REPORT SAMPLE:
Digital Marketing Excellence: Generating Top Value
in an Emerging Healthcare Function

Best Practices, LLC ...
Table of Contents
 EXECUTIVE SUMMARY……………………………………………………3




Research Overview……………………………………………………………..4
Participatin...
Research Objectives, Methodology & Results
Digital Marketing (DM) technologies are rapidly transforming the commercial mar...
Universe of Learning: 28 Top Companies Participated in Study
Thirty-one benchmark survey respondents from 28 companies par...
Sample Key Findings:
Making the Case for the Digital Marketing Function
The following key findings and insights on making ...
Sample Data Slide:

Research Examines High-Impact Digital Marketing Opportunity Areas
This benchmark research examines key...
Sample Data Slide:

YouTube, Email, Websites Earn Highest Social Media Ratings
Among Social Media, three channels – YouTub...
Sample Qualitative Slide:

Regulatory Concerns Greatly Slow Time-to-Market for New Digital Services
In the highly regulate...
Sample Data Slide:

For 1/3, Directors Hold Decision-Making Power on Content for SM Platforms
Directors make the final dec...
Sample Data Slide:

CoEs Show Some Effectiveness in Steering Key Areas
From a responsibility standpoint, Centers of Excell...
Sample Data Slide:

34% Don’t Conduct Pre-Launch Testing of New DM Services
Nearly two-thirds of benchmark companies test ...
Sample Info Slide:

Solid Risk Mitigation Requires Systemic Approach from Day 1
In order to play aggressively in the Digit...
About Best Practices, LLC
Best Practices, LLC is a research and consulting firm that conducts work based on the simple yet...
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Digital Marketing Excellence: Generating Top Value in an Emerging Healthcare Function

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Digital Marketing (DM) technologies are rapidly transforming the commercial marketplace – challenging companies to develop new Marketing skills that employ a broad range of new tools and techniques. This research examines how successful organizations maximize the value provided by the DM function to drive greater commercial engagement.

Best Practices, LLC, conducted this study to help healthcare companies measure and improve performance across a wide range of Digital Marketing (DM) functional areas and activities. The study delivers insights on performance tracking, new tools and technologies, demonstrating value, better alignment with brand teams, talent acquisition and development, mitigating Regulatory risk, and investment trends.

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Digital Marketing Excellence: Generating Top Value in an Emerging Healthcare Function

