FuturePharma 2018, Boston
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Practical Applications for Building a Center of Excellence
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FuturePharma 2018, Boston
- 1. PRACTICAL APPLICATIONS FOR BUILDING A CENTER OF EXCELLENCE FORM & FUNCTION FOR CUSTOMER ENGAGEMENT Neil Keene September 2018
- 2. ABOUT ME Neil Keene Neil Keene is a pharmaceutical marketing innovator and digital/MCM expert with over 20 years of progressive marketing experience. Neil began his career in the marketing agency arena in NYC, playing a strategic role with global firms Wunderman (Y&R), FCB and Draft. In the 2000s, he began working with market-leading pharmaceutical companies GSK, Teva Pharmaceuticals and Forest Laboratories. Neil was on the management launch team that received FDA approval of Viibryd and executed the successful sale of Trovis Pharmaceuticals to Forest Labs (FRX) for $1.3B. Neil has consulted and worked with multiple pharmaceutical and biotech companies for development and improvement of Multi-Channel Marketing capabilities in CoE, most recently at Boehringer and Sunovion.
- 3. AGENDA How Should a digital CoE Serve your Organization? Evaluating Challenges Building the Framework for your CoE Sample Case Study Examples Measuring KPIs and Engagement Q&A 1 2 3 4 5 6 TODAY’S AGENDA
- 4. DIGITAL EXECUTION HAS CHANGED AND ORGANIZING STRATEGY HAS EVOLVED Database Marketing CRM Customer Engagement Management Building a Center of Excellence for Customer Engagement 4
- 5. EVOLUTION OF STRATEGIC MARKETING 2000-2018 DATABASE MARKETING CRM CUSTOMER ENGAGEMENT MANAGEMENT MULTI- CHANNEL MARKETING Building a Center of Excellence for Customer Engagement 5
- 6. WHAT SHOULD A CoE DO FOR YOUR ORGANIZATION? A center of excellence for MCM/CEM should drive and coordinate the organization’s the entire efforts This provides guidance on how the organizations core digital assets and IT systems can be leveraged, freeing leadership teams to focus on what is unique about their markets and brands. A successful approach can balance the need to be cost effective with the creativity essential to meet the needs of segments of one, allowing for seamless execution and ease of analysis for ROI Building a Center of Excellence for Customer Engagement 6
- 7. EVALUATING YOUR ORGANIZATIONS’ CHALLENGES People come first then ‘Systems’ Define the solution first, then Create the solution Thread through the solution should be the framework Involve your vendors and agencies and make them ‘partners’ Building a Center of Excellence for Customer Engagement 7
- 8. What We’ve Heard… Building a Center of Excellence for Customer Engagement 8 “Our MCM is Ad Hoc, inconsistent and reactive” “We don’t have a customer-centric culture here and our group is seen as executors” “It’s very difficult to rely on a true ROI without an integrated process” “There are a few believers but to create a CoE would be too expensive and we don’t have the resources” “This group is perceived as a digital team, not for customer engagement and our overall marketing suffers”
- 9. Evaluating Challenges Brand teams play an essential part in successful CoE implementation with brand marketing incorporating CES in their brand plans and provide MCM-ready content. Lack of Innovation: CoE engagement have issues due to lack of understanding, employing only known tools and past strategies in strategic planning. Introduce Important CoE Processes into how Marketing Tactics and Strategies are planned and executed. Marketing Excellence: Channel mix, Targeting, Segmentation, Analysis Successful companies have embarked on a rigorous program to train their brand teams to produce Content Marketing: Include all stakeholders and CoE in brand strategies whenever possible. Building a Center of Excellence for Customer Engagement 9 1 2 3
- 10. Laws of Implementing Systemic Success Building a Center of Excellence for Customer Engagement 10
- 11. CREATING YOUR FRAMEWORK: CoE STRUCTURE & FUNCTION
- 12. Your CoE Customer-Centric Tactical Execution VeevaVault, Agency Partners, Strategy & Brand Management Strat/Tactical Planning, SWOT, Gap Analysis Change Management & Scale Adoption, Change Agents, Digital Acceleration Digital Governance Accountability, KPIs, Roles & Responsibilities Customer Engagement Training Best Practices, Train the Trainer, Training Reskilling Methodology Tools & Platforms Agile & Incremental, Insights & Feedback, Marketing Technologies Digital Lab Ideation & Innovation, Testing, New Technology
- 13. ONLY 23% OF B2B MARKETERS claim to have a customer-centric organizational structure–versus a channel- or product-centric structure. Scale your B2B Customer Obsession with a Go-to-Customer Strategy. Forrester’s Strategic Plan: The B2B Marketing Playbook
