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Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
Results of THoM Healthcare marketing survey 2009
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Results of THoM Healthcare marketing survey 2009

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  • (184 participants, 51% completed the whole survey)28% of the participants are Marketing Managers Other= Pricing manager, market researcher, business analyst36% work in the RX-business, 30% in the Medical equipment RX: medication requiring prescriptions OTC: “over the counter” 15% of total turnover of 5 biggest European healthcare companies Others: research, hospitals Spread of answers: RX= 57 answered only profile questions, about 33 answered the whole survey ME= 47 – 28 Others= 48 - 18 OTC= 18 - 8 Biotech= 14 - 6 44% have a national scope, 51% an international scope of responsibilities
  • On the other hand, dealing with decrease of reimbursement, increasing innovation cost and higher regulatory requirements have decreased in importance
  • Differentiating from competition remains the top marketing challenge
  • Transcript

    • 1. Results of the second Health Care Marketing Survey 2009<br />Health Care Marketing Congress<br />0ctober 8th 2009<br />
    • 2. 2<br />An initiative by<br />In collaboration with<br />
    • 3. Table of Content<br />Introduction<br />Executive summary<br />Challenges<br />Marketing budget<br />Promotional mix<br />Customer intelligence<br />Stakeholder influence<br />3<br />
    • 4. Introduction<br />The House of Marketing, the first marketing expertise and excellence center in Belgium, has partnered up with Stichting Marketing to launch the second annual "HEALTH CARE MARKETING SURVEY". <br />More than 180 national and international Health Care marketing professionals from various sectors participated to this survey, which was conducted online, from May 2009 to June 2009.<br />The results describe Health Care marketer’s EXPECTATIONS for 2009 - 2010:<br /><ul><li>What are the greatest challenges for Health Care marketers?
    • 5. What is the role of marketing within various Health Care companies, and how is it evolving?
    • 6. How confident are marketers with regards to their budget and activities?
    • 7. How is the environment and stakeholder influence changing?</li></ul>This document identifies KEY CHALLENGES linked to the implementation of marketing strategies in the Health Care industry. It provides a deeper understanding of the top issues and barriers that European Health Care marketers are facing, and gives new insights to support their growth agenda.<br />Moreover, the results of the Health Care marketers are compared to those of last year’s Health Care Marketing Survey and to those of the general marketing community that participated to the “Yearly Marketing Survey” over the past six years. Trends and evolutions in Health Care have been compared to other industries such as telecom, media, consumer goods, etc.<br />4<br />
    • 8. Survey participants<br />Sector<br />Scope and numbers<br /><ul><li> Belgium and abroad
    • 9. More than 180 respondents participated to the survey, 93 completed the whole survey</li></ul>36%<br />Number of <br />respondents <br />(%)<br />30%<br />31,8%<br />20%<br />9%<br />5%<br />Position<br />RX<br />Total<br />sample<br />Medical <br />equipment<br />OTC <br />Others<br />Biotech <br />Marketing Manager<br />Scope of responsibilities<br />Other<br />44%<br />Number of <br />respondents <br />(%)<br />Product/Brand Manager<br />Managing Director<br />35%<br />Business Unit Manager<br />16%<br />Sales Manager<br />5%<br />Communication Manager<br />Total<br />sample<br />National <br />scope <br />European <br />scope <br />Worldwide <br />scope <br />Other<br />5<br />
    • 10. Table of Content<br />Introduction<br />Executive summary<br />Challenges<br />Marketing budget<br />Promotional mix<br />Customer intelligence<br />Stakeholder influence<br />6<br />
    • 11. Key findings<br />7<br />Nowadays, Health Care marketers have to take into account the influences of multiple stakeholders. Increasing decision making power of governments, pharmacists, hospitals, etc, makes the role of the Health Care marketer much more complex. Dealing with growth of alternative products is still perceived as the biggest future Health Care challenge.<br />Differentiating from competition is considered the biggest marketing challenge in the RX sector for 2010. For the medical equipment sector pricing is perceived as an important future challenge and the OTC sector is losing sleep over improving customer loyalty and optimizing the communication mix.<br /> Overall, measuring ROI and optimizing pricing have become new top challenges to take into account.<br />The current crisis impacts Health Care marketers’ budgets:<br /><ul><li>Health Care marketers are more pessimistic about their budgets for 2010 compared to other industries, as their budgets were lower than expected in 2008-2009.
