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Marketing_Services_TLP

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Marketing_Services_TLP

  1. 1. Planning, Executing, and Monitoring: The Three Pillars of an Effective Marketing Campaign
  2. 2. 01 Executive summary 02 From analog to digital 03 The new stakeholder landscape 04 Cross-channel communication 05 Which channels are best? 07 The three pillars of a successful marketing campaign 08 Case study: High conversion marketing on a budget 10 Local approach to marketing 1 1 Conclusion 12 About the author 12 Acknowledgements 12 About IMS Health Contents ©2016 IMS Health Incorporated and its affiliates. All reproduction rights, quotations, broadcasting, publications reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without express written consent of IMS Health and the IMS Institute for Healthcare Informatics
  3. 3. Planning, executing, and monitoring: The three pillars of an effective marketing campaign1 While some industries are seemingly able to execute marketing communication strategies with ease, it continues to prove elusive for many in the pharmaceutical industry. Developing, executing, monitoring and analyzing a marketing plan can be challenging, especially when leveraging information to accurately segment and target audiences through a variety of channels. With a multitude of customer channel preferences, a growing list of stakeholders, tightening budgets and increased customer expectations, the pressure of running successful marketing campaigns has grown. Within the pharmaceutical industry, a greater emphasis is now being placed on the quality of data, strategic planning and utilizing the full spectrum of marketing channels to improve customer engagement levels and return on investment. In addition to clear goals and a comprehensive strategy, the right tools and services are essential for running effective direct marketing campaigns. These tools help you deliver specific messages to targeted audiences at peak efficiency and effectively measure their outcomes. Fortunately, the industry now has specialized technology and experienced providers that can deliver highly-targeted campaigns and offer significant value. This report examines the current state of marketing services within the pharmaceutical industry and the available solutions that may help pharma push beyond traditional marketing efforts and measure the impact of today's online and offline opportunities. Executive summary
  4. 4. 2 From analog to digital Sales and marketing in the life sciences industry is almost unrecognizable compared to ten years ago. Pharma companies once enjoyed a close working relationship with their sole concern – the doctor. Sales reps were plentiful, and in addition to boots on the ground, low-cost mailers and marketing materials sufficed for brand promotion. Technology has made a tremendous impact on consumers and professionals alike, as access to digital and mobile technologies have transformed the way we communicate. Although the proliferation of new communication channels can complicate marketing efforts, it also affords us the ability to quickly and easily evaluate the success of each campaign. These times of change have also shifted the balance of power. As influence continues to spread among payers, healthcare authorities, doctors and patients, it has become clear that a 'one size fits all' approach to marketing is no longer sufficient. What works for a physician or payer in one location may not be effective with their counterparts in another. The pharmaceutical industry is evolving to address these changes, and is trying to take advantage of the wealth of opportunity that the technological revolution brings. It is essential that they adopt a marketing approach that helps them clear the hurdles presented by today's healthcare environment, and deliver greater value from their multi-channel marketing efforts.
  5. 5. Planning, executing, and monitoring: The three pillars of an effective marketing campaign3 THE NEW STAKEHOLDER LANDSCAPE The stakeholder landscape has become far more complex in the face of increasing price and regulatory pressures. The center of gravity has shifted, and where doctors were once at the center of the pharmaceutical ecosystem, today’s model now encompasses regulators, healthcare authorities, patient advocacy groups and doctors, all of whom play a vital role in reimbursement. This interconnected environment has presented challenges for the pharmaceutical industry, as each stakeholder has different priorities and goals: • Payers and policy makers: The need to tighten belts and achieve more with less has driven payers to the top of the stakeholder pyramid. Today, outcomes are a key priority for healthcare systems around the globe, and due to the competitive nature of pricing policies, these stakeholders are focused on data that will illustrate the true value of the brand. • Healthcare authorities: Local and national healthcare authorities are playing a greater role in the prescribing practices of physicians. Authorities are interested in results, although given years of austerity, the pressures of price-effective outcomes are perhaps more acute with this stakeholder. • Physicians: Despite the many changes in the stakeholder landscape in recent years, physicians are a key player. However, the demands made on these healthcare professionals (HCPs) are on the rise, which makes them more time-poor than ever. • Patient advocacy groups: Today's patients are more empowered and influential than ever before. As austerity continues to tighten available healthcare funds, advocacy groups are becoming more vigilant in the quest for improved quality of life and more practiced in petitioning other decision makers for drug approval.
