The document presents a strategic benchmarking research conducted by Best Practices, LLC for CSL Behring, focusing on digital marketing's impact in biopharma. It outlines key findings related to digitizing product launches, developing digital marketing talent, and optimizing service delivery, drawing insights from 31 digital marketing leaders across 24 organizations. The study highlights the importance of competitive assessments, talent acquisition traits, and the hybrid structure of digital marketing teams.

1. Best Practices, LLC Strategic Benchmarking Research & Analysis for CSL Behring
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Best Practices, LLC Strategic Benchmarking Research & Analysis
Growing Biopharma Digital Marketing Impact:
Digitizing Launch, Developing Talent,
& Optimizing Service Alignment

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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

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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.

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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

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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:

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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%.

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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?

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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

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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

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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

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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.
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