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Across Health Multichannel Maturometer 2018

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Across Health is pleased to present you with the state of the multichannel landscape in life sciences in Europe, US and emerging markets – now in its tenth year. Results show that digitally trained staff numbers are still at historically low levels, and the same goes for other key enablers for digital transformation. Also, while we see budgets keep on growing, satisfaction remains low.

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Across Health Multichannel Maturometer 2018

  1. 1. Proprietary and Confidential Information Across Health is pleased to present you with the state of the multichannel landscape in life sciences in Europe, US and emerging markets – now for the tenth year! Proprietary and Confidential Information And now, after take-off… Learning to fly!!
  2. 2. 04/07/2018Proprietary and Confidential Information© Across Health2 01 02 03 04 05 Dear colleague, The 2017 Across Health Maturometer showed an impressive 20% growth in digital budgets…after 5 consecutive “flatliner” years. Fast forward to 2018: Did the budgets go up again? And, most importantly, did the chronically low satisfaction levels improve? The good news is that budgets and satisfaction are up vs 2017. Indeed, within 2 years’ time, digital budgets mushroomed 40%... and satisfaction levels ticked up too, but only to the low 2014 levels (when budgets were 40% smaller). More spend clearly does not equal more satisfaction. However, some of the enablers for digital transformation are improving: digital teams are being put in place, there is more confidence in the MCM rep efforts, in the digital vision,... Nevertheless, even the top enabler has only 30% of respondents “completely agreeing” – implying that 70% are not there, yet. Several other key enablers remain in “the dog house” (following the BCG matrix terminology, “dogs” feature low current use and low growth): , staff training, channel mix expertise, campaign automation, HCP channel acceptance, qualitative and quantitative KPIs, and measurement in general. To me, it appears that everything starts with the training enabler: if budget holders know what good looks like, they will make the right channel mix choices, understand HCP channel affinity, know which technology platforms are needed, and how to measure engagement. The fact that only 21% of MCM staff consider themselves an expert – and only 6% of marketers…is therefore the crux of the matter. And as things stand now, the solution is not coming from global digital leads and programmes either…fewer than 20% of respondents consider these effective. The capability area clearly needs to be addressed urgently, to ensure the increased budgets are spent wisely. Targeted training efforts and governance are key here. The hottest space for investment is “integrated MCM campaigns”, which shows an over 50% increase in terms of “pilots” vs 2016, followed by “erep” and “eMSL”. “Tablet detailing” on the other hand seems to have reached maturity (at least in terms of use)– with almost 90% use and under 10% piloting. In terms of healthcare disruption, we observe another interesting paradox: over 90% is convinced of the impact of new technologies on their industry, yet only around 40% feel their company is preparing for it – and less than 10% thinks it is a key priority for the next few years…Another Maturometer finding confirms this: while experts state that new stakeholders like payers and patients will gain ground vs HCPs, the HCP budget focus of our European respondents is not really changing. As mentioned in the 2017 overview, we may be witnessing “Multichannel Myopia” here, with the industry widely digitising the well-known old rep-led model, while ignoring other segments and stakeholders, as well as new opportunities like health tech... Some of the key components of a successful “take-off” for digital in life sciences will be a solid multistakeholder strategy and roadmap, skilled staff, robust technology platforms, and continued momentum through successful pilots and scale-ups. Enjoy the deck …and the flight! Key Survey Statistics Strategy & Organization Business Technology & Processes Multichannel Integration Measurement (And now…) Learning to fly!! Preface Fonny Schenck CEO, Across Health Fonny.schenck@a-cross.com
