Bringing Digital into Strategy and operations for integrated multi-channel marketing or“I wouldn’t start from here”<br />P...
I Wouldn’t Start From Here<br />2<br />
3<br />
What would these guys do?<br />4<br />
Who is at the Centre?<br />5<br />
“Lip Service”<br />6<br />
Who is really at centre in PharmaCompanies?<br />7<br />
The Customer is at Centre of a Multi-channel world<br />8<br />
The Customer is in charge<br />9<br />
Company silos<br />10<br />
“Shiny Objects”<br />11<br />
12<br />
Not a Ghost Town<br />13<br />
The Dreaded Word<br />14<br />compliance<br />
15<br />
17<br />
    Get your ethical ducks in a row<br />Lead with Strategy<br />In for long term engagement<br />Get the right Expertise<...
Three Guiding Principles<br />19<br />Source pharmaceuticalethics.com<br />
Or wait for Godot .. the FDA, Afssaps, BfArM….etc<br />20<br />
change<br />Another Word People Don’t Like <br />21<br />
22<br />“No matter how far you have gone on a wrong road, turn back.”<br />Turkish proverb<br />
23<br />Change Quotes<br />http://www.ideachampions.com/weblogs/archives/2011/04/1_it_is_not_the.shtml<br />
The Splintering of the Fourth EstateAlan RusbridgerGuardian.co,uk 19Nov2010<br />http://www.guardian.co.uk/commentisfree/2...
The Gutenberg Revolution<br />"Suddenly, in a historical eye-blink, scribes were redundant. One year, it took a month or t...
The Corporate Revolution<br />“..today's revolution in communication, which – in the opinion of many – is as great as that...
27<br />
Who Needs Info from Pharma?<br />100mn visits in 2010<br />28<br />
respond<br />How can Companies respond<br />29<br />
Need for Speed<br />
Attract Train and Retain Talent<br />31<br />Alternative  Route<br />Traditional Route<br />
So do you need a digital/multi-channel department?<br />32<br />
33<br />
34<br />
35<br />
36<br />
The Multi-Channel Organisation<br />Lead from the top<br />Not a “passing fad”<br />Get through the senior management “tre...
4 Ps or 6 Cs?<br />Content<br />Conversation<br />Collaboration<br />Context<br />Community<br />Connectivity<br />39<br />
A Stable Integrated Strategy<br />40<br />
41<br />
Blank Sheet of Paper<br />Who do I want to communicate with?<br />Where are they ?<br />What value can I add?<br />How do ...
43<br />Not Making a Decision is a Decision<br />
44<br />
What would you do if it was your company?<br />45<br />
46<br />Thank you<br />paul@bluelighlightpartners.com sam@bluelightpartners.com www.bluelightpartners.com <br />
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Bringing Digital into Strategy and operations for integrated multi-channel marketing ....or...I wouldn't start from here !

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  • Kings, Lords, and Commons....journalismthe media trends of the late 15th and early 16th centuries, a period when the old spiritual and cultural order dominated by the Roman Catholic church was breaking down and a new one was struggling to emerge.With the invention of printing, books by the thousand were tumbling off the presses, and scholars were gripped by a kind of fever as they searched for new ideas about how to organise society. In tracts and treatises they furiously debated such issues as the nature of man, the powers of God, and the true path to salvation.The historian John Man puts the Gutenberg revolution like this:&quot;Suddenly, in a historical eye-blink, scribes were redundant. One year, it took a month or two to produce a single copy of a book; the next, you could have 500 copies in a week. Hardly an aspect of life remained untouched …Gutenberg&apos;s invention made the soil from which sprang modern history, science, popular literature, the emergence of the nation-state, so much of everything by which we define modernity.&quot;Massing is not the only writer to be fascinated by the parallels between that period and today&apos;s revolution in communication, which – in the opinion of many – is as great as that of Gutenberg. The difference today is that change is happening much faster – so fast that we are, as an industry, collectively suffering from what deep-sea divers refer toas the bends. We are travelling through a period of extreme change faster than our corporate bodies can cope with. It&apos;s painful – and, if not treated quickly and correctly,can be fatal.The feature film will focus on Mark Zuckerberg, who launched Facebook in 2004 after creating it as a tool for Harvard university students. According to Forbes magazine, the 25-year-old is &quot;the youngest billionaire on earth and possibly the youngest self-made billionaire ever
  • Bringing Digital into Strategy and operations for integrated multi-channel marketing ....or...I wouldn't start from here !