    • 12. In general, the Health Care marketers confidence index is very low which will have a negative impact on their media spending and their marketing organization.
    • 13. The Health Care industry is expected to be put under greater price pressure by the governments, patients and pharmacists.</li></ul>Health Care marketers expect a shift in their MarCom spending from traditional media towards online and interactive communication channels.<br />As in the YMS, Health Care marketers believe that competitive advantage would be much stronger if marketing processes were more customer oriented. Health Care marketers understand the importance of accurate customer data but often lack the tools to optimize their customer intelligence.<br />The largest increase in influence and power in 2010 is expected to occur at governmental parties.<br />Note: YMS = Yearly Marketing Survey<br />
    • 14. Table of Content<br />Introduction<br />Executive summary<br />Challenges<br /><ul><li>Health Care related challenges
    • 15. Marketing challenges in the Health Care industry</li></ul>Marketing budget<br />Promotional mix<br />Customer intelligence<br />Stakeholder influence<br />8<br />
    • 16. Today, the Health Care marketer has to take into account the influences of multiple stakeholders <br />Q: In your opinion, what will be the greatest Health Care related challenges of your division in 2009 -2010?<br />Combination of high average and high frequency of occurrence results in 4 main challenges<br />Ranking of challenges by importance<br />Dealing with growth of generics/alternatives<br />Dealing with the decrease of reimbursement amounts from social security<br />Dealing with increased pressure from group purchasing organizations<br />Dealing with extended TTM from R&D to launch due to regulatory approvals<br />Rationalizing brand portfolio<br />Dealing with increasing innovation costs and higher requirements from regulators<br />Improve relationships with hospitals<br />Improve relationships with pharmacists<br />Dealing with stricter code of conduct towards prescribers<br />Improve relationships with specialists<br />+<br />1<br />3<br />2<br />4<br />6<br />Size/stretch of the challenge today (score)<br />7<br />8<br />10<br />5<br />9<br />+<br />-<br />Frequency of occurrence (%)<br />N=93<br />9<br />9<br />
    • 17. Compared to 2008, the importance of building relationships with hospitals and pharmacists has increased<br />Ranking of the 10 biggest challenges 2009 versus 2008<br />LEGEND:<br />Respondents (%)<br />2009 results<br />2008 results<br />N2008= 89<br />N2009= 93<br />10<br />
    • 18. Some challenges are sector relatedImproving relationships with pharmacists, for example, is the biggest challenge in the OTC sector, whereas it is the lowest challenge of the 10 in the ME and RX sector <br />11<br />Ranking of the 10 biggest challenges 2009 by sector<br />RX sector<br />OTC sector<br />ME sector<br />OTC: N= 8<br />RX: N= 30<br />Med Eq: N= 28<br />Note: TTM= Time to market<br /> ME= Medical equipment<br />Respondents (%)<br />LEGEND:<br />Top challenges 2009<br />
    • 19. Table of Content<br />Introduction<br />Executive summary<br />Challenges<br /><ul><li>Health Care related challenges
    • 20. Marketing challenges in the Health Care industry</li></ul>Marketing budget<br />Promotional mix<br />Customer intelligence<br />Stakeholder influence<br />12<br />
    • 21. Differentiating from competition and innovation are overall and by far the biggest marketing challenges <br />13<br />Q: In your opinion, what will be the greatest marketing challenges of your division in 2009-2010? <br />Ranking of marketing challenges by importance<br />Combination of high average and high frequency of occurrence results in 5 main marketing challenges<br />Differentiating from competition on target segments<br />Innovation, product development, R&D<br />Measuring ROI<br />Optimizing pricing to increase margins<br />Segmenting the market & consumers more efficiently<br />Building loyalty and trust<br />Building a strong brand<br />Knowing customers moment of truth<br />Increasing efficiency of marketing processes<br />Optimizing communication mix<br />Implementing a centrally constructed marketing initiative at local level<br />Rationalizing brand portfolio<br />+<br />11<br />2<br />5<br />1<br />12<br />4<br />3<br />Size/stretch of the challenge today (score)<br />7<br />6<br />8<br />9<br />10<br />-<br />+<br />Frequency of occurrence (%)<br />N=89<br />