  3. 3. Proprietary and Confidential Information 01 3 Key survey statistics © Across Health
  4. 4. Proprietary and Confidential Information 01 Key Survey Statistics The 2018 edition of the Maturometer has 250 industry respondents, mainly from pharma/biotech n= 250 © Across Health4 Your industry 2% 2% 4% 92% Other Medical devices OTC Pharmaceuticals/Biotech
  5. 5. Proprietary and Confidential Information 01 Key Survey Statistics 5% 7% 8% 9% 9% 11% 11% 39% Other Japan China Latin-America Africa Middle East US Europe Most respondents are based in Europe, but there is a significant group from US, LATAM and Asia too n= 250 © Across Health5 In which region(s) do you operate? Respondents could pick multiple regions at the same time
  6. 6. Proprietary and Confidential Information 01 Key Survey Statistics Around half of the respondents have a local role, the other half an international one n= 250 © Across Health6 What is your geographic scope? National/local 47% Regional (e.g. EMEA, Asia- Pac, ..) 28% Global 25%
  7. 7. Proprietary and Confidential Information 01 Key Survey Statistics Balanced spread of levels: 47% is at the Manager level, and 43% Director or higher n= 250 © Across Health7 What position do you hold? 10% 6% 37% 47% Other Vice President / Executive Vice President / C-Level Director Manager
  8. 8. Proprietary and Confidential Information 01 Key Survey Statistics Most respondents hail from Digital/MCM (36%) and Marketing (25%) n= 250 © Across Health8 Your function 7% 2% 4% 4% 7% 7% 8% 25% 36% Other Market Access IT Medical Sales Market Research CRM Marketing Digital/Multichannel
  9. 9. Proprietary and Confidential Information 01 Key Survey Statistics 5% 2% 3% 3% 3% 4% 5% 5% 6% 6% 6% 7% 8% 9% 14% 15% Other Vaccines Psychiatry Gynaecology Urology Pain Infectious Diseases Rare diseases Respiratory Gastro-intestinal Diabetes Immunology Neurology Cardiology Oncology Across all therapy areas in my company 15% of the respondents operate in a multi-brand role; oncology (14%) and other major TAs are well represented too n= 250 © Across Health9 Please indicate the therapeutic area(s) you are involved in
  10. 10. Proprietary and Confidential Information 02 10 Strategy & Organization © Across Health
  11. 11. Proprietary and Confidential Information 02 Strategy & Organization Fewer than 1 in 3 are very comfortable with their digital strategy and teams; training (a key enabler for transformation) remains at extremely low levels n= 202 European Scope Please rate your level of agreement with each of the following statements based on the scale below © Across Health11 8% 30% 30% 39% 40% 43% 42% 19% 19% 12% 11% 8% Staff well-trained in digital Strong digital/MC team with board support Strong digital transformation vision & strategy Completely agree Somewhat agree Somewhat disagree Completely disagree
  12. 12. Proprietary and Confidential Information 02 Strategy & Organization Over 50% are not getting the right opportunities to develop their digital skills…and of these, 25% even consider leaving the company as a result 12 © Across Health Do you consider leaving your company because you feel it is not offering you the right opportunities to develop your digital skills? n= 250 14% 42% 44% Insufficient training oppts, and intend to leave the company as a result Insufficient training oppts, but no intent to leave the company My company provides sufficient training opportunities
  13. 13. Proprietary and Confidential Information 02 Strategy & Organization Over 50% indicate that their pace of digital transformation is (very) slow 13 © Across Health How would you rate the pace of implementation of digital transformation in your organization? n=113 (Global/Regional); n= 114 (National/Local) 3% 2% 15% 18% 32% 21% 44% 50% 6% 9% National/Local Global/Regional Very fast Fast About right Slow Very Slow