  6. 6. 4 Cross-channel communication Evolution of the customer model coupled with the rise of mobile, data-driven technology has led to a fundamental shift in the way we communicate with customers. Their attention is now divided between online and offline channels, and customers engage with specific channels based on personal preference. In-person meetings remain highly valuable; however, the number of face-to-face meetings is declining. By year-end 2014, the industry had seen a 25% decline in meetings, while digital channels had grown by an impressive 32%. Traditional marketing channels including mailing and advertising also saw slight rises in usage of 11% and 5% respectively, as per Figure 1 below. This is the world in which pharma must operate. It illustrates that while not every channel is the right fit for a marketing campaign, they must think strategically about the available options and employ a healthy mix of channels, based on user preferences, to ensure a reasonable return on investment (ROI). Figure 1. Illustration of key channel usage during 2014 vs 2013 Source: IMS Health ChannelDynamics -25.5% MEETINGS DIGITAL ADVERTISING MAILING/OTHERS DIRECT TO CONSUMER +32.2% +5.0% +11.9% +19.7%
  7. 7. Planning, executing, and monitoring: The three pillars of an effective marketing campaign5 WHICH CHANNELS ARE BEST? Pharma’s investment in digital channels has grown significantly in recent years. In fact, industry investment in digital channels grew by 40% from 2013 to Q2 2015, up to $2.3bn as seen in Figure 2. Despite the increased investment, success has been varied. This inconsistency in return is not due to a lack of strategic planning or digital channels not delivering on their promise. It's from the failure to successfully integrate newer digital channels with more traditional offline marketing channels. Creating a fully-formed and consistent cross-channel campaign is a complex exercise. Digital is a powerful tool for communicating with customers, but it is important to remember that each digital channel is distinct, should be evaluated on its own merits, and complement the traditional marketing channels for a cross-channel mix. Figure 2. Industry investment increase in digital channels from Q2 2013 to Q2 2015 Source: ChannelDynamics – Sales Force & Marketing Channel Performance Measurement (IMS Health) 0 500 1000 1500 2000 2500 +17% +23% MAT Q2 2013 MAT Q2 2014 MAT Q2 2015 $1619m $1884m $2322m
  8. 8. 6 The best channels for an effective marketing mix are the ones your customers prefer – whether it is email, telephone, direct mail or website. Selecting the right mix is fairly simple when addressing a small audience, but increases in complexity when addressing thousands. The key to success – whether online or offline – is delivering targeted messages to a segmented customer base. Highly-targeted content is the best way to ensure a better than average conversion rate, as it gives your audience the information they want through their preferred channels and helps ensure your message is heard. Complications arise when attempting to juggle too many channels and customer groups to maximize your reach. Technology moves quickly, and marketers naturally feel the need to keep up. This can lead to over-reaching, and delivering untargeted messages that resonate with no one. For digital marketing strategies to provide ROI, a unifying system is needed that integrates all channels – both digital and traditional offline. TO SUMMARIZE: • The key to a successful campaign is strategic planning of the message for each target audience. • A mix of both digital and offline channels should be employed to reach your target audiences. • Deep integration of marketing channels is required for effective execution and reporting.