- 14. MAPPING COE STRUCTURE WILL REQUIRE DEEP EXPERIENCE IN CULTURAL CHANGE MANAGEMENT What positions and leaders should be in what organizational structure of your CoE? - Linking with corporate strategy and establishing a new improved culture Define processes and elements - increased synergies Document and map out the vision for the future – increased ROI Building a Center of Excellence for Customer Engagement 14 Important Considerations 1. Creating structure alignment with roles and responsibilities 2. Implementation plans 3. Executive and Marketing buy-in
- 15. EACH CORE PROCESS OF SUCCESS WILL BE A PILLAR WITHIN YOUR ORGANIZATION Targeting Building a Center of Excellence for Customer Engagement 15 Segmentation Content Mix Methodology Analysis & Reporting Message Mapping
- 16. Create a System-Wide Standard for Defining Segmentation Building a Center of Excellence for Customer Engagement 16 Targeting & Segmentation > Executive Summary > Goals > Process > Key data sources used for customer segmentation strategy > Brand Affinity > Message Affinity > Market Variables > Targeting Strategy, Hierarchy & Details > Immediate recommendations for activating customer segmentation strategy > Long-term recommendations for the progression of customer segmentation strategy > Supporting documents used for customer segmentation strategy
- 17. Building a Center of Excellence for Customer Engagement 17 17 BEHAVIOR • Prescribe CATEGORY B A but have not yet prescribed PRODUCT A COMMUNICATION OBJECTIVEATTITUDES / MOTIVATIONS Barriers: • Crowded market and low share of voice • Unaware of ‘mode of action’ inhibition benefits of the combined product A profile • Unaware of Product A differentiated profile • Not clear on appropriate patient type Drivers: • Familiar with both components of PRODUCT A • Open to using category B therapies • Some have had positive experience prescribing Category B Communication Objective: • Maximize trial by increasing unaided awareness and brand recall based on the following messages: • Introduce indications/Use, dual inhibition, superior EFFICACY, and appropriate patient type ‘Specialty Type A’, AWARENESS Prescribing Behavior: Clinical and specialist Specialty: Adoption Ladder: Awareness (Rx but not yet prescribed Product A) Tonality: Clinical, focused on educating the segment about connection of individual components and brand efficacy Efficacy Core Message Appropriate Patient MOA/PK CONTENT FLOW Savings/Access Dosing Safety
- 18. Create a System-Wide Standard for Defining Content Planning Building a Center of Excellence for Customer Engagement 18 Content Planning Executive Summary Goals Process Key research used for channel recommendations Broad Channel Palette Segment Channel Prioritization Channel Viability Refinement Balanced Channel Mix Immediate Recommendations for channel mix execution Long-term Recommendations to expand channel strategy execution Supporting documents used for channel mix methodology
- 19. A stepwise approach to identifying content opportunities and aligning content to segments Building a Center of Excellence for Customer Engagement 19 19 Content Gap Analysis > Articulate unmet needs and opportunities overall and by segment > Identify opportunities to improve existing content to align with segments Adoption Ladder & Communication Objectives > Define key drivers and barriers for each targeted segment at relevant steps in the user journey > Determine most relevant communication objectives to move segments along journey Brand/Market/ Competitive Content Audit > Identify content depth, visibility and accessibility by brand > Identify strengths and weaknesses of content by brand Segment Message Mapping > Prioritized list of content by segment > Develop messaging sequence based on prioritization and impact Content Inventory and Performance Audit > Identify and catalogue existing brand content assets > Tag content by category, topic and intended audience > Include all available performance data by content asset
- 20. Map Your Content & Messaging to Segments Building a Center of Excellence for Customer Engagement 20 PCP Awareness PA PCP TrialPT PCP UsePU Efficacy Appropriate Patient Core Message Efficacy Appropriate Patient Efficacy Appropriate Patient Core Message Core Message Savings/Access Dosing Safety MOA MOA MOA Savings/Access Dosing Safety Savings/Access Dosing Safety Message Mapping