  14. 14. Proprietary and Confidential Information 02 Strategy & Organization 14 © Across Health Healthcare disruption in life sciences: high likelihood, low level of readiness 93% 32% 95% 43% To what extent do you believe digital technologies will disrupt your industry? My organization is adequately preparing for disruptions that are projected to occur in my industry due to digital trends. National/Local Global/Regional Great/moderate extent (Strongly) agree n= 114 (National/Local) n= 131 (Global/Regional)
  15. 15. Proprietary and Confidential Information 02 Strategy & Organization Most companies have a central global digital team in place… n= 250 Do you have a central digital team at the INTERNATIONAL level? © Across Health15 83% 13% 4 Yes No Don't know
  16. 16. Proprietary and Confidential Information 02 Strategy & Organization …but their effectiveness continues to be highly questioned; from 44% (self-evaluation) down to 9%….a clear potential for improvement Do you have a central digital team at the INTERNATIONAL level?* © Across Health16 n= 27 (Global Digital) n= 24 (Local Non-Digital) n= 21 (Local Digital) n= 11 (Global Non-Digital) * Scores only focus on respondents who said ”Yes” and exclude “No” and “Don’t know” 44% 17% 14% 9% 56% 83% 86% 91% Global Digital Local Non-Digital Local Digital Global Non-Digital Yes, but the impact is low Yes, and it is highly effective
  17. 17. Proprietary and Confidential Information 02 Strategy & Organization While there are fewer central digital teams locally (66% vs 83% for international ones), they are considered to be (significantly) more impactful than international ones. Do you have a central digital team at the LOCAL level? n= 250 © Across Health17 66% 30% 4% Yes No Don't know 37% 42% 22% Yes, and it is highly effective Yes, but the impact is low Yes, just being created
  18. 18. Proprietary and Confidential Information 02 Strategy & Organization Slight increase in Healthcare Innovation team presence since last year – but the perceived impact is at an all-time low Do you have a Healthcare Innovation team (digital health, beyond the pill, …) at the INTERNATIONAL level? n= 250 © Across Health18 65% 23% 12% Yes No Don't know 14% 64% 22% Yes, and it is highly effective Yes, but the impact is low Yes, just being created
  19. 19. Proprietary and Confidential Information 02 Strategy & Organization International patient engagement teams are also becoming more common, but the perceived impact is low Do you have a Patient Engagement team at the INTERNATIONAL level? n= 250 © Across Health19 52% 31% 17% Yes No Don't know 22% 52% 26% Yes, and it is highly effective Yes, but the impact is low Yes, just being created
  20. 20. Proprietary and Confidential Information 02 Strategy & Organization 4% 5% 7% 8% 9% 14% 14% 15% 22% No expert agencies with multichannel pharma background available Customers are not ready No budget No senior management support No headcount to support this No clear digital strategy Not enough internal knowledge ROI questions Regulatory / legal / Healthcare compliance issues n= 250 Regulatory, legal and compliance remain top bottlenecks, followed by ROI concerns and internal knowledge (on par with lack of a clear digital strategy) © Across Health20 Please allocate 100 points over these potential bottlenecks for digital in your organization (highest number = biggest hurdle)
  21. 21. Proprietary and Confidential Information 02 Strategy & Organization In Sales, lack of training skills and strategy are seen as key bottlenecks for success in the MCM rep space n= 25 (Global) © Across Health21 Please allocate 100 points over these potential bottlenecks for digital initiatives within the SALES sphere in your organization (highest number = biggest hurdle) 8% 9% 9% 11% 12% 13% 16% 16% Weak processes No robust case studies or pilots Weak success measurement framework Sales Leadership is conservative No clear business case (burning platform) for digital for sales Insufficient technology No clear strategy for digital selling Lack of training and skills in the fieldforce
