecule alone to molecule + complimentary service
• MOA
• Efficacy
• Safety/Tolerability
• Price
• Technology
• Data
• Companion Services
New Pharma “Value” =
+ complimentary service
Sanofi iBGStar Asthmapolis Proteus

© 2015
Right time
Best channel
Relevant content
Personalized
Consumers expect individual experiences when interacting with brands
= personal real-time value

Current Pharma Marketers Experience:
Clusters and Silos
INTERNAL
AGENCY
Cost
Speed
Engagement
Conversion
Medium
Process
Mix Optimization
DISPERSED MESSAGE
& TIMING
INTERACTION
TOUCH POINTS
DRIVERS &
INFLUENCERS
Consumer or
HCP
Social
Mail
IVA
Web
Mobile
In Office
Email
Contact Center
EHR
Location
Anonymous
ANALYTICS
MARKETER

Resulting in an inconsistent customer
experience
Loyalty
Opportunity
Response Time
Engagement
Fulfillment
SALES
MARKETING
CUSTOMER
SERVICE
DIGITAL
OPERATIONS
DEPARTMENT SILOS PERCEIVED VALUE
POINTS OF INTERACTION
Contact
Center
EHR
IVA
In Office
Online
Email
Mobile
Mail
Social
Consumer or
HCP
Perhaps I should
look into a different
medication or
pharma company
that actually
understands me
and what I need.

“Companies are finding they need to
manage their marketing resources,
partly due to the growing complexity
of their marketing organizations and
partly to promote greater agility
across the marketing mix.”
- Gartner Magic Quadrant for
Marketing Resource Management, 2016

“Improved customer communication
management can help better connect
brands with their customers.”
- Price Waterhouse Cooper Customer Centric Marketing, 2016

Marketing Operations is a discipline that combines people, processes and technology
to enhance a company’s ability to deliver and optimize internal and external
marketing resources to drive a better, customer-centric experience.
Why are we
so complex?
Our
competition is
outpacing us.
“Let me put
on my
compliance
hat.”
We never
properly
integrated.
We need to
be more
strategic.

Challenges to Personalization

22 © 2015 Teradata
Agile Marketing Operations
• Linear process
• Long planning
cycles
• Predictable
outcomes
Legacy Marketing Content Management

In context of the new digital norm
What happens when
that beautiful rigid
process you created is
now working against
you?

Essential Customer
Communication Management
Components

Essential Customer-Centric Communication
Components
•Establishes communication rules and policies across all functions
•Responsible for developing and approving rules for frequency, prioritization and
consolidation of customer communication
•Establishing common governance processes supports:
•Content consistency and reuse
•Increased collaboration among business units (e.g. shared content calendars)
•Creates a centralized communications rules repository
Governance
•Effective content organization
•Efficiency and reusability
•Customer insights and personalization
•Metrics and measurement
Technology Management

aprimo.com © Copyright 2016. All rights reserved. Confidential. Proprietary.26
Establishing a Customer-Centric
Communications COE
Value Realization
The COE can act as a shared services
organization that behaves like a central point
of contact to facilitate collaboration
between different lines of business
(Marketing, IT, enterprise architects,
database administrators) and essentially all
stakeholders of the Operational Governance
Hub to ensure business value is realized.
Risk Mitigation
Not having a COE exposes the organization
to risk as it will lack the necessary ecosystem
to optimize resources, funding, competencies
and governance structure around the
program and technology.

Objectives
Value Attainment
•Foster a culture of continuous improvement
•Provide visibility into quality and performance
parameters
•Keep the organization informed by aligning
applications and services with business objectives
•Lower total cost of ownership
Technology Ownership
•Identify core patterns for integrations
•Broaden the reach of enterprise application
deployment, migrations, consolidations and
upgrades
•Maintain vendor partnerships and engagement
(technology partner)
Propagation of Knowledge
•Establish domain expertise
•Improve knowledge sharing
•Reinforce the change management program
•Establish an environment for sharing best practices

