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Building a Center of Excellence

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Building a Center of Excellence in MCM and how to execute your strategy effectively. (Neil Keene Pharma Force Austin, TX 9/21.)

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Building a Center of Excellence

  1. 1. BUILDING A CENTER OF EXCELLENCE FORM & FUNCTION OF CUSTOMER ENGAGEMENT Neil Keene
  2. 2. ABOUT ME Neil Keene Neil Keene is a pharmaceutical marketing innovator and digital/MCM expert with over 20 years of progressive experience ranging from large organizations to startups. Neil began his career in the marketing agency arena in NYC, playing a strategic role with global firms Wunderman (Y&R), FCB and DraftWorldwide. He transitioned into the Pharmaceutical space in 2000, working with market-leading pharmaceutical companies GSK, Teva Pharmaceuticals and Forest Laboratories. Neil was on the management launch team that received FDA approval of Viibryd and executed the successful sale of Trovis Pharmaceuticals to Forest Labs (FRX) for $1.3B in 2011. Neil has worked with multiple large pharmaceutical and biotech companies on development and improvement of CoE for Customer Engagement Management
  3. 3. AGENDA Evolution of Strategic Marketing 2000-2017 CoE and Customer Engagement Marketing (CEM) efforts? Evaluating Challenges Creating a Framework for Success Structure, Function, Process Measuring KPIs and Engagement Q&A 1 2 3 4 5 6 7
  4. 4. DIGITAL EXECUTION HAS CHANGED AND ORGANIZING STRATEGY HAS EVOLVED Database Marketing CRM Customer Engagement Management Building a Center of Excellence for Customer Engagement 4
  5. 5. EVOLUTION OF STRATEGIC MARKETING 2000-2017 DATABASE MARKETING CRM CUSTOMER ENGAGEMENT MANAGEMENT MULTI- CHANNEL MARKETING Building a Center of Excellence for Customer Engagement 5
  6. 6. WHAT SHOULD A CoE DO FOR YOUR ORGANIZATION? A center of excellence for MCM/CEM should drive and coordinate the organization’s the entire efforts This provides guidance on how the organizations core digital assets and IT systems can be leveraged, freeing leadership teams to focus on what is unique about their markets and brands. A successful approach can balance the need to be cost effective with the creativity essential to meet the needs of segments of one, allowing for seamless execution and ease of analysis for ROI Building a Center of Excellence for Customer Engagement 6
  7. 7. EVALUATING YOUR ORGANIZATIONS’ CHALLENGES People come first then ‘Systems’ Define the solution first, then Create the solution Thread through the solution should be the framework Involve your vendors and agencies and make them ‘partners’ Building a Center of Excellence for Customer Engagement 7
  8. 8. INTEGRATION & TRAINING THROUGHOUT YOUR RE-INVENTION Brand teams play an essential part in successful CoE implementation with brand marketing incorporating CES in their brand plans and provide MCM-ready content.  Lack of Innovation: CoE engagement have issues due to lack of understanding, employing only known tools and past strategies in strategic planning. Introduce Important CoE Processes into how Marketing Tactics and Strategies are planned and executed.  Marketing Excellence: Channel mix, Targeting, Segmentation, Analysis Successful companies have embarked on a rigorous program to train their brand teams to produce  Content Marketing: Include all stakeholders and CoE in brand strategies whenever possible. Building a Center of Excellence for Customer Engagement 8 1 2 3
  9. 9. CREATING A FRAMEWORK OF STRUCTURE, FUNCTION & PROCESS
  10. 10. CREATING A FRAMEWORK: STRUCTURE
  11. 11. MAPPING CoE STRUCTURE WILL REQUIRE DEEP EXPERIENCE IN CULTURAL CHANGE MANAGEMENT  What positions and leaders should be in what organizational structure of your CoE? - Linking with corporate strategy and establishing a new improved culture  Define processes and elements - increased synergies  Document and map out the vision for the future – increased ROI Building a Center of Excellence for Customer Engagement 11 Important Considerations 1. Creating structure alignment with roles and responsibilities 2. Implementation plans 3. Executive and Marketing buy-in
  12. 12. ONLY 23% OF B2B MARKETERS claim to have a customer-centric organizational structure–versus a channel- or product-centric structure. Scale your B2B Customer Obsession with a Go-to-Customer Strategy. Forrester’s Strategic Plan: The B2B Marketing Playbook
  13. 13. CREATING A FRAMEWORK: HOW DOES THE CoE FUNCTION?
  14. 14. Your CoE Customer-Centric Digital Discovery Starting point, SWOT, Gap Analysis Strategy & Execution Starting point, SWOT, Gap Analysis Change Management & Scale Adoption, Change Agents, Digital Acceleration Digital Governance Accountability, KPIs, Roles & Responsibilities Digital Academy Best Practices, Train the Trainer, Training Reskilling Methodology Tools & Platforms Agile & Incremental, Insights & Feedback, Marketing Technologies Digital Lab Ideation & Innovation, Testing, New Technology
  15. 15. INNOVATION AND NEW SYSTEMS OF MARKETING OTT Advertising AR/VR Big Data AI/Machine Learning Programmatic Marketing Dynamic Online Tools
  16. 16. CREATING A FRAMEWORK: PROCESS
  17. 17. EACH CORE PROCESS OF SUCCESS WILL BE A PILLAR WITHIN YOUR ORGANIZATION Targeting Building a Center of Excellence for Customer Engagement 17 Segmentation Channel Mix Methodology Analysis & Reporting Message Mapping
  18. 18. HOW DO YOU MEASURE CE ROI KPIs Value/Quality of Engagement Creating a Center for Learning Building a Center of Excellence for Customer Engagement 18
  19. 19. Digital ROI is Facing ‘Moment of Truth’ Building a Center of Excellence for Customer Engagement 19  P&G conglomerate has a $2.4 Billion U.S. ad budget  20-30% of waste in media supply chain  ”It’s high time that the industry collectively grows up and adheres to common standard.”  Unilever announced plans to cut its global roster of agencies in half from 3,000 to 1,500 shops and crank out 30% fewer ads.  During the first half of 2017, lowered agency spend by 17 percent.
  20. 20. WHAT STRATEGIC DECISIONS ARE NECESSARY TO CAPTURE THE ELUSIVE ROI? • Determining the ‘Payoff’ of MCM and CE • Structure of CoE will breed your philosophy throughout organization • KPIs need to be based on value not click rates or visits to apps • Function of matching digital activity to value is not a KPI or a reliable measure • Transform the entrenched Process of ‘test and control’ in your organization • Plan for change and required patience to change • Measurement of customer engagement depends on relevance Building a Center of Excellence for Customer Engagement 20
  21. 21. SUMMARY Executive buy-in, leadership and ownership. Center of Excellence objectives are driven by line of business leaders but captured and managed by the Center of Excellence in light of the vision and mission of the company. The Center of Excellence is empowered to be an organizational change agent. Cross-departmental collaboration is enabled, supported and rewarded. 1 2 3 4
  22. 22. THANK YOU! BLOG: www.neilkeene.com FOLLOW: @neilkeene

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