  22. 22. Proprietary and Confidential Information 02 Strategy & Organization In Medical, the lack of digital strategy and MLR are seen as the major bottlenecks; training comes in as third n= 14 (Global) © Across Health22 Please allocate 100 points over these potential bottlenecks for digital initiatives within the MEDICAL sphere in your organization (highest number = biggest hurdle) 6% 6% 7% 7% 7% 11% 14% 19% 22% Weak processes Insufficient technology Weak success measurement framework No robust case studies or pilots Medical Leadership is conservative No clear business case (burning platform) for digital or medical affairs Lack of training and skills in the medical team Medical-legal-regulatory-compliance review No clear medical strategy for digital
  23. 23. Proprietary and Confidential Information 03 23 Business Processes & Technology © Across Health
  24. 24. Proprietary and Confidential Information 03 Business Processes & Technology n= 202 European Scope Integration with the business and campaign automation are growing (but still low overall); the channel mix process remains a “black box” for pharma © Across Health24 10% 7% 20% 26% 37% 51% 32% 41% 25% 33% 14% 6% MC campaign automation Robust process for channel mix Digital/MC team integrated with business/IT Completely agree Somewhat agree Somewhat disagree Completely disagree Please rate your level of agreement with each of the following statements based on the scale below
  25. 25. Proprietary and Confidential Information 03 Business Processes & Technology Last year’s 20% increase in digital marketing budget is further reinforced by another 13% boost this year n for 2018= 73 European Scope © Across Health25 If you oversee a product or marketing budget, which percentage of MARKETING budget is allocated to digital initiatives THIS YEAR? 14,8% 16,0% 15,6% 15,1% 15,7% 18,9% 21,5% 08% 10% 12% 14% 16% 18% 20% 22% 24% 2012 2013 2014 2015 2016 2017 2018
  26. 26. Proprietary and Confidential Information 03 Business Processes & Technology The digital budget is currently split 30/60 between patients and HCPs (with a bigger patient slice in the US)…...with no real big changes expected in the next 2 years © Across Health26 n= 91 (Local EU) n= 11 (Local US) n= 131 (Global/Regional) Please indicate the approximate Digital budget split between the following target segments + How will it evolve in 2 years 23% 29% 46% 45% 28% 32% 68% 58% 45% 40% 62% 50% 8% 13% 9% 15% 10% 18% Europe now Europe in 2 years US now US in 2 years Global now Global in 2 years Patient HCP Payer
  27. 27. Proprietary and Confidential Information 03 Business Processes & Technology 77% 36% 14% 55% 9% 9% Europe US Yes No Planned Almost a quarter of European respondents indicate a lack of company initiative in terms of raising GDPR awareness – much more so in the US 27 © Across Health Have you been exposed (briefed by your company) to the scope and impact of the GDPR? n= 91 (Local EU) n= 11 (Local US)
  28. 28. Proprietary and Confidential Information 03 Business Processes & Technology Under 60% of European participants ask for GDPR compliance from their digital agencies (Note: the survey was run just before GDPR was enforced) 28 © Across Health Are you asking your agencies for their GDPR Compliance already? n= 91 (Local EU) n= 11 (Local US) 57% 27% 43% 73% Europe US Yes No
  29. 29. Proprietary and Confidential Information 04 29 Multichannel Integration © Across Health
  30. 30. Proprietary and Confidential Information 04 Multichannel Integration The ‘MC rep’ continues to be the only channel component in which respondent knowledge is growing….key “enablers” (integrated DB and HCP channel affinity understanding) continue to lag… © Across Health30 Please rate your level of agreement with each of the following statements based on the scale below 33% 8% 18% 41% 40% 34% 18% 28% 25% 8% 24% 24% Reps equipped with digital tools beyond edetail Good view of HCP channel acceptance Integrated customer DB across channels Completely agree Somewhat agree Somewhat disagree Completely disagree n= 202 European Scope
