across health digital barometer 2012

Global Digital Barometer

for the life sciences industry

“

Across Health’s Digital Barometer Know which way the wind blows!

8/21/2012 Across Health Digital Barometer 2012 2

Fonny Schenck

Managing Partner, Across Group

CEO, Across Health

For several years now, Across Health has been running a unique digital

landscape survey among life sciences leaders in EMEA. This year’s edition

of the Digital Barometer has taken a global perspective with exclusive

results from our key markets Europe, US and China. It gives you a 360° view on the status, challenges and future of “The New Normal” in life

sciences, i.e. when digital communication is no longer new, but is the norm.

I’m convinced you’ll find these results inspiring and trust they will help you

reach the next level...

Thanks again for your participation

and enjoy our hot-off-the-press findings!

Table of contents

• Executive summary

• Key survey statistics

• Current adoption of digital • Benchmark against competitors

• Digital satisfaction

• Most common eTactics

• Key challenges • Key bottlenecks

• Digital understanding

• The future of digital in life sciences • Top priorities for digital

• Digital marketing, sales & medical budgets


Executive summary


Executive summary

“It’s not about being

digital anymore, it’s now

about being clever with

digital.”

Peter Hinssen

• Overall, we witness a status quo or even a decline

in many areas: digital expertise, HCP multichannel

marketing, ... the first signs that digital is not the

easy „silver bullet‟ many people thought it would be.

• The new focus on cross-channel programmes

however positively points to a more mature use.

• Though digital satisfaction is low, it has improved

compared to previous years.

• Digital budgets continue to be low.

• Standard websites are still most often used.

• The top 3 bottlenecks for success continue to be

regulatory and legal issues, lack of digital

strategy and ROI, while lack of headcount and

lack of budget are gaining ground as obstacles.


Key survey statistics


Key survey statistics

• 358 respondents from life sciences companies

completed the online survey between March

and mid May 2012

• Industry spread Pharma, Biotech, OTC companies, Medical devices

• Geographical spread Europe, Middle East & Africa (EMEA), North America

(NA), China (CH), Latin America, Asia Pacific

• Local vs international spread Global, regional, national / local

• Functional spread Marketing, Medical, Sales, Digital, IT, CRM, other


Most respondents come from pharma


86%

5%

5%

2%

0%

1%

Pharmaceutical company

Medical devices company

Biotechnology company

OTC company

Business consulting

Others

The majority operates in the EMEA region


63%

12%

12%

7%

6%

Europe, Middle East & Africa

North America

China

Asia Pacific (exc. China)

Latin America

Half of the respondents is working nationally/locally, the other half

works at the regional or global level


Others

2%

National / local 51%

Regional 27%

Global 21%

Functional Spread


51%

30%

11%

8%

8%

4%

15%

Marketing

eBusiness/Digital

IT

Sales

CRM

Medical

Others

• Marketing and Digital represent 81% of all answers

• 3 major segments can be defined: Sales, Marketing and Medical eBiz CRM, IT

Current adoption


• Benchmark against other industries and competitors

• Digital satisfaction

• Most common eTactics

Current adoption of digital

• The gap with other industries remains.

• Digital initiatives geared towards patients are

generally considered more competitive than

those targeted towards HCPs.

• Satisfaction with digital has improved with

respect to previous years.

• Most commonly used digital tools are classic

eMarketing initiatives, specifically the

product/disease/company website triangle.

• Emerging channels like social media and

particularly mobile marketing continue to rise –

with a special mention for iPad/tablet detailing.

eRep and eMSL remain small.


“The great thing in the

world is not so much

where we stand, as in

what direction we are

moving.”

Oliver W. Holmes

57% rate their companies as behind other leading industries when it

comes to optimizing the use of internet


2%

15%

42%

30%

11%

1%

No opinion Far behind Behind Average Ahead Far ahead

57%

Digital vs other industries

How would you rank your company versus other leading industries

in optimally leveraging the internet?