  1. 1. REPORT SAMPLE: Digital Marketing Excellence: Generating Top Value in an Emerging Healthcare Function Best Practices, LLC Strategic Benchmarking Research & Analysis BEST PRACTICES, ® LLC
  2. 2. Table of Contents  EXECUTIVE SUMMARY……………………………………………………3    Research Overview……………………………………………………………..4 Participating Companies………………………………………………………5 Key Findings & Insights……………………………………………………….6  DETAILED RESEARCH FINDINGS 1. 2. 3. 4. 5. 6. 7. 8. Performance & Tracking for Greater Effectiveness…………………24 Making the Value Case for Digital Marketing…………………………...38 Identifying & Mitigating Top Regulatory Risks…………………………44 Optimizing the DM Function Structure………………………………..…55 Aligning the DM Function for Maximum Impact…......………………...62 Critical Trends in Talent Recruitment & Skills Development…….…..69 Piloting New Digital Services………………………………………….…..80 Digital Investment: Staffing & Budget Trends…………………..……...86  About Best Practices, LLC……………………………………….……..91 2 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
  3. 3. Research Objectives, Methodology & Results Digital Marketing (DM) technologies are rapidly transforming the commercial marketplace – challenging companies to develop new Marketing skills that employ a broad range of new tools and techniques. This research examines how successful organizations maximize the value provided by the DM function to drive greater commercial engagement. Topics Included Study Overview  Research Objective: This Best Practices, LLC benchmark study is designed to help healthcare companies measure and improve performance across a wide range of Digital Marketing (DM) functional areas and activities. This research delivers insights on performance tracking, new tools and technologies, demonstrating value, better alignment with brand teams, talent acquisition and development, mitigating Regulatory risk, and investment trends. These research findings provide healthcare industry metrics that can serve as a planning and improvement tool for Digital, Social, Multi-Channel, and other Commercial leaders seeking to maximize the value of Digital Marketing in the challenging pharma, biotech, and medical device marketplaces.  Methodology: Best Practices, LLC engaged 31 Marketing leaders at 28 companies through a benchmarking survey instrument. Performance Tracking • Highest-Impact Digital Marketing Fronts • Best Metrics, Activities & Tools to Show Value Identifying & Mitigating Top Regulatory Risks • Impact of Regulatory Concerns on Actual DM Investments • Highest Perceived Risk Areas across Key Digital Platforms  Optimizing the DM Function Structure for High Performance • Corporate Alignment and Strategy • Center of Excellence Role & Effectiveness in Digital Marketing The Next Generation of Digital • Talent Recruitment & Critical Skills Development • Pre-launch Processes for Testing and Rolling Out New Digital Services • Mobile Content Creation & Optimization • Investment Trends: Staffing & Budget Levels 3 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
  4. 4. Universe of Learning: 28 Top Companies Participated in Study Thirty-one benchmark survey respondents from 28 companies participated in this study. More than half of respondents are directors, senior directors or vice presidents, and 62% are based in the United States. The vast majority of these Digital Marketing leaders work in the healthcare and pharmaceutical industries. Benchmark Class: 4 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
  5. 5. Sample Key Findings: Making the Case for the Digital Marketing Function The following key findings and insights on making the value case for Digital Marketing within the organization emerged from this study.  Tactical Decisions on Displayed Online Content Are Often Made as High as at VP Level: At 30% of companies, decisions around what DM content is displayed online on various Social Media platforms are made at the vice president level or higher! That these tactical considerations are made at the executive level underscores both the importance companies attach to Digital presence in today’s marketplace (and also, for healthcare organizations, the deep concern over incurring Regulatory scrutiny in all corners of the industry).  Sales Force Effectiveness and Training Programs Are Well-Suited to Demonstrating ROI: Overall, 72% of DM groups report that various SFE programs (e.g., equipping the sales force with iPad technology) and sales training support activities (48%) are more conducive to demonstrating ROI than are more “core” DM channels like Social Media. However, before increasing sales support activities, companies must decide whether these responsibilities rightly fall under the banner of DM. 5 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
  6. 6. Sample Data Slide: Research Examines High-Impact Digital Marketing Opportunity Areas This benchmark research examines key opportunity fronts across which Digital Marketing teams are seeking to both drive and demonstrate value. Benchmark respondents rated performance tracking metrics, mitigating Regulatory risk, better corporate alignment, improved piloting programs, and greater focus on key skills as highly important opportunities for achieving best-in-class performance. Q. Please indicate which topics are of the greatest importance to your organization. Rating Digital Marketing Areas: Not Important at this time Tracking metrics for greater 3% effectiveness Recognizing and avoiding regulatory risk Corporate alignment and strategy Piloting a New Digital Marketing service 11% Skills, Training, and Personnel 3% Digital Marketing organizational structures 21% 14% 7% 7% Staffing and Investments 3% Somewhat Important (n=) Highly Important 29 76% 28% 29 59% 55% 45% 64% 72% 30 52% 36% 30 54% 38% 30 29% 24% 30 30 % Responses 6 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