  31. 31. Proprietary and Confidential Information 04 Multichannel Integration 84% 84% 71% 65% 60% 57% 50% 50% 50% 46% 44% 41% 36% 35% 33% 27% 25% 16% 15% 15% 11% 11% 10% 8% 7% 6% 4% 3% 2% 9% 12% 22% 28% 22% 9% 23% 30% 30% 36% 21% 37% 40% 34% 34% 49% 23% 43% 37% 39% 42% 15% 34% 18% 23% 24% 37% 31% 26% 4% 3% 4% 6% 14% 24% 18% 13% 15% 14% 24% 18% 21% 26% 25% 19% 39% 36% 38% 39% 37% 50% 47% 57% 53% 54% 50% 56% 60% 3% 1 3% 1 4% 10% 8% 7% 5% 4% 11% 4% 4% 5% 7% 5% 13% 4% 10% 7% 9% 23% 8% 18% 17% 16% 9% 10% 12% Tablet eDetailing Pharma-owned website* Email marketing Approved email Web Banners Direct marketing SEO Online medical education Healthcare professional self-service portal Web conference or virtual meeting SEA Mobile marketing Social media marketing Social media monitoring Patient adherence tools Integrated cross-channel campaigns Outbound call centre eRep Marketing automation software Virtual eDetailing e-MSL e-sampling Virtual reality ePrescribing advertising and promotion services e- or PHR** advertising and promotion services Remote patient monitoring Predictive analytics Artificial Intelligence Wearables Standard practice Pilot planned or ongoing Never Do not know / not applicable n=250 Global Scope Tablet detailing and the pharma website lead – Approved emails overtakes direct marketing and banners - also a big climb for online medical education and self-service portals * Company, product or disease websites ** electronic or personal health record © Across Health31 Please evaluate how often you use the following channels TODAY to reach your customers
  32. 32. Proprietary and Confidential Information 04 Multichannel Integration The BCG matrix for the channel landscape * Company, product or disease websites ** electronic or personal health record © Across Health32 Please evaluate how often you use the following channels TODAY to reach your customers. n=250 Global Scope  Standard Practice 2018 → Pilot/Planned2018→ Mid points = Average Scores Wearables Artificial Intelligence Predictive analytics Remote patient monitoring e- or PHR** advertising and promotion services ePrescribing advertising and promotion services Virtual reality e-MSL e-sampling Virtual eDetailing Marketing automation software eRep Outbound call centre Integrated cross-channel campaigns Patient adherence tools Social media monitoring Social media marketing Mobile marketing SEA Web conference or virtual meeting Online medical education Healthcare professional self- service portal SEO Direct marketing Web Banners Approved email Email marketing Pharma-owned website* Tablet eDetailing 0% 10% 20% 30% 40% 50% 60% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%33% 29%
  33. 33. Proprietary and Confidential Information 05 33 Measurement © Across Health
  34. 34. Proprietary and Confidential Information 05 Measurement n= 112 (Nat/Local) n= 131 (Glob/Regional) Measurement is clearly more important at the local level © Across Health34 Please rate your level of agreement with each of the following statements based on the scale below 16% 17% 28% 45% 40% 46% 30% 31% 17% 9% 13% 9% Good mix qualitative & quantitative KPIs Measure HCP engagement Measure results of all channels 10% 10% 17% 36% 40% 39% 42% 34% 28% 12% 16% 16% Good mix qualitative & quantitative KPIs Measure HCP engagement Measure results of all channels Completely agree Somewhat agree Somewhat disagree Completely disagree National/LocalGlobal/Regional
  35. 35. Proprietary and Confidential Information 06 35 Conclusions © Across Health
  36. 36. Proprietary and Confidential Information 06 Conclusions 0% 10% 20% 30% 40% 50% 60% 2010 2011 2012 2013 2014 2015 2016 2017 2018 Dissatisfied Neutral Satisfied n 2018= 202 Europe Scope Satisfaction rates are up…but only back to the 2012 levels; the “neutral” group is at an all-time high and represents almost 50%...and the “dissatisfied” segment drops to an all-time low…progress is being made (albeit slowly) © Across Health36 On a scale from 0 to 5, how satisfied are you with your current digital/multichannel activities?
