Pharma Multi Channel Marketing Report Key Finding
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Pharma Multi Channel Marketing Report Key Finding Document Transcript

  • 1. MultichannelMarketing Report,2013Improve your marketingmixAn analysis of the digital, mobile andsocial media landscape: boostingengagement, brand awareness, salesand patient knowledge.Physician and Patientdigital preferencesComprehensive analysis on the digitalfootprints of physicians and patients inEurope and North America (over 2000physicians surveyed)Stay ahead of the curveDetailed insights from industry leadersinto cutting edge techniques ofgamification and predictive analysis/regression modelsSAMPLE
  • 2. Multichannel Marketing Report 2013 | 7Welcome . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Industry reviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4About eyeforpharma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Index of figures and tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131. Physician and customer engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 1.1. Face-to-face contact increasingly difficult . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 1.2. Initiating communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Focus on – Janssen: Patient mobilization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 1.3. Physicians’needs for real-time information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 1.4. Preferred content and channels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 1.5. Physician support service role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 1.6. Physicians’digital habits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Focus on – Univadis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 1.7. Market segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 1.8. Integrating CLM into the wider marketing strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282. Influencing change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 2.1. Building internal engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Focus on – Genentech’s success at boosting internal engagement . . . . . . . . . . . . . . . . . . . . . 31 2.2. Supporting HCPs through digital channels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Focus on – GSK: Engaging with patient association . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Focus on – Takeda: Supporting diagnosis through mobile device app . . . . . . . . . . . . . . . . . . . 32 2.3. Bringing patients into the loop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Focus on – BestLifeRewarded: Fostering patient engagement . . . . . . . . . . . . . . . . . . . . . . . . 34 2.4. Increasing loyalty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 343. Channel integration and synchronization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 3.1. Measuring channel effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 3.2. Qualitative information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 3.3. Measuring impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 3.4. What is the true return on investment? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 3.5. Exploiting the popularity of mobile devices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Focus on – Roche: Physician engagement through congress mobile device app . . . . . . . . . . . . 42 3.6. Social media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Focus on – Pfizer Animal Health: Vet engagement through social media . . . . . . . . . . . . . . . . . 444. Physician benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 455. Future developments in MCM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 5.1. Collaborating with physicians . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 5.2. Gamification in digital marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Focus on – Complete Digital’s use of gamification for patient disease awareness . . . . . . . . . . . . 47 5.3. Augmented reality an exciting opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 5.4. Predictive analytics/regression models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 476. Industry learnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51ContentsCONTENTSSAMPLE
  • 3. Multichannel Marketing Report 2013 | 8ListofFiguresandtablesList of Figures and TablesFigure 1: Information areas of key interest for pharma marketers . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Figure 2: Areas expected to see largest pharma marketing increase through 2014 . . . . . . . . . . . . . . . . . 14Figure 3: Challenges to MCM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Figure 4: How would you describe your company’s MCM expertise? . . . . . . . . . . . . . . . . . . . . . . . . . . 16Figure 5: Pharma field force cuts 2010-11, 2012* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Figure 6: Clinical trial information sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Figure 7: Decision support tool resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Figure 8: Educational information for patients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Figure 9: Reimbursement/cost information sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Figure 10: MOA/pharmacokinetics information sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Figure 11: Most important digital content for physicians . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Figure 12: Information sources for physicians, value change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Figure 13: Univadis user ratings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26Figure 14: CLM challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Figure 15: Physician professional use of smartphones and tablets . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Figure 16: Physician professional use of social media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Table 1: Proposed FDA classifications for apps and connected devices according to patient risk . . . . . . . . 42SAMPLE