  7. 7. Sample Data Slide: YouTube, Email, Websites Earn Highest Social Media Ratings Among Social Media, three channels – YouTube, Email, and company websites – win highest positive impact ratings. Interestingly, various other channels – Facebook, Forums, Twitter, LinkedIn and Blogs – also win a smaller but enthusiastic following. Q. For each of the following forms of Social Media, express the impact upon your target audience Social Media Impact: High negative impact Some negative impact No impact YouTube (or other video-type media) Some positive impact 17% 48% Email marketing 3% 3% Company-hosted websites 40% Company-hosted discussion forums Twitter 5% LinkedIn Blog RSS feed Slideshare Pinterest 20% 45% 36% 29 19% 38% 46% 8% 28 25% 40% 42% 26 28% 61% 25 14% 24 8% 42% 64% 22 36% 73% Google Plus 4% 22 27% 77% 79% 24 8% 46% 42% (n=) 24 35% 66% 14% Facebook High positive impact 23% 17% 22 22 23 % Responses 7 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
  8. 8. Sample Qualitative Slide: Regulatory Concerns Greatly Slow Time-to-Market for New Digital Services In the highly regulated healthcare sector, government regulations not only impair a company’s ability to reach and inform patients via new online technologies, they also create challenges for DM teams to successfully support their own internal customers. As one interviewed director noted: “[Our] adoption rate of new channels has halted until global standards can be implemented and scaled.” Impact of Regulations: • Limits Use of New Technology, e.g., Social Media • Does Not Allow Direct Contact with Patients • Increases Time to Market for Digital Services “Adoption rate of new channels (social) has halted until global standards can be implemented and scaled.” – Director, Digital & Innovation “Decision not to enter Social Media for the time being; increased time-to-market for Digital services (due to extra approvals required from authorities); no right to address Marketing messages directly to patients.” – Strategic Marketing Manager http://www.pharmatimes.com/magazine/latest%20issue/dec/p p27.pdf “Everything we say or do must be approved by Legal and Regulatory. We do not send out branded tweets, and if there is any mention of a product we must also include a link to risk information.” – Director, Global Marketing Communications 8 BEST PRACTICES, ® LLC
  9. 9. Sample Data Slide: For 1/3, Directors Hold Decision-Making Power on Content for SM Platforms Directors make the final decision for determining content for Social Media platforms at a third of companies, while 30% of benchmarked companies place the decision making at the vice president level or higher. Q. At what level is the final decision made regarding content displayed on Social Media platforms in your organization? Decision Level: At the Community Manager level, 3% Other, 10% VicePresident level or higher, 30% Management level, 23% Other: • Varies depending on channel • Not formalized • Multi-stakeholder decision Director level, 33% (n=30) 9 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
  10. 10. Sample Data Slide: CoEs Show Some Effectiveness in Steering Key Areas From a responsibility standpoint, Centers of Excellence are best equipped to support brand teams with specific tactical work in areas like Digital analysis (82%) and email Marketing campaigns (90%). More opaque areas such as corporate strategy have proven difficult to contribute to. Q. How effective is your CoE in furthering the company's products and services through each of the following categories? Center of Excellence (CoE) Effectiveness: Responsibility Highly Effective 27% 55% Somewhat Effective 70% 82% 73% 27% 36% 27% 20% 27% 18% Inetrgrate with Digital Analysis Email Marketing Integrate with Brand Marketing Marketing / Team Brand Team Corp. Strategy 9% 9% Support Brand Support Business Strategy Unit Strategy Blogs (n=12) 10 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
  11. 11. Sample Data Slide: 34% Don’t Conduct Pre-Launch Testing of New DM Services Nearly two-thirds of benchmark companies test new Digital Marketing services prior to launching, many using an alpha or a beta test to iron out any problems or issues. Just 10% conduct both alpha and beta testing prior to launch. Q. Prior to launching a new Digital Marketing service (e.g., new Social Media platform, new mobile platform), does your organization employ any of the following processes? Pre-Launch Testing: A small "alpha" test (not yet available to the public) 24% A "beta" test (available to small portions of the public) 24% Both "alpha" and "beta" tests Other (please specify) 10% Other: • Pilot with a small group to determine feasibility 7% None of the above (n=29) 34% % Responses 11 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
  12. 12. Sample Info Slide: Solid Risk Mitigation Requires Systemic Approach from Day 1 In order to play aggressively in the Digital space, an organization must feel confident that it has taken every possible step to mitigate risk. Companies must be highly systematic in their approach to anticipating and addressing Regulatory risk factors. From knowing the landscape itself to setting up clear internal protocols, to executing in the field, a risk-mitigation mindset should permeate all Digital activities. 1. Stay Abreast of Regulatory Requirements 6. Revise Strategy to Meet New Demands Best Practices for MITIGATING RISK 5. Track AE Reporting 4. Communicate Operational Hurdles to Internal Customers http://www.pharmaphorum.com/2013/03/26/donald-a-norman-vs-steve-jobsand-jony-ive-design-principles-for-pharma-Digital-strategy/ 12 2. Develop a Strong Adverse Events Reporting Process 3. Set Clear Internal Protocols w/ Stakeholders BEST PRACTICES, ® LLC
  13. 13. About Best Practices, LLC Best Practices, LLC is a research and consulting firm that conducts work based on the simple yet profound principle that organizations can chart a course to superior economic performance by studying the best business practices, operating tactics, and winning strategies of world-class companies. Best Practices, LLC 6350 Quadrangle Drive, Suite 200 Chapel Hill, NC 27517 www.best-in-class.com 13 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC

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