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Growing Bio-pharma Digital Marketing Impact by Digitizing Launch, Developing Talent and Optimizing Service Alignment

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It has become quite crucial to identify the drivers of digital marketing performance excellence in the health care industry which will enable companies to gain valuable customer insights, build effective relationships, leverage online media, and maximize revenue.

Best Practices, LLC undertook this benchmarking research to provide critical insights into how savvy bio-pharma digital marketers are enhancing the medical and commercial potential of new products, improving alignment with brand teams, acquiring and training new digital marketers, managing service delivery for key programs and optimizing insource vs. outsource mix.

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Published in: Marketing
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Growing Bio-pharma Digital Marketing Impact by Digitizing Launch, Developing Talent and Optimizing Service Alignment

  1. 1. Best Practices, LLC Strategic Benchmarking Research & Analysis for CSL Behring Page | 1 Best Practices, LLC Strategic Benchmarking Research & Analysis Growing Biopharma Digital Marketing Impact: Digitizing Launch, Developing Talent, & Optimizing Service Alignment
  2. 2. Page | 2 Table of Contents  Executive Summary pgs. 3-9  Research Overview pg. 3  Participating Companies pg. 5  Key Research Findings pgs. 6-9  I. Digitizing Launch & New Product Development pgs. 10-22  Critical Commercial & Medical Support Activities  Improving Brand Team Alignment  II. Developing New Digital Marketing Talent pgs. 23-29  Talent Acquisition & Development  Talent Deployment Models  III. Optimizing Digital Service Delivery pgs. 30-37  Digital Function Structure  Service Management Models: DM Teams, CoEs & Brands  IV. Outsourcing & Vendor Management Excellence pgs. 38-48  Outsourcing Levels for Key Channels & Activities  Vendor Usage Trends  Study Participant Data pgs. 49-53  About Best Practices, LLC pg. 54
  3. 3. Page | 3 Research Overview: Objectives & Methodology Elite healthcare organizations are investing more than ever in digital marketing to learn about their customers, build better relationships, leverage effective online media, and grow revenue. This research examines a host of key operational benchmarks required to achieve best-in-class performance in digital marketing in the healthcare sector, and foster a stronger digital culture throughout the organization. Topics Covered: Research Methodology Research Overview  Digitizing Launch:  Top Commercial Support Activities  Top Clinical & Medical Support Areas  Aligning with NPP & Launch Teams  Talent Development:  Key Traits for New Hires  Developing & Aligning Talent  Service Delivery Excellence:  Structuring the Digital Function  Responsibility for Core Tasks  Outsourcing & Vendor Management  Best Practices, LLC engaged 31 digital marketing leaders at 24 companies through a benchmarking survey instrument.  Research participants work in such functions as digital, multichannel marketing, business excellence and intelligence, marketing, and sales.  This benchmarking deliverable is part of a series of Best Practices’ studies designed to examine Digital Marketing performance excellence in the healthcare industry.  This study will provide critical insights into how savvy biopharma digital marketers are enhancing the medical and commercial potential of new products, improving alignment with brand teams, acquiring and training new digital marketers, managing service delivery for key programs, and optimizing insource vs. outsource mix.
  4. 4. Page | 4 Data Segmentations & Acronyms Used in this Study Data Segments:  Large Company: Annual revenue of > $10 billion (US) in 2015  Medium & Small Company: Annual revenue <$10 billion (US) in 2015 To help distill the most precise and relevant benchmark insights, several data segments were used in this study. Definitions of these data segments, as well as other research terms and acronyms used throughout this research, are provided below. Key Terms & Acronyms:  DM – digital marketing  EHR – electronic health record(s)  HCP – healthcare provider  KPI – key performance indicator  MCM – multichannel marketing  ROI – return on investment  SEO – search engine optimization  SM – social media
  5. 5. Page | 5 Universe Of Learning: 24 Companies Participated in Study This study engaged 31 digital, multichannel marketing and other commercial leaders from 24 leading healthcare organizations. Nearly 70% of participants serve at the level of director or above. Benchmark Class:
  6. 6. Page | 6 Key Findings Few of the key findings and insights that emerged from this study:  DM teams deliver highest pre-launch impact via Competitive Assessments & Customer Insights: For commercial objectives, the most beneficial pre-launch digital support areas include contributing to competitive assessments (where 79% see positive impact) and online research and analytics to fuel brand development (69%). Roughly half of DM teams also find some success with creating opt-in databases and social media listening. Revenue forecasting and digital war-gaming activities are less commonly used activities.  Digital marketing is structured as a “hybrid function” for 64% of companies: For almost two-thirds of companies, digital marketing is structured in a “hybrid” fashion, with a centralized digital, multichannel, or Center of Excellence team working in close concert with brand marketers to execute essential digital tactics and campaigns. Just 26% locate all digital marketing capability within individual brands or business units, and only 10% locate all capability in a centralized digital group.  DM teams hire approximately 46% of total vendors used; brands hire 36%: DM groups must be able to align goals and work successfully with a web of different agencies and vendors hired by several different stakeholder groups. An average of 46% of all digital vendors used by DM teams are hired and managed by DM teams directly. Brand teams hire 36% of digital vendors, while the larger marketing organization contracts 18%.
  7. 7. Page | 7 The most beneficial pre-launch digital support areas for new products include contributing to competitive assessments (where 79% see positive impact) and online research and analytics to fuel brand development (69%). More than half of DM teams also find success with creating opt-in databases and social media listening. DM Teams Deliver Highest Pre-Launch Impact via Competitive Assessments & Customer Insights % respondents 9% 9% 13% 13% 13% 26% 22% 26% 35% 35% 42% 57% 43% 57% 9% 13% 13% 8% 57% 43% 39% 38% 30% 30% 22% War-gaming & scenario planning Revenue forecasting, uptake and similar projections Standardizing data visualization and analytics across brands Social media listening (disease state, competitor brands) Create customer opt-in database and launch opt-in campaigns Online market research, advanced analytics and customer insights to fuel brand development Contribute to competitive landscape assessments High positive impact Some positive impact No positive impact NA (not active in this area) N=23-24 Commercial Support for New Product Planning & Launch Q. What is the impact of digital support on the following pre-launch commercial programs for new products?
  8. 8. Page | 8 Q. How critical are each of the following skills and characteristics for hiring new digital marketers? Talent Acquisition: “Interpersonal skills” were deemed most important for hiring new digital marketers (per 69% of companies), followed by “analytics skills” (62%). Both of these traits are critical for allowing new talent to build relationships, identify opportunities and articulate a digital path for healthcare organizations. “Healthcare experience” was seen as slightly more valuable than “innovative digital experience outside of healthcare.” Interpersonal Skills More Important for New Digital Marketers than Tech, Healthcare or Digital Innovation Background % respondents 12% 28% 38% 46% 62% 69% 62% 60% 54% 46% 31% 31% 27% 12% 8% 8% 8% Experience inside the company Experience in innovative digital industries Healthcare industry experience Deep technology experience Strong analytics skills Strong interpersonal skills Very important Somewhat important Not important N=25-26
  9. 9. Page | 9 Q. How is the digital marketing function structured within your organization? DM Function Structure: For almost two-thirds of companies, digital marketing is structured in a “hybrid” fashion, with a centralized digital, multichannel, or Center of Excellence marketing team supporting brands or business units. Just 26% locate all digital marketing capability within individual brands, and only 10% locate all capability in a centralized digital group. Digital Marketing Is Structured as a “Hybrid Function” for 64% of Companies Centralized, standalone group, 10% Part of MCM, Innovation, or Center of Excellence group, 32% Embedded within brands or business units, 26% Mix of centralized team and brand- embedded digital marketers, 32% N=31
  10. 10. Page | 10 Q. What is your current job title? Participant’s Job Title: This research features quantitative and qualitative insights from a wide range of leaders from the digital marketing function. More than half of respondents serve at the VP or director level, or as heads of digital units. Universe of Learning: Insights Drawn from Host of Digital Leaders N=30 *Other: Lead Marketing Operations (2) AVP/SVP/VP 10% Director/ Global Director 23% Associate/Executive Director 17% Global Head/Head 17% Sr. Manager/ Manager 20% Other 13% * % respondents
  11. 11. Page | 11 Best Practices®, LLC is an internationally recognized thought leader in the field of best practice benchmarking®. We are a research, consulting, benchmark database, publishing and advisory firm that conducts work based on the simple yet profound principle that organizations can chart a course to superior economic performance by leveraging the best business practices, operating tactics and winning strategies of world-class companies. 6350 Quadrangle Drive, Suite 200 Chapel Hill, NC 27517 (Phone): 919-403-0251 www.best-in-class.com Learn More About Our Company:

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