    • 22. Compared to 2008, the three fastest growing marketing challenges are innovation, measuring ROI and optimizing pricing<br />Ranking of the 5 biggest marketing challenges 2009 versus 2008<br />LEGEND:<br />Respondents (%)<br />2009 results<br />2008 results<br />N2008= 89<br />N2009= 90<br />14<br />
    • 23. Compared with RX, ME focuses also on price management and ROI, whilst OTC is challenged more by customer loyalty, innovation and MarCom mix<br />Ranking of the 6 biggest marketing challenges 2009 - 2010 by sector<br />RX sector<br />OTC sector<br />ME sector<br />OTC: N= 8<br />RX: N= 30<br />ME: N= 28<br />Note: ME = Medical Equipment<br />LEGEND:<br />Respondents (%)<br />Top challenges 09-10<br />15<br />
    • 24. Table of Content<br />Introduction<br />Executive summary<br />Challenges<br />Marketing budget<br />Promotional mix<br />Customer intelligence<br />Stakeholder influence<br />16<br />
    • 25. 17<br />Health Care marketing budgets in 2008-2009 were lower than previously stated and expectations for 2010 are even lowerHealth care budgets were higher in 2008-2009 than in other industries, but marketers are more pessimistic about their budget for 2010 than in other industries<br />Q: In 2008 - 2009, how did the total marketing budget available within your marketing department change and what are the expectations for 2010?<br />Marketing budgets<br />Net Adjusted<br />Index (%)<br />LEGEND:<br />NAI of marketers from other industries for future budget<br />NAI of marketers from other industries for actual budget <br />2006<br />2007<br />2008<br />2009<br />2010<br />NAI of Health Care marketers for future budget<br />NAI of Health Care marketer for actual budget<br />N2006= 282<br />N2007= 514<br />N2008= 567<br />N2009= 1028<br />HC N2008= 89<br />HC N2009= 93<br />Net Adjusted Index (NAI) =weighted rating of positive versus negative respondents on survey 2009. The percentage reflects a balance between the positive, neutral and negative views. It can vary from -100% to +100% depending on the amount of confidence. The degree of “outspokenness” of a direction; a positive NAI indicates an increase of importance , the number reveals how relevant or outspoken this increase is. <br />
    • 26. General Managers, Rx Marketers and those with European responsibilities are the most pessimistic about marketing budgets for the near future<br />Expectations on Marketing budgets for 2010<br />Net Adjusted Index (%)<br />51%<br />LEGEND:<br />41%<br />NAI (%) of last year <br />33%<br />26%<br />20%<br />8%<br />17%<br />6%<br />2%<br />Brand/product: N=15<br />Marketing: N=25<br />General: N=19<br />Brand/product <br />managers<br />General <br />managers <br />(YME)<br />National <br />responsibilities<br />Worldwide<br />responsibilities <br />RX<br />Med<br />Equip<br />OTC<br />National: N=38<br />European: N=25<br />World wide: N=15<br />European<br />responsibilities <br />Marketing <br />managers<br />OTC: N=8<br />RX: N=30<br />Med Eq: N=28<br />18<br />
    • 27. 19<br />Both marketers from Health Care and other industries are quite optimistic on the number of marketing projects for 2010<br />Q: In 2008 - 2009, how did the amount of realized marketing projects within your marketing department change and what are the expectations for 2010?<br />Marketing projects<br />Net Adjusted<br />Index (%)<br />LEGEND:<br />NAI of marketers from other industries for future budget<br />NAI of marketers from other industries for actual budget <br />NAI of Health Care marketers for future budget<br />NAI of Health Care marketer for actual budget<br />N2006= 282<br />N2007= 514<br />N2008= 567<br />N2009= 1028<br />HC N2008= 89<br />HC N2009= 93<br />Year<br />2006<br />2007<br />2008<br />2009<br />2010<br />
    • 28. 20<br />Health Care marketers think the size of the marketing team will decrease severely for 2010The index for marketers from other industries is more stable <br />Q: In 2008 - 2009, how did the size of your marketing team change and what are the expectations for 2010?<br />Size of the marketing team<br />LEGEND:<br />Net Adjusted<br />Index (%)<br />NAI of marketers from other industries for future budget<br />NAI of marketers from other industries for actual budget <br />NAI of Health Care marketers for future budget<br />NAI of Health Care marketer for actual budget<br />Year<br />2010<br />2007<br />2008<br />2009<br />N2006= 282<br />N2007= 514<br />N2008= 567<br />N2009= 1028<br />HC N2007= 86<br />HC N2008= 89<br />HC N2009= 93<br />