  9. 9. Planning, executing, and monitoring: The three pillars of an effective marketing campaign7 The three pillars of a successful marketing campaign For the most effective multi-stakeholder marketing approach, there are several stages and actions required to ensure that all data gathered and all messages communicated meet a minimum criteria in quality, and all marketing services are operating at peak efficiency: 1. STRATEGIC PLANNING Defining realistic goals and cleansing and preparing your data are the keys to unifying your approach and executing customer-specific campaigns. The data currently in your possession needs to be properly cleaned and normalized. A single, unified database works best to gain a clear picture of your market, your customers and your history with them. Once gathered, the information needs to be properly analyzed and segmented. Here are a few points to consider when deciding how to best segment your data: • The desired audience(s) and audience profile (e.g. physician’s area of expertise, patient’s level of activity, payer’s sphere of influence). • The goals/objectives of those audiences. • The preferred engagement channels (traditional vs digital/single channel vs multichannel) of your audience. • The best content/message format for those channels. • Peak times to achieve maximum engagement from those channels. 2. CAMPAIGN EXECUTION By adopting an approach that leverages a variety of marketing channels that can be centrally controlled, many of the headaches of cross-platform marketing can be eliminated entirely. The key to successful marketing campaigns is a unifying platform or partner through which your marketing services can be implemented, monitored and finally reported. The right external partner can manage the daunting task of campaign execution using an array of tools and predefined channels to engage with your customers on their terms. By approaching customers in a targeted fashion rather than through mass broadcasting, deeper relationships are built with all stakeholders, strengthening their confidence in the brands. The key is delivering the right message through the right channel to the right target at the right time, utilizing a cross-channel approach with both traditional and digital assets. 3. MONITORING AND REPORTING All operations should be monitored to increase ROI, effectively track performance, and optimize budget allocation utilizing key performance indicators (KPIs) modeled around your business goals. This can be achieved through response handling for traditional channels and evaluation reports for digital. All performance metrics and results should subsequently be integrated into a single customer relationship management (CRM) system, and all data crunched using advanced analytics.
  10. 10. 8 Case study: High conversion marketing on a budget PRIMARY OBJECTIVE Our client wanted to utilize our robust HCP database, OneKey™, to organize their data and increase impact with unvisited HCPs. The client operated on a tight budget and wanted to increase sales in a cost-effective way. METHODOLOGY Blending our expertise with the client, we used their allocated budget and historical customer data as a starting point to define the best methodological approach to achieve their primary objective. In the planning stages, we established that a multichannel approach including telemarketing, email, and product sampling would work best to achieve the targeted ROI. Working closely with the local IMS Health consulting team, we were able to identify the HCPs most likely to respond to our client’s efforts using the same channels (digital profile). After targeting the HCPs, we began a telemarketing campaign to recruit the HCPs. We then sent each HCP an email reminding them of their participation in this campaign, and then followed up with samples and information related to the product. The second wave was executed after the HCPs received the reminder. The HCPs were contacted again to answer a brief survey. At that time the HCP was presented with the next product, followed by the same previous action. Local Marketing Services teams were established to oversee each region and provide regular feedback. At the end, we delivered a digital report based on the campaign results, with campaign KPIs, message recall with promotional impact, prescription and sales comparison. RESULTS At the end of the four-month project, our client's sales to these targeted HCPs increased by 23% (see Figure 3). Additionally, our client now has a list of high-potential HCPs who are likely to respond to future digital and telemarketing channels.
  11. 11. Planning, executing, and monitoring: The three pillars of an effective marketing campaign9 +23% sales TELEMARKETING TO TARGETED HCPS TELEMARKETING (2ND CONTACT) NEW PRODUCTS PRESENTATION AND SURVEY EVALUATION 1ST PRODUCT SAMPLE-MAILING 2ND PRODUCT SAMPLE-MAILING FINAL MULTICHANNEL CAMPAIGN REPORT E-MAIL – ACTION RECALL E-MAIL – ACTION RECALL Figure 3. Multichannel campaign implementation CONCLUSION Through intelligent segmentation of data, a unified system integrating each channel, and centralized reporting tools, our client was able to not only increase sales, but increase the value of their data too. Critical success factors in this project can be summarized as: 1. A clear and well defined methodology providing a solid foundation. 2. Intelligent segmentation of data to identify the most appropriate HCPs based on historical impact and engagement levels within the selected channels. 3. Providing tangible benefits to HCPs (materials, information and samples to share with patients) and thus demonstrating value first. 4. Accurate feedback and results measurement, increasing the value of customer data and providing demonstrable ROI to serve as a launch platform for future initiatives.