  • 4. Multichannel Marketing Report 2013 | 46futuredevelopmentsinmcm5.1. Collaborating with physiciansConsidering future trends, marketers are excited aboutmultiple areas for development in MCM and specificdigital channels. While experts report a shift from pushto pull marketing, and tailored digital communicationwith physicians as part of MCM, Rishi Chandarana ofGlaxoSmithKline believes it will move further into atrue partnership relationship. “Multichannel is verypromotional and sales-driven right now. I think thenew area will be collaboration,”he says. “Whether weuse Skype, live chat or on-demand video interface,then when you finish that call how do you keep thatdoctor engaged and this will be the gamechanger,it won’t be just sales with physicians but it couldbe done with doctors and patients too. In the nexttwo years you will see it more and more as pharmacompanies become much more agile and much morethin, driven by cost savings.”A European marketing executive sees MCM integrationthrough all aspects of the pharma business, but feelsthat industry currently is only scratching the surface ofMCM.“Getting people to embed, that its part of how wedo business. So when they’re thinking about doing theirmessaging and marketing, it becomes the way we buildthose plans rather than something that is bolted on.”As trial costs rise, real world data from registries andpotentially from patient sites, such as PatientsLikeMe,may provide interesting large scale product information.Radhika Raizada of Pfizer states:“How industry willincorporate [these] data will be interesting. It mightshift the level of control, sometimes for the positive andsometimes for the negative”.5.2. Gamification in digital marketingGamification is another area that is growing in digitalmarketing. Moving beyond fun interaction for physi-cians at congress booths, gamification has a role inpharma CME and beyond. Richard Ashdown says:“It’s more than just a game; it’s about motivationand feedback. I think the challenge is that we haveto gameify an experience appropriately. One clienthad a gamified CME experience that ran acrossseven platforms, with approximately 20,000 users.We know that these things do work when we usegames to provide a better or slightly different learningexperience”.Also, gamification lends itself to patient communicationby raising disease awareness. In 2010, coinciding withthe FIFA (soccer) World Cup, Complete Digital designedan online soccer game to raise ankylosing spondylitisdisease awareness in young men. Launched acrossEurope and beyond, it exceeded expectations as DavidClarke, Senior Digital Consultant of Complete Digital,explains:“The [soccer] game was in many ways, theright moves in the right place. It was an extremelygood meeting of synergies: the target audience, themechanism, the story, the topic, the disease area and itworked extremely well in terms of how it was executed.It had around 19 million plays - a phenomenalachievement”. The game became so popular that it wasrolled on by players, going viral.5.Future developments in MCMSAMPLE
  • 5. Multichannel Marketing Report 2013 | 47futuredevelopmentsinmcmsafety help the development of dosage, potentiallyleading to better compliance.Predictive analytics helps tailor marketing strategies,enabling marketers to focus on customers who offerthe best opportunities for conversion and thereforecut costs. The techniques can be applied more widelyto hone brand promotion spend across product linesto gain better ROI. Elements that can be factored intoportfolio management include patient populationdetails, market size, expected uptake, and competitiveclimate. Granularity on potential patient sub-popula-tions, as well as the costs and revenue from pursuingthose markets, can also be predicted, mitigating risk.Imran Haque provides an insight:“We are looking atpredictive analytics more holistically. With our fieldforce, there’s some great predictive analytics goingon in that traditional channel. I think that we’re at thestage where we’re asking more questions. We’re sayingto the customer, how would you like to buy? Throughthe phone, eCommerce, launching, [or] through ourdistribution system?”Predictive analytics also support marketing decisionswith well-established drugs. Janssen used in-housepredictive analysis to streamline physician target lists forbrand promotion (SAS, 2010). It developed propensityscoring models that were complex and accurate, andutilized physician demographical information, CRMsample data, sales visit and other promotional activityrecords, call center activity, anonymized IMS data, andcensus data.Physicians were categorized by previous script behavior:vouchers and samples going to those most likely touse them for patients and those that prefer hearingexpert opinion first receiving sales visits. This reducedfield force face-to-face detailing by one-half, with fewersales reps achieving the same coverage. By automatingthe target list process, Janssen saved approximatelyUS$4 million a year, doubling business support, with nooutside budget or additional staff.For new drug launches, Janssen used predictiveFocus on – Complete Digital’s use of gamifi-cation for patient disease awareness■■ Objective was to raise ankylosing spondylitis diseaseawareness in teen age and early 20s aged men.