- 21. The Complete Integration of Your Strategic Excellence Framework Building a Center of Excellence for Customer Engagement 21 Strategic Excellence Framework Planning Campaign Planning Analysis and Optimization CUSTOMER SEGMENTATION CONTENT STRATEGY CONTENT MIX CAMPAIGN DEVELOPMENT Campaign Execution MEASUREMENT AND OPTIMIZATION • Brand target list with CVM- based segmentation • Message mapping with new segmentation • Patient predictive modeling and patient demographics • Audit of promotional brand assets and competitive content • Gap Analysis to identify opportunities for new content • Establish communication objectives, drivers and barriers for each segment • Map messages to segments based on communication objectives • Utilize first and third party research to identify the channels with targeted marketing and refine based on feasibility and budget • Determine media partner role and deployments • Channel recommendations by segment that maximize engagement, reach and impact 2017 - 6 Month Campaign • Targeted micro-segments, identified via the Strategic Excellence Framework planning • Each micro-segment will receive customized and contextual content • Emails drove to 9 HUB landing pages June 2017 Q1/Q2 2017 Campaign Framework May 2017
- 22. INTEGRATION & TRAINING THROUGHOUT YOUR CoE RE-INVENTION Your Organization Needs to Believe in this Change CoE engagement have issues due to lack of understanding, employing only known tools and past strategies in strategic planning. Create A Shared Understanding within your Organization Marketing Excellence: Channel mix, Targeting, Segmentation, Analysis Create Your Leadership Group and Execution Teams Include all stakeholders and CoE in brand strategies whenever possible, believe in the change Building a Center of Excellence for Customer Engagement 22 1 2 3
- 23. CREATING A FRAMEWORK: HOW DOES THE CoE FUNCTION?
- 24. EACH CORE PROCESS OF SUCCESS WILL BE A PILLAR WITHIN YOUR ORGANIZATION Targeting Building a Center of Excellence for Customer Engagement 24 Segmentation Content Mix Methodology Analysis & Reporting Message Mapping
- 25. INNOVATION AND NEW SYSTEMS OF MARKETING OTT Advertising AR/VR Big Data AI/Machine Learning Programmatic Marketing Dynamic Online Tools
- 26. Create New Digital Channels for Customer Engagement Building a Center of Excellence for Customer Engagement 26 Say hello to Sophia, Novo Nordisk's new online chatbot, available 24/7 for diabetes questions The rise in penetration of connected devices in the healthcare sector in multiple channels has a forecasted a $5B AR/VR healthcare market by 2023
- 27. CREATING A FRAMEWORK: How Do We Create Change?
- 28. Digital Integration is Facing a ‘Moment of Truth’ Building a Center of Excellence for Customer Engagement 28 P&G conglomerate has a $2.4 Billion U.S. ad budget 20-30% of waste in media supply chain ”It’s high time that the industry collectively grows up and adheres to common standard.” Unilever announced plans to cut its global roster of agencies in half from 3,000 to 1,500 shops and crank out 30% fewer ads. During the first half of program, it dropped agency spend by 17 percent.
- 29. WHAT STRATEGIC DECISIONS ARE NECESSARY TO CAPTURE THE ELUSIVE ROI • Determining the ‘Payoff’ of MCM and CE • Structure of CoE will breed your philosophy throughout organization • KPIs need to be based on Customer Engagement not click/open rates • Function of matching digital activity to value is not a KPI or a reliable measure • Transform the entrenched Process of ‘test and control’ in your organization • Plan for Change and required milestones for organization • Measurement of customer engagement depends on an accepted, centralized and realistic process Building a Center of Excellence for Customer Engagement 29
- 30. SUMMARY Executive buy-in, leadership and ownership, including time, budget and resource commitments Clearly defined standardized processes for executing and managing execution AND strategy (pillars of activation) Integrate the Center of Excellence model into your organizations strategic/tactical planning and execution Take a systemic approach to determining which CoE elements can lead to a major shift in organization success…plan, test, communicate 1 2 3 4
- 32. HOW DO YOU MEASURE CE ROI KPIs Value/Quality of Engagement Creating a Center for Learning Building a Center of Excellence for Customer Engagement 32
Notas do Editor
- This provides guidance on how the organizations core digital assets and IT systems can be leveraged, freeing leadership teams to focus on what is unique about their markets and brands. A successful approach can balance the need to be cost effective with the creativity essential to meet the needs of segments of one, allowing for seamless execution and ease of analysis for ROI Digital iPad question: What do you see as the main benefits of a successful CoE? (more customer centric organization, more innovation
- -To overcome inertia, some companies go so far as to require brand teams to devote a certain minimum share of the marketing budget to digital channels. In addition, a mentoring program, in which MCM experts coach and tutor brand managers, can be a successful way to promote MCM capabilities within the brand teams. - Also, many MCM initiatives have suffered delayed updates of content—such as material for an e-CME program or a website—as well as content that was not designed specifically for the channels in question; rather, it was a mere recycling of traditional field-force material.