    • 29. 21<br />Health Care marketers think that outsourcing of marketing activities will increase, whilst marketers from other industries think it will decrease <br />Q: In 2008-2009, how did outsourcing of marketing activities within your marketing department change and what are the expectations for 2009-2010?<br />Outsourcing marketing activities<br />Net Adjusted<br />Index (%)<br />LEGEND:<br />NAI of marketers from other industries for future budget<br />NAI of marketers from other industries for actual budget <br />NAI of Health Care marketers for future budget<br />NAI of Health Care marketer for actual budget<br />Year<br />2007<br />2008<br />2009<br />2010<br />N2006= 282<br />N2007= 514<br />N2008= 567<br />N2009= 1028<br />HC N2007= 86<br />HC N2008= 89<br />HC N2009= 93<br />
    • 30. 22<br />In summary, the general marketers’ confidence index is on a historically low levelHealth Care marketers are even less confident than marketers from other industries<br />General marketers’ confidence index<br />Net Adjusted Index(%)<br />LEGEND:<br />Year<br />2006<br />2007<br />2008<br />2009<br />2010<br />N2009=1028<br />N2008=567<br />N2007=514<br />N2006=282<br />N2005=315<br />HC N2009=93<br />HC N2008= 89<br />Note: The general marketers confidence index is an average of marketers’ expectations about their budget, projects, outsourcing of marketing activities and staff headcount. The percentage reflects a balance between the positive, neutral and negative views. It can vary from -100% to +100% depending on the amount of confidence.<br />22<br />
    • 31. 23<br />HC marketers expect more budget reviews but feel confident defending their budgets <br />Q: To which degree you agree with the following statements on your marketing budget?<br />Net Adjusted Index (%)<br />I feel confident defending my marketing budgets when the board would question them tomorrow <br />80%<br />I expect more budget reviews in 2009<br />-2010 caused by potential worsening of the economic climate <br />78%<br />I have experienced additional/more challenging budget reviews as a result of the international financial crisis <br />44%<br />LEGEND:<br />Slightly agree<br />Slightly disagree<br />Neutral<br />Fully agree<br />Totally disagree<br />N=89<br />23<br />
    • 32. 24<br />Health Care marketers strongly believe that a decrease of their marketing budget will result in a decrease of media expenditures and a modified marketing organization <br />Q: How would a decrease or diminishing growth of the marketing budget compared to previous years influence the marketing operations in 2010?<br />Net Adjusted Index (%)<br />It would impact our media expenditures negatively<br />We would modify our marketing strategy and objectives<br />We would modify our marketing organization or processes<br />We would reduce the use of external suppliers and consultants<br />We would reduce the number of promotional actions<br />We would plan a shift in use of our current distribution channels<br />We would focus on targeting less/other market segments<br />It would considerably shift our communication<br />mix toward more online channels<br />We would reduce the sales force<br />Our marketing team would probably be reduced in headcount<br />We would adapt product launches planned for 2009-2010<br />It would not affect our marketing operations at all<br />88%<br />49%<br />50%<br />52%<br />45%<br />12%<br />15%<br />31%<br />-19%<br />-54%<br />-32%<br />-88%<br />LEGEND:<br />Slightly agree<br />Slightly disagree<br />Neutral<br />Fully agree<br />Totally disagree<br />N=70<br />24<br />
    • 33. Table of Content<br />Introduction<br />Executive summary<br />Challenges<br />Marketing budget<br />Promotional mix<br />Customer intelligence<br />Stakeholder influence<br />25<br />
    • 34. As in 2008, field teams visiting physicians still represented the largest part of the marketing budget in 2009<br />Q: What percentage did the following components of the marketing and sales budget in your department represent in 2009?<br />Average spend (%) of promotional budget <br />Sales reps visits of specialists<br />Sales reps visits of general practitioners<br />Congresses and trainings for physicians<br />Events and trade fairs<br />Market research<br />POS communication materials<br />Above the line media<br />Public relations<br />On-line marketing<br />Direct marketing<br />Sampling<br />Sponsoring<br />Newspapers and magazines<br />Patient support groups<br />Price promotions <br />30%<br />20%<br />16%<br />14%<br />13%<br />12%<br />11%<br />10%<br />9%<br />9%<br />9%<br />8%<br />8%<br />6%<br />5%<br />N=58<br />26<br />