■■ Launched during the 2010 FIFA World Cup, it wasvery popular, going viral, with 19 million plays duringthe campaign period.■■ Client pleased with resulting outcome.5.3. Augmented reality an excitingopportunityThree experts believe visual tools offer the most excitingmarketing prospects. One says:“Augmented reality thatwe can be embedded into CLM to see how that canenhance providing information”. Image recognition anduser-driven web editing were other areas of interest.“Web 3.0 tools - we will be able to personalize theexperience in multiple channels. I’m eager to see thatwhen it happens,”comments Monica Gonzalez. A digitalconsultant said that although they are receiving querieson incorporating augmented reality and have donesome successful work in that channel, it is important touse the channel when it is effective. Richard Ashdown,Digital Consultant of Complete Digital said,“Augmentedreality is very much the new kid on the block and weare getting requests for it. You are participating in agame rather than playing a game. Detail aids seem tobe the space for it. I think it’s useful and it’s really goodwhen used in the right context.”5.4. Predictive analytics/regression modelsAdvanced predictive analytics have been gaining inpopularity to help the pharma industry better under-stand their products, customers and patients. Whileaccepting the caveats that all medications have an idealpatient population and side effects can vary widelydepending upon patient groups, predictive analysis canprovide insights into many areas (Burke, 2010).In drug research, predictive analytics can be used toform medication models that indicate how treatmentsand disease interact. Based on these models, additionalresearch can help develop trial clinical markers andwhich patients may be the best trial candidates. Useof predictive models used for treatment efficiency andSAMPLE
  • 6. Multichannel Marketing Report 2013 | 48futuredevelopmentsinmcmanalytics to target specific locations where demandis likely to be greatest, a change from the previousmore blanket approach. This resulted, in one case, ofa 75% growth rate in specific areas compared with a15% average growth rate, allowing for better use ofresources. In the case of a drug nearing the end of itsproduct lifecycle, predictive analysis showed a net gainif promotion was halted nine months prior to patentexpiration. This approach contrasts to industry standardpractice of boosting marketing spend to maximizereturns before generic competition. In this case, itreaped rewards and demonstrated the real value ofusing predictive analysis modeling.SAMPLE
  • 7. Multichannel Marketing Report 2013 | 5AbouteyeforpharmaAbout eyeforpharmaeyeforpharma ltd. is a leading global media company specializing in businessintelligence that helps pharmaceutical companies adopt business modelscentered around patients’needs for affordable and accessible healthcare.As an‘eye’for, and on, the industry, eyeforpharma exists:■■ to help pharmaceutical companies stay clearly focused on the core reasons they exist,■■ to give them the strategic tools they need to be successful in truly serving patients with ingenuity and real value,and■■ to continue to innovate to meet changing healthcare realities.eyeforpharma has organized conferences for, and offered strategic advice to, the pharma industry since 2002.From that date, our business has grown 30% year on year. Our mission continues to be the advancement ofcommunication and information exchange within the dynamic and ever-changing healthcare industry.MethodologyThe methodology used to gather data for this report included:900 pharmaceutical professionals, the spectrum of interviewees ranged from, marketing directors, brand managers,product managers, eMarketing specialists, consultants and heads of sales forces across the globe (2) Twenty sixanonymous preliminary interviews conducted with these stakeholders on their challenges and needs surroundingMultichannel Marketing (3) A review of additional literature and conference proceedings pertaining to MultichannelMarketing’s usage within the pharmaceutical industry.Secondary sources were selected not only on the basis of quality but also referral from those interviewed.To obtain initial primary information on the Multichannel Marketing survey was sent out to a targeted section of theeyeforpharma database (described above).Surveys were distributed and the questions asked were based on:•The 26 preliminary interviews with pharmaceutical professionals regarding their challenges and needs••Published material surrounding Multichannel Marketing •Participant requests from eyeforpharma conferencesproject on Multichannel expanded into another multidimensional conversation with 20 key stakeholders who were willing toopenly share their thoughts, ideas, and personal experience(1) An exclusive eyeforpharma survey sent out toUsing knowledge from the interviews, conference conversations, published material and survey, the eyeforpharma•SAMPLE