- This capability is concentrated on the central ownership of methodologies and the establishment of a credible authority to define, customize, and enforce standards. The CoE has to become the trusted source of digital and CEM expertise owning all related methods, tools, and techniques. This demands, among others, expertise in governance and resource management.
- We found that currently, 74.41% of our participants do not have a digital centre of excellence and 13.95% are looking to launch one within 1 year. Only 13% didn't think a centre of excellent was relevant to their business, meaning a massive 60% of businesses wanted a Digital Centre of Excellence but hadn't yet created one….
- Creating alignment, governance, and convergence of all CoE-related services within organization with the aim to increase synergies and consistency, ultimately leading to increased return on investment.
- Content management audit can also be included in the mix as a sub-segment to Channel mix or by itself.
- -To overcome inertia, some companies go so far as to require brand teams to devote a certain minimum share of the marketing budget to digital channels. In addition, a mentoring program, in which MCM experts coach and tutor brand managers, can be a successful way to promote MCM capabilities within the brand teams. - Also, many MCM initiatives have suffered delayed updates of content—such as material for an e-CME program or a website—as well as content that was not designed specifically for the channels in question; rather, it was a mere recycling of traditional field-force material.
- -To overcome inertia, some companies go so far as to require brand teams to devote a certain minimum share of the marketing budget to digital channels. In addition, a mentoring program, in which MCM experts coach and tutor brand managers, can be a successful way to promote MCM capabilities within the brand teams. - Also, many MCM initiatives have suffered delayed updates of content—such as material for an e-CME program or a website—as well as content that was not designed specifically for the channels in question; rather, it was a mere recycling of traditional field-force material.
- -To overcome inertia, some companies go so far as to require brand teams to devote a certain minimum share of the marketing budget to digital channels. In addition, a mentoring program, in which MCM experts coach and tutor brand managers, can be a successful way to promote MCM capabilities within the brand teams. - Also, many MCM initiatives have suffered delayed updates of content—such as material for an e-CME program or a website—as well as content that was not designed specifically for the channels in question; rather, it was a mere recycling of traditional field-force material.
- -To overcome inertia, some companies go so far as to require brand teams to devote a certain minimum share of the marketing budget to digital channels. In addition, a mentoring program, in which MCM experts coach and tutor brand managers, can be a successful way to promote MCM capabilities within the brand teams. - Also, many MCM initiatives have suffered delayed updates of content—such as material for an e-CME program or a website—as well as content that was not designed specifically for the channels in question; rather, it was a mere recycling of traditional field-force material.
- -To overcome inertia, some companies go so far as to require brand teams to devote a certain minimum share of the marketing budget to digital channels. In addition, a mentoring program, in which MCM experts coach and tutor brand managers, can be a successful way to promote MCM capabilities within the brand teams. - Also, many MCM initiatives have suffered delayed updates of content—such as material for an e-CME program or a website—as well as content that was not designed specifically for the channels in question; rather, it was a mere recycling of traditional field-force material.
- -To overcome inertia, some companies go so far as to require brand teams to devote a certain minimum share of the marketing budget to digital channels. In addition, a mentoring program, in which MCM experts coach and tutor brand managers, can be a successful way to promote MCM capabilities within the brand teams. - Also, many MCM initiatives have suffered delayed updates of content—such as material for an e-CME program or a website—as well as content that was not designed specifically for the channels in question; rather, it was a mere recycling of traditional field-force material.