  37. 37. Proprietary and Confidential Information 06 Conclusions 2% 7% 7% 7% 9% 10% 10% 13% 15% 20% Healthcare disruption Moving from HCP-centricity to patient-centricity Developing a strong integrated emedical offering Big data and artificial intelligence Maximizing the opportunities of digital health Getting robust insights of the omnichannel ecosystem Upskilling the organization Moving from product-centricity to customer-centricity Transforming the fieldforce to multichannel reps Defining & optimizing the customer journey across multiple touchpoints Global Customer journeys and transitioning to a multichannel fieldforce are still the most important topics for next two years – with customer centricity and upskilling the organization in slots 3 and 4… the health tech cluster (AI, digital health, disruption) is clearly not a top prio Please indicate the importance of these topics to your organization in the next 2 years. n=250 (Global) © Across Health37
  38. 38. Proprietary and Confidential Information 06 Conclusions The BCG matrix view: some key enablers are being established (top right quadrant), but others remain in the “dog” house: channel mix, campaign automation, training, HCP channel affinity… n= 250 (2018), 273 (2016) - Global Scope © Across Health38 Robust process for channel mix Staff well-trained in digital MC campaign automation Good view of HCP channel acceptance Good mix qualitative & quantitative KPIs Measure hcp engagement Integrated customer DB across channels Digital/MC team integrated with business/IT Measure results of all channels Reps equipped with digital tools beyond edetail Strong digital/MC team with board support Strong digital transformation vision & strategy 0% 2% 4% 6% 8% 10% 12% 14% 0% 5% 10% 15% 20% 25% 30% 35% Source: BCG Matrix approach Mid points = Average Scores  Completely Agree 2018 → %changesince2016→ 17% 5% Please rate your level of agreement with each of the following 12 statements based on the scale below:
  39. 39. 04/07/2018Proprietary and Confidential Information© Across Health39 Thank you!
  40. 40. 04/07/2018Proprietary and Confidential Information© Across Health40 Appendix – selected Across Health offerings
  41. 41. Proprietary and Confidential Information What is it? The MTM is a unique pharma benchmark on multichannel trends & industry maturity, boasting 10 years of a wide variety of actionable data and insights Why is it useful for you? Better understand your company’s digital maturity: • Fact-based as-is assessment to prioritize digital transformation options and design multi-year roadmap • Robust Internal & external benchmarking Key metrics Case: Global Maturity Baseline MTM was used to set the baseline across global franchises to get the “As Is” maturity readiness as well as the desired “To Be”. • 9 brand teams involved • 50% Global/50% local split • Key gap areas identified vs industry leaders • Insights prompted the need for clear and immediate action Contact Sander Geysen, Consultant sander.geysen@a-cross.com +32 (0)473 51 72 78 . www.across.health/multichannel-maturometer >2k Survey responses over 10 year’s time to benchmark your specific situation 10 Year celebration in 2018 - tracking a decade of digital pharma evolution 13 of the Top 50 pharma have already conducted this study internally Want to run an internal Maturometer? Benchmarked building blocks for digital transformation Maturometer
  42. 42. Proprietary and Confidential Information Book What is it? • 200+ pages stacked with actionable insights and clear guidelines on omnichannel customer engagement • written by seasoned omnichannel experts Why is it useful for you? Gain in-depth knowledge on how to turn omnichannel customers insights into strategy, execution and impact measurement Key metrics What customers think “The book is of immense value, allowing marketing and brand managers to take more informed decisions about the channel mix." Worldwide Multichannel Marketing Head, GSK Budget & timelines Order online here. Delivery typically within 1 week. . >2000 Copies sold since first print in 2016 €90 Retail price (excl. shipping) 2018 New edition out – June 2018 - 3 new chapters + updated data and case studies across.health/excellerator-capability-building
  43. 43. Proprietary and Confidential Information Workshops What is it? • Highly interactive in-company workshops led by seasoned topic experts. • Sessions can be tailored by: • Product/TA • Internal audience (mktg, sales, …) • External audience (HCP, patient, payer,…) • Region/country Why is it useful for you? • Develop your omnichannel strategy, execution priorities and KPIs • Get a unique deep dive on the tactics that will work, with evidence-based case studies Key metrics What customers think “Well-structured, clear and interactive course! It makes you re-think established values and opinions, and inspires you to take that next step towards a new approach.” Brand Manager Immunology, Celgene Contact Kenneth Peeters, senior project manager excellerator@a-cross.com T: +32 9 277 77 62 . 64 Average NPS of our in-company workshops 85% Average score of our trainers > 1500 Pharma professionals were successfully trained in the past 2 years A balanced mix of strategy, industry examples and implementation tips across.health/excellerator-capability-building