In Chinese life sciences companies almost no one feels ahead of other

industries





1%

31%

36%

27% 30%

40% 39%

28%

17%

32%

7% 7%

2% 3%

EMEA NA CH


9% 7% 2%

Note: EMEA: Europe, Middle East & Africa - NA: North America - CH: China


4% 3% 3% 3%

33% 31% 31%

23%

33%

41%

36% 40%

24%

15% 17%

25%

6% 8% 12%

7%

1% 1% 2%

0%

20%

40%

60%

2009 2010 2011 2012


9%



6% 9% 13%

In EMEA, the share of respondents believing that life sciences is far behind

decreases over time, while the percentage thinking they are ahead is more or

less stable


Digital Strategy in the New Normal


Peter Hinssen

Chairman, Across Technology

Author of the best-selling “The New Normal”

Once we cross over into the times where digital is the New Normal, the way we interact with our customers will change completely. The worst mistake you could make is to take your existing analog interaction patterns with customers and transfer them to the web. Don’t transfer, but re-think. It’s all about intelligence. It’s all about the contact, it’s all about “you”. As the master of marketing, Philip Kotler, once said: “Marketing takes a day to learn. Unfortunately it takes a lifetime to master.” You’ve got a couple of years, max.”

“

3% 6%

26%

40%

23%

2%


1 out of 4 rank their company ahead of competition in using digital

marketing towards HCPs

25%


HCPs

How would you rank your company versus your competitors in using digital marketing

initiatives targeted at healthcare professionals?

3% 5%

23%

10%

14%

40%

31% 27%

25%

31%

45%

7%

24%

11%

2% 2%

EMEA NA CH


Companies in North America feel more confident when it comes to using

digital marketing towards HCPs




9% 24% 13%

HCPs


Remarkably, the confidence of mastering multichannel HCP marketing is

decreasing strongly over time... while the need to do so is rising year

after year (EMEA data)




3% 4% 7%

3%

16%

7%

13%

23% 23%

31%

26%

40%

31%

38% 39%

25% 25%

17% 13%

7%

1% 2% 2% 2%

2009 2010 2011 2012


9% 26% 19% 15% HCPs

4%

12%

27%

39%

14%

3%


In terms of consumer / patient-driven digital marketing initiatives,

17% ranked their companies as ahead of competition...


17% Patients


initiatives targeted at consumers/patients?

… with again a higher level of confidence in North American companies

compared to the other regions


3% 2%

12%

7%

18%

39%

24% 20%

27%

48%

43%

14%

21%

14%

5% 2%

EMEA NA CH


19% 21% 16%

Patients




3% 4% 7%

3%

23%

14% 13% 12%

32% 36%

33%

39%

32% 31% 30% 27%

8%

13% 15% 14%

1% 2% 2% 5%

2009 2010 2011 2012



9% 15% 17% 19%

Opposite to the trend for HCP digital initiatives, more EMEA companies

feel ahead of competition in using digital towards patients

Patients



Comparing regions once more, it is clear that the level of confidence in North

America is much higher than in other regions, especially regarding HCP

communication


initiatives targeted at HCPs OR consumers/patients? (% ahead + % far ahead)


9%

24%

14%

19% 21%

16%

0%

20%

40%

EMEA NA CH

HCP Patients

28% 45% 30%


The iPad (r)evolution


For long, we all have been using legacy CRM systems and some of us have even

tried out tablet computers in day-to-day calls. It almost started to seem normal

practice to work with the slow and heavy tools we had. But then the iPad (and cloud

computing) took us all by surprise.

Still today, almost weekly companies are approaching us with the same question:

“We just bought iPads... how do we go beyond the rapidly waning novelty factor –

and PDF detail aids?” And this is only the start...

Indeed, the iPad holds a lot of promise for integrated cross-channel approaches. But

the tool itself is already being commoditized... If done well, interactive detailing can

quickly become the main gateway for reps and their customers to access the

company’s whole multichannel service offering. In that scenario, the iPad can

completely change the way we have been doing business for decades in

just a few years... If not, it will be just another technology-led hype... and

the track record of pharma is not really strong in this area!

Pat Thistlethwaithe

Managing Director, USA

“

Only 17% of respondents are satisfied with their current digital activities


On a scale from 0 to 5, how satisfied are you with your current digital activities?