    1. 1. Bringing Digital into Strategy and operations for integrated multi-channel marketing or“I wouldn’t start from here”<br />Paul Dixey<br />Bluelight Partners<br />
    2. 2. I Wouldn’t Start From Here<br />2<br />
    3. 3. 3<br />
    4. 4. What would these guys do?<br />4<br />
    5. 5. Who is at the Centre?<br />5<br />
    6. 6. “Lip Service”<br />6<br />
    7. 7. Who is really at centre in PharmaCompanies?<br />7<br />
    8. 8. The Customer is at Centre of a Multi-channel world<br />8<br />
    9. 9. The Customer is in charge<br />9<br />
    10. 10. Company silos<br />10<br />
    11. 11. “Shiny Objects”<br />11<br />
    12. 12. 12<br />
    13. 13. Not a Ghost Town<br />13<br />
    14. 14. The Dreaded Word<br />14<br />compliance<br />
    15. 15. 15<br />
    16. 16.
    17. 17. 17<br />
    18. 18. Get your ethical ducks in a row<br />Lead with Strategy<br />In for long term engagement<br />Get the right Expertise<br />Don’t delegate/abdicate to agencies<br />Go with facts/knowledge not myths<br />Establish Process and Governance<br />Have Commitment throughout organisation<br />18<br />
    19. 19. Three Guiding Principles<br />19<br />Source pharmaceuticalethics.com<br />
    20. 20. Or wait for Godot .. the FDA, Afssaps, BfArM….etc<br />20<br />
    21. 21. change<br />Another Word People Don’t Like <br />21<br />
    22. 22. 22<br />“No matter how far you have gone on a wrong road, turn back.”<br />Turkish proverb<br />
    23. 23. 23<br />Change Quotes<br />http://www.ideachampions.com/weblogs/archives/2011/04/1_it_is_not_the.shtml<br />
    24. 24. The Splintering of the Fourth EstateAlan RusbridgerGuardian.co,uk 19Nov2010<br />http://www.guardian.co.uk/commentisfree/2010/nov/19/open-collaborative-future-journalism<br />
    25. 25. The Gutenberg Revolution<br />"Suddenly, in a historical eye-blink, scribes were redundant. One year, it took a month or two to produce a single copy of a book; the next, you could have 500 copies in a week. Hardly an aspect of life remained untouched … Gutenberg's invention made the soil from which sprang modern history, science, popular literature, the emergence of the nation-state, so much of everything by which we define modernity."<br />25<br />
    26. 26. The Corporate Revolution<br />“..today's revolution in communication, which – in the opinion of many – is as great as that of Gutenberg. The difference today is that change is happening much faster – so fast that we are, as an industry, collectively suffering from what deep-sea divers refer to as the bends. We are travelling through a period of extreme change faster than our corporate bodies can cope with. It's painful – and, if not treated quickly and correctly, can be fatal….<br />…the mass ability to communicate with each other, without having to go through a traditional intermediary – is truly transformative”<br />26<br />
    27. 27. 27<br />
    28. 28. Who Needs Info from Pharma?<br />100mn visits in 2010<br />28<br />
    29. 29. respond<br />How can Companies respond<br />29<br />
    30. 30. Need for Speed<br />
    31. 31. Attract Train and Retain Talent<br />31<br />Alternative Route<br />Traditional Route<br />
    32. 32. So do you need a digital/multi-channel department?<br />32<br />
    33. 33. 33<br />
    34. 34. 34<br />
    35. 35. 35<br />
    36. 36. 36<br />
    37. 37.
    38. 38. The Multi-Channel Organisation<br />Lead from the top<br />Not a “passing fad”<br />Get through the senior management “treacle”<br />Talk with/learn from other organisations<br />Deal with subconscious biases which will undermine strategic decision making. <br />https://www.mckinseyquarterly.com/The_case_for_behavioral_strategy_2551<br />Look at where resources are allocated – where are there bottlenecks<br />38<br />
    39. 39. 4 Ps or 6 Cs?<br />Content<br />Conversation<br />Collaboration<br />Context<br />Community<br />Connectivity<br />39<br />
    40. 40. A Stable Integrated Strategy<br />40<br />
    41. 41. 41<br />
    42. 42. Blank Sheet of Paper<br />Who do I want to communicate with?<br />Where are they ?<br />What value can I add?<br />How do I do this?<br />How do I know that this is successful?<br />What have I learnt?<br />Start again<br />42<br />
    43. 43. 43<br />Not Making a Decision is a Decision<br />
    44. 44. 44<br />
    45. 45. What would you do if it was your company?<br />45<br />
    46. 46. 46<br />Thank you<br />paul@bluelighlightpartners.com sam@bluelightpartners.com www.bluelightpartners.com <br />

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