    • 35. Online communication channels and lobbying are expected to replace traditional channels especially in this crisis periodSponsoring and print are the biggest losers in the expected budget shift<br />Q: How will the following components of the marketing and sales budget in your department evolve in 2010?<br />Expected evolution of Promotional mix spending<br />Lobbying towards government or insurance companies<br />32%<br />Online marketing<br />31%<br />19%<br />Direct marketing<br />Price promotions<br />18%<br />Sales reps visits of specialists<br />12%<br />-35%<br />Sponsoring<br />-26%<br />Newspapers and magazines<br />-18%<br />Events and trade fairs<br />-14%<br />Sales reps visits of general practitioners<br />Net Adjusted Index (%)<br />-7%<br />Congresses & trainings<br />N=87<br />27<br />
    • 36. Table of Content<br />Introduction<br />Executive summary<br />Challenges<br />Marketing budget<br />Promotional mix<br />Customer intelligence<br />Stakeholder influence<br />28<br />
    • 37. 29<br />Marketers understand the value they offer to customers but lack the tools to efficiently communicate with them<br />Q: To what extent do you agree with the following statements?<br />Net Adjusted Index (%)<br />Opinion on customer intelligence<br />We have a good understanding of the unique value we provide to customers <br />82%<br />67%<br />59%<br />58%<br />47%<br />27%<br />36%<br />26%<br />0%<br />Our competitive advantage would be much stronger if our commercial processes would be more customer focused<br />We could possibly capture more value by improving our pricing strategy & policy <br />We can effectively communicate our value <br />We have the capabilities to obtain such data <br />Management decisions at my company are based on the most recent customer & market data <br />My company is measuring ROMI more than last year <br />My company has a detailed marketing and sales dashboard to track evolution of KPI’s <br />My company leverages the data captured by our CRM system <br />LEGEND:<br />Slightly agree<br />Slightly disagree<br />Neutral<br />Fully agree<br />Totally disagree<br />N=90<br />29<br />
    • 38. Table of Content<br />Introduction<br />Executive summary<br />Challenges<br />Marketing budget<br />Promotional mix<br />Customer intelligence<br />Stakeholder influence<br />30<br />
    • 39. 31<br />Marketers believe their pricing will be put under great pressure by governments, patients and pharmacists<br />Q: How do you expect customers to react on the current economical crisis?<br />Net Adjusted Index (%)<br />Government will push cheaper alternatives<br />Pharmacists will protect their margins<br />Patients will become more price sensitive<br />Patients will ask for generic / alternative products<br />Patients will be more critical/pro-actively compare treatments<br />Physicians will change prescription behavior<br />towards cheaper products<br />Loyalty of patients towards a product will decrease<br />Volume of medicines purchased by patients will decrease<br />89%<br />88%<br />83%<br />63%<br />74%<br />37%<br />33%<br />26%<br />LEGEND:<br />Slightly agree<br />Slightly disagree<br />Neutral<br />Fully agree<br />Totally disagree<br />N=87<br />31<br />
    • 40. The largest increase in influence and power in 2010 is expected to occur at governmental partiesOnly GP’s are expected to decrease in influence <br />Q: How do you evaluate the influence of the following “decision makers” on your business in the near future?<br />Evolution of influence/power of different decision makers<br />66%<br />Legal and regulatory institutions<br />61%<br />Social security<br />Insurance companies<br />49%<br />47%<br />Patients<br />44%<br />Hospitals<br />41%<br />Patient associations<br />Pharmacists<br />16%<br />43,8%<br />12%<br />Wholesalers & distributors<br />43%<br />Specialists<br />10%<br />Research organisations<br />8%<br />Net Adjusted Index (%)<br />laboratories<br />6%<br />-14,4%<br />General practitioners<br />-4%<br />N=89<br />32<br />32<br />32<br />
    • 41. 33<br />Kardinaal Mercierplein 2 | 2800 Mechelen | tel. +32 (0) 15 444 000 www.thom.eu | info@thom.eu<br />

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