  12. 12. 10 Local approach to marketing Marketing is a varied discipline - one that pharmaceutical companies are becoming increasingly dependent on. However, in Germany, where data protection laws are particularly strict, multichannel marketing becomes not just a means to advertise, but a means to generate leads in the first place. Holger Hellwig, Marketing Services Director at IMS Health Deutschland, explains: "You have to work within data protection laws, and they have an impact on marketing campaigns. Crucially, physicians must opt in to receive communications relating to your campaign, and so this is the first stage in any marketing strategy."It is important that pharma executives in other territories take note – with far stricter EU-wide legislation currently in the pipeline, this is a practice that other European countries may have to familiarize themselves with sooner, rather than later. Using online and offline methods of communication, IMS Health Deutschland reaches out to physicians to obtain their consent, qualifying them for the digital marketing campaign. Only once this step is completed, can the marketing messages begin. But at this stage, German clients have a distinct advantage over their peers in other geographies, "This is not only a legal requirement, but it works as a qualifying measure," Holger says. "Because physicians have consciously opted in to your campaign, engagement and conversion levels in turn are significantly higher than average." To illustrate the difference an opt-in phase can make for a campaign, Holger shares a recent example where his team worked for a client looking to market a therapy in a rare disease area. Historically, drugs for rare diseases are difficult to market because of their niche status. "The pre-qualification was a telephone campaign," Holger says. "The end result was over 2,000 qualified hospitals, and 70 decision makers – all opted in. It was a real success story for a company working in a rare disease area." Yet as Holger points out, these advantages only come into play with the right marketing partner, otherwise there might not be much more depth to your marketing strategy than a few emails and phone calls. "There are companies out there without the integration capabilities of an advanced marketing services business. They'll send the emails, make the calls and then call it a day. They have no platform for integration feedback, cross-channel engagement metrics, or monitoring of offline and online channels in any meaningful way. "The key is always in achieving that unity. Gathering the data – online and offline – and making sense of it through analytics. Turning it from passive information into meaningful insight, and then having the capability to act on it effectively."
  13. 13. Planning, executing, and monitoring: The three pillars of an effective marketing campaign11 Conclusion Technology is fast-paced and constantly changing, and directly impacts how we interact, communicate and find information. People are constantly searching for a variety of information, which is what makes digital channels so powerful and important. Using technology to provide services to organize and potentiate the available information in order to reach marketing objectives is essential for successful marketing campaigns. The ease of obtaining information and leveraging the available channels to interact with the pharmaceutical industry stakeholders is not enough to carry out successful marketing campaigns. It is essential to keep in mind the key success points to efficiently deliver the right message to the right audience at the right time. Utilizing the three pillars – Strategic Planning, Campaign Execution and Monitoring & Reporting – can help ensure a successful marketing campaign. While setting the stage for a campaign can be a daunting task, following these three pillars can make planning and executing even the most complex campaign a simple exercise with a high ROI.
  14. 14. About the author Marta Rebelo Marta is a Senior Offering Manager within the IMS Health Global Services division, specializing in Marketing Services with both local and global experience and background in Sales, Marketing, Consultancy and Business Development. Marta also has experience in the pharmaceutical industry in companies such as AstraZeneca and Generis (Portuguese company), where she launched new brands and introduced generics in the market. Marta has a masters in Product Management from ISCTE, Lisbon, and a degree in Marketing from IADE, Lisbon. She is based in Lisbon, Portugal. Acknowledgements Thank you to Holger Hellwig, Marketing Services Director at IMS Health Deutschland, for his valuable contribution to the report. Thank you also, for the additional support, to Christopher Wooden, Vishal Khanna, Marisa Farrajota and Portugal's Marketing Services team and Miguel Fino. About IMS Health Creating Connected Solutions for Better Healthcare Performance IMS Health is a leading global information and technology services company providing clients in the healthcare industry with end-to-end solutions to measure and improve their performance. Our 7,500 services experts connect configurable SaaS applications to 10+ petabytes of complex healthcare data in the IMS One™ cloud platform, delivering unique insights into diseases, treatments, costs and outcomes. The company’s 15,000 employees blend global consistency and local market knowledge across 100 countries to help clients run their operations more efficiently. Customers include pharmaceutical, consumer health and medical device manufacturers and distributors, providers, payers, government agencies, policymakers, researchers and the financial community. As a global leader in protecting individual patient privacy, IMS Health uses anonymous healthcare data to deliver critical, real-world disease and treatment insights. These insights help biotech and pharmaceutical companies, medical researchers, government agencies, payers and other healthcare stakeholders to identify unmet treatment needs and understand the effectiveness and value of pharmaceutical products in improving overall health outcomes. Additional information is available at www.imshealth.com. IMS Health Global Headquarters 83 Wooster Heights Road
Danbury, Connecticut 06810
 United States
 Tel: +1 203 448-4600 For all office locations, visit: www.imshealth.com/locations

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