- -To overcome inertia, some companies go so far as to require brand teams to devote a certain minimum share of the marketing budget to digital channels. In addition, a mentoring program, in which MCM experts coach and tutor brand managers, can be a successful way to promote MCM capabilities within the brand teams. - Also, many MCM initiatives have suffered delayed updates of content—such as material for an e-CME program or a website—as well as content that was not designed specifically for the channels in question; rather, it was a mere recycling of traditional field-force material.
- Content management audit can also be included in the mix as a sub-segment to Channel mix or by itself.
- Sophia was born after Novo noticed spikes in online traffic to its Cornerstones4Care.com website between 11 p.m. and 1 a.m., reinforcing the need for information outside standard HCP hours.
- Ultimatum that they clean up practices and play by the megabrand’s rules Headline - Procter & Gamble chief brand officer Marc Pritchard, who holds the strings to the conglomerate’s $2.4 billion annual U.S. advertising purse, threatened to yank his company’s spend if they fail to address the growing mess of issues in digital advertising like fraud, brand safety and transparency Waste - 20 to 30 percent of waste in the media supply chain because of lack of viewability, nontransparent contracts, nontransparent measurement of inputs, fraud Fraud detection - In another move to open up ad transparency, P&G’s programmatic partner The Trade Desk partnered with bots-detection company White Ops last week to eliminate ad fraud—before buyers are charged—from inventory offered by supply-side platforms
- The lack of convincing proof that MCM pays off has damaged the reputation of these efforts within companies. Thus, it is critical for companies to create robust methods for tracking return on investment, a move that will help them understand which approaches have hit at least a minimum level of success (so they can be rolled out more broadly) and which have not (so they can be corrected). Measuring ROI involves tracking KPIs such as click rates, number of users for a website or app, call durations, and physician satisfaction levels. But most pharmaceutical-industry MCM pilots have been too small to allow for a reliable ROI measurement, too brief for adequate testing, or designed in a way not suitable for measurement. Key shortcomings in pilot design have included the lack of a clear definition of the baseline performance and the failure to establish a control group of physicians to show how a marketing program will perform in the absence of MCM. MCM is no longer a “nice to have” capability. In the current challenging pharmaceutical industry, MCM’s potential to boost revenues and cut costs are compelling reasons to make the institutional changes necessary for this new means of connecting with physicians in the digital world. Companies certainly have the data right now to deliver on MCM. Effective marketing approaches can make use of that wealth of data, allowing pharmaceutical companies to tailor their content and channel mix to maximum effect. What many companies lack, however, is a plan for change and the organizational patience required to transform entrenched processes, incentives, and ways of thinking. Both elements are required in a highly connected world where success in reaching physicians and patients depends on the relevance of content and the quality of the interaction. The question now is whether the industry will make the investments required to build an MCM approach that yields reliable execution and healthy returns.
- The lack of convincing proof that MCM pays off has damaged the reputation of these efforts within companies. Thus, it is critical for companies to create robust methods for tracking return on investment, a move that will help them understand which approaches have hit at least a minimum level of success (so they can be rolled out more broadly) and which have not (so they can be corrected). Measuring ROI involves tracking KPIs such as click rates, number of users for a website or app, call durations, and physician satisfaction levels. But most pharmaceutical-industry MCM pilots have been too small to allow for a reliable ROI measurement, too brief for adequate testing, or designed in a way not suitable for measurement. Key shortcomings in pilot design have included the lack of a clear definition of the baseline performance and the failure to establish a control group of physicians to show how a marketing program will perform in the absence of MCM. MCM is no longer a “nice to have” capability. In the current challenging pharmaceutical industry, MCM’s potential to boost revenues and cut costs are compelling reasons to make the institutional changes necessary for this new means of connecting with physicians in the digital world. Companies certainly have the data right now to deliver on MCM. Effective marketing approaches can make use of that wealth of data, allowing pharmaceutical companies to tailor their content and channel mix to maximum effect. What many companies lack, however, is a plan for change and the organizational patience required to transform entrenched processes, incentives, and ways of thinking. Both elements are required in a highly connected world where success in reaching physicians and patients depends on the relevance of content and the quality of the interaction. The question now is whether the industry will make the investments required to build an MCM approach that yields reliable execution and healthy returns.