  44. 44. Proprietary and Confidential Information eLearning What is it? • Interactive eLearning modules • Packed with useful insights and practical tips on multichannel in pharma • Enriched with business cases and a knowledge quiz per topic • Can be easily embedded in your company’s learning management system Why is it useful for you? • Enhance channel-specific competencies of your team with e-learning modules • Embed in your company’s learning management system or purchase licenses Key metrics What customers think “Highly interactive and entertaining way to address a key training need in the industry.” EUCAN training leader, leading biotech company Company-wide licenses or Individual / small team licenses (via the Across Health eCademy) Contact Kenneth Peeters, senior project manager excellerator@a-cross.com T: +32 9 277 77 62 . 13 modules available with topics ranging from strategy, to channel engagement and measurement 25 Average number of minutes it takes to complete each module > 1000 Number of pharma professionals who experienced our modules since 2017 Interactive self-learning at your convenience across.health/excellerator-capability-building
  45. 45. Proprietary and Confidential Information Channel guides What is it? • Company-specific hands-on guides to “how things are done” at your company, capturing processes, tools and resources. • Playbooks include pragmatic do’s and don’t’s and case studies • Delivered in slide kits or navigable PDF in customized design. Why is it useful for you? •“The devil is in the details”: our channel guides help you to move seamlessly from the overall strategy to flawless execution (“where the rubber hits the road”) Key metrics What customers think “These modules really made some things click for me in regards to strategy and planning a multichannel strategy. Thanks again!” UK brand manager Contact Kenneth Peeters, senior project manager excellerator@a-cross.com T: +32 9 277 77 62 . 7 Key digital channels are available for customization 20 Average number of pages of each channel guide > 1000 Number of pharma professionals who used our channel guides since 2016 Customized hands-on reference guides to leverage channels at scale across.health/excellerator-capability-building
  46. 46. Proprietary and Confidential Information Healthcare Disruption Tour What is it? • Immerse yourself in the rapidly emerging space of healthcare innovation & disruption • Visit some of the most innovative, interesting and disruptive companies in Silicon Valley Why is it useful for you? • Get a full picture of the health tech landscape • Be inspired by innovation experts • Explore new partnership options • Build an enduring network of innovators • Prioritize actions to stay ahead of the game Key metrics What customers think “This is a tour which will bring you the understanding how a real innovation culture should look like. It give easy access to new innovations and an understanding what the opportunities are when innovation is supported properly. Across Health know how to organize this and to give you a great experience in the future world of healthcare” HDT participant, 2018 Budget & timelines 3 day Public tour (March 2019): €6,5K* In-house executive HDT (3/4d): on request *Excl. flights, accommodation and logistics Contact Edward Atkinson-Clark, consultant edward.atkinsonclark@a-cross.com T: +49 15209071250 . > 72 Average NPS of our healthcare disruption tours 20 Average number of participants per tour 2019 Our next public tour across.health/excellerator-capability-building
  47. 47. Proprietary and Confidential Information MCM serious game What is it? • Create optimal marketing mix to maximize market share • Interactive serious game with a focus on omnichannel customer engagement • Online, turn-based with up to 15 teams competing against each other • Virtual or F2F workshop Why is it useful for you? • Simulations are the next-best thing to real- world implementation • Opportunity to engage key staff across functions and markets in a time-efficient way • Fun learning learning experience that can be used as part of overall blended learning program Timelines Timing: available Q4 2018 Contact Kenneth Peeters, senior project manager excellerator@a-cross.com T: +32 9 277 77 62 . Apply insights into a dynamic serious gaming environment across.health/excellerator-capability-building
  48. 48. 04/07/2018Proprietary and Confidential Information© Across Health48

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