Balance Centralization Governance
Framework: From Solos to Harmonizing
Centralized Decentralized
CCM CCM
Highly Centralized Balanced Centralization Decentralized
CCM
Centralized control. Little business unit
autonomy:
• Central team does most of the
work creating policies and
procedures
• Business units translate materials
and tweak for regulatory/legal
• Slow-to-no market reaction
capabilities
Central team coordinates creation of common CRM
practice materials using input of larger business unit
ecosystem to leverage efficiency:
• 70/30 rule adopted
• 70% Management of common CCM
practice driving unification (and consistent)
dialogue within markets
• 30% CRM market specific strategy
contributed by business units
• Allows business unit input, flexibility, autonomy for
adaptation and market reaction
Decentralized guidance is small:
• Close to Current State
• Large economies act independently,
sharing their work with the CCM CoE
who tries to repurposes and push
policies out based on input
• Business units prioritize departmental
goals rather than organizational,
resulting in minimal adoption

Governance Structure
COE LEADERSHIP
The leadership team provides executive support and governance to projects teams.
Sample Roles: Marketing Operations Ownership, Chief Customer or Experience Officer, Chairman or
Board Member, IT Executive Sponsor, Business Executive Sponsor, Enterprise Architect, Process
Champion and COE Manager.

COE LEADERSHIP
COE Core Team
This team handles demand and
intake from project teams. They
are tasked with standardizing
the delivery process and
performing the value-added
services of the COE.
They own and improve best
practices and methodology,
enable project team members,
and participate in
program/project governance.
COE Extended Team
The extended team (business
units) develops platform and
application experience and
knowledge in their individual
domains to support CRM
projects.
They provide feedback to the
Core Team on ways they can
improve delivery.
Project Team(s)
Project teams manage and
drive the project.
They are responsible for the day
to day deliverables, scope and
delivery project outcomes,
according to the best practices
and methodology set by
the COE.

“The Harvard Business review states that cross-functional teams
that did not have an oversight champion or had moderate
governance support had a 19% success rate,
where as projects that had strong governance support, either by a
high-level cross-functional or by a high-level executive champion,
had a 76% success rate.”

Balanced Centralized Operating Model

CCM COE Planning and
Implementation Objectives
CCM
COE
Digital
Maturity
CRM
Governance
Change
Management
+ Scale
Strategy &
Execution
CRM
Academy
Methodology
Tools &
Platforms
CRM
Innovation
Lab
• Accountability
• KPI’s
• Roles & Responsibilities
• Adoption
• Change Agents
• CRM Acceleration
• Vision & Impact of CRM experience
• Customer Journey Mapping
• Common CRM Practice Materials
• Promotes Cross-Org Collaboration
• CRM Champions, SME’s, Mini
COE’s, Business Units
• Global Execution
• Best Practices
• Train the Trainer
• Trainer
• Reskilling
• Agile & Incremental
• Insights & Feedback
• Prioritized Strategic &
Technology Roadmap to
Support CRM Experience
• Ideation &
Innovation
• Iterations
• User Research
• Starting point
• SWOT
• Gap Analysis

Customer Centric Communications Hub
(The Brains)
Production & Content
Calendars
Workflow Engine
Best Practices
Corporate Brand
Marketing
Agency
Creative Department
Marketing
Operations / MLR
Marketing
Strategy
Business Rules
Operations Data
& Visualization
IT

The transition to the modern marketing organization is a
learning journey and will not happen overnight.
• Strategic investments in digital
channels
• Creation of new roles to support
digital marketing and
ecommerce
• Separation of traditional and
digital marketing processes
• Digital marketing becomes more
coordinated with broad
marketing organization
• New processes and systems
required to integrate digital
marketing with traditional
marketing
• Initial cross-channel
measurement of marketing
effectiveness
• Entire organization has fully-
integrated omni-channel
orientation
• Organization is skilled at
integrating new marketing
channels and capabilities into
existing operating model
• Marketing metrics and
incentives are integrated
across all selling channels
“Beginner”
modern marketing org
“Intermediate”
“Advanced”

The Role of the CCM COE at
Mature Organizations
• Owner of all direct marketing contact with
the customer
• Responsible for managing all campaign
design activities
– The business users identify campaign opportunities
and hand them over to the CCM Team for design,
build, execution, measurement and refinement
• CCM Team contains a range of skills and roles:
– Business Owners (including Segment Managers)
– Campaign Coordinators
– Analysts / Statisticians
– Data Quality Steward

Michael Smith
michael.smith@aprimo.com
Thank you!

From Solos to Symphony: How Pharma Marketing Ops Can Help Harmonize Customer Communications

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From Solos to Symphony: How Pharma Marketing Ops Can Help Harmonize Customer Communications