Extremely

Satisfied Extremely

Dissatisfied Average

score 2,6

1%

11%

30%

42%

15%

2%

0 1 2 3 4 5

17%



AVG. Score

2,6

2,6

2,3 5%

2

7%

5

13%

50%

43%

28%

36%

33%

41%

14%

15%

0% 20% 40% 60% 80% 100%

CH

NA

EMEA

0 1 2 3 4 5 Extremely

Satisfied

Extremely

Dissatisfied

2%

2%

2%

Respondents in EMEA and NA regions report satisfaction levels of

around 17%, while China’s is much lower



Extremely

Satisfied

5%

4%

2

24%

18%

18%

13%

26%

34%

34%

28%

35%

32%

34%

41%

8%

10%

11%

15%

0% 20% 40% 60% 80% 100%

2009

2010

2011

2012

0 1 2 3 4 5


Extremely

Dissatisfied

The EMEA region records a gradual increase in digital satisfaction over

the years, with a marked increase over the last year…although the

absolute number remains low.

2%

1%

2%

2%

Digital strategy in China


Although China is set to be the second largest market for pharmaceuticals within

the next few years... and already has almost twice as many internet users as the

number 2 market, the United States... the cross-channel potential remains largely

untapped. With around two million doctors and massive sales forces serving only

5% of this fast broadening market, doctors remain largely underinformed and

undereducated. The potential for digital (or multichannel) programmes is huge...

Considering both the budgets and the stakes are high, pharmaceutical

companies cannot permit themselves to “understrategize”. Unfortunately, this

tends to run against the rather implementation focused Chinese mindset. This is

a call to do something about it. Sound insights, strategic planning and the right

impact measurement are all key for success. As in many other situations, the

chain is only as strong as its weakest link.

Francis Chay

Managing Director, China

“

88%

72%

66%

58%

53%

46%

44%

43%

43%

41%

41%

28%

22%

18%

11%

11%

5%

15%

14%

22%

16%

33%

32%

28%

23%

30%

20%

46%

36%

38%

27%

36%

5%

9%

14%

14%

23%

17%

20%

21%

23%

21%

28%

22%

34%

40%

48%

44%

3

4%

5%

6%

8%

5%

4%

8%

11%

8%

11%

4%

8%

4%

13%

9%

Company website

Product website

Disease website

eMail marketing

Web banners

Tablet eDetailing

Web conference

HCP self-service portal

SEO

Online MedEd

SEA

Mobile marketing

Virtual eDetailing

Social media

eMSL

eRep

Often / Standard practice Pilot planned or ongoing

Never Do not know / NA


Classic websites remain the most commonly used digital channels on both

a global and regional level. Mobile and particularly tablet detailing are

moving up the ranks fast, while social media seems to lose momentum.

A cross-region comparison shows...

• The top 5 eTactics are consistent across regions and are

classic eMarketing tools

• The upcoming stars immediately follow: tablet edetailing is

the number 6 in EMEA, while in North America HCP self-

service portals are more widely adopted

• SEO & SEA are bigger in North America, most probably due

to the larger importance of consumers

• Mobile marketing is most used in the Chinese market

• Surprisingly the EMEA market scores better in terms of

Online MedEd and web conferences than the MedEd-loving

Chinese market

• The promising eMSL and eRep initiatives are still not taking

off on a large scale


86%

69%

63%

58%

52%

48%

42%

42%

40%

39%

34%

24%

22%

13%

10%

10%

6%

16%

17%

22%

16%

34%

30%

30%

35%

23%

21%

47%

34%

37%

38%

24%

6%

12%

15%

14%

26%

16%

23%

23%

23%

27%

32%

26%

38%

48%

48%

55%

2

3%

4%

6%

7%

1

6%

5%

2

11%

12%

3

5%

3

4%

11%

Company website

Product website

Disease website

eMail marketing

Web banners

Tablet eDetailing


Online MedEd

Web conference

SEO

SEA

Mobile marketing

Virtual eDetailing

Social media

eRep

eMSL



Top eTactics used in:

Europe, Middle East and Africa


88%

81%

62%

62%

60%

55%

52%

52%

43%

43%

33%

33%

26%

24%

17%

14%

2

10%

12%

10%

10%

14%

10%

12%

24%

31%

12%

48%

24%

43%

19%

17%

7%

7%

17%

17%

12%

19%

17%

17%

17%

19%

24%

14%

38%

26%

50%

38%

2

2

10%

12%

19%

12%

21%

19%

17%

7%

31%

5%

12%

7%

14%

31%

Company website

Product website

Disease website

eMail marketing

Web banners


SEO

SEA

Web conference

Tablet eDetailing

Online MedEd

Mobile marketing

Virtual eDetailing

Social media

eRep

eMSL




North America


86%

68%

61%

48%

45%

41%

41%

39%

36%

36%

32%

30%

27%

16%

11%

9%

9%

23%

20%

32%

25%

32%

27%

45%

32%

30%

36%

36%

39%

36%

30%

20%

2

5%

14%

14%

25%

23%

27%

14%

25%

30%

25%

34%

23%

36%

50%

57%

2

5%

5%

7%

5%

5%

5%

2

7%

5%

7%

11%

11%

9%

14%

Company website

Product website

Disease website

eMail marketing

Web banners

SEO

SEA

Mobile marketing


Web conference

Online MedEd

Social media

Tablet eDetailing

Virtual eDetailing

eMSL

eRep




China


In EMEA, the highest increase compared to previous years occurs for

tablet edetailing and mobile marketing

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100% Often / Standard Practice

2010 2011 2012


As the use of web banners becomes more of a standard practice, piloting

efforts for this digital tool slow down. On the other hand, eMSL and eRep are

piloted more often each year

0%

10%

20%

30%

40%

50% Pilot Planned / Ongoing

2010 2011 2012


eRep and eMSL require thoughtful management


The traditional business model in pharma is waning. The role of the

sales force is being redefined and their tools modernized, as iPad

detailing and remote live customer interactions, a.k.a. eRep and eMSL,

are being introduced. As opposed to the amount of attention iPad

detailing currently gets, the more disruptive and potentially more

impactful remote approaches are still only used by a limited group of

early adopters.

Indeed, introducing remote detailing requires more courage,

investment and change management. Our experience teaches us that

it is truly about changing the business model step by step – any other

approach will quickly fail and die, leaving behind a wound in the

organization that is hard to heal.

“

Patrick Vidal

Managing Director, France

Finally, in the mobile space, “beyond the pill” still seems a far cry from

reality… product info apps are most commonly developed; the promising

monitoring tools seem to be the hardest

MOBILE: What apps / tactics do you develop or have developed?


41%

30%

28%

27%

26%

25%

25%

24%

11%

9%

4%

22%

Product info / updates

Mobile website

Medical news / article updates

Adherence / compliance tracker

Dosage calculator

Diagnostic tool

Treatment guidelines

CME

Symptom tracker

Remote monitoring of patients

Others

None

Key challenges


• Key bottlenecks

• Digital understanding

“When you're finished

changing, you're

finished.”

Benjamin Franklin

Key challenges

• Regulatory or legal issues, lack of digital

strategy, and ROI are still the main challenges.

• Lack of headcount and lack of budget are

rising to the top – a sign that companies are finally

starting to right-resource the cross-channel

opportunity?

• Lack of internal knowledge is relatively more

important in EMEA. North America focuses more

on resource issues and China on ROI concerns.

• More than half feel they have insufficient

knowledge of all online opportunities for their

business activities... and this number has been

going down rather than up in the past few years.


The 3 primary bottlenecks for digital are regulatory issues, ROI questions

and unclear eBusiness strategies


25%

17%

18%

9%

6%

6%

4%

4%

3%

3%

1

2

1

18%

11%

11%

10%

7%

10%

8%

6%

5%

4%

3

2

4%

8%

11%

9%

12%

12%

6%

9%

6%

6%

4%

4%

1

11%

Regulatory or legal issues

ROI questions

No clear eBusiness strategy

Not enough internal knowledge in this area

No headcount to support this

Healthcare compliance concerns

No budget

No senior management support

Pharmacovigilance issues adverse event reporting etc

Customers are not ready

No expert agencies with pharma background available

Others

NA

Most important Second most important Third most important

The same top 3 reigns supreme in EMEA. Lack of internal knowledge is

rising quickly…


26%

19%

16%

9%

8%

7%

3%

4%

2

3

2

1

20%

10%

11%

12%

7%

10%

6%

5%

5%

4%

2

3

4%

8%

9%

10%

15%

11%

6%

9%

6%

6%

5%

3%

1

11%



ROI questions




No budget





Others

NA


Europe, Middle East and Africa


43%

7%

17%

7%

5%

10%

7%

2

2

14%

12%

12%

12%

14%

7%

12%

7%

7%

2

10%

19%

7%

12%

10%

10%

5%

7%

7%

5%

2

2

5%


ROI questions


No budget








Others

NA


Again, the same top 3 holds for North America. Resource issues

(budget/headcount/knowledge) are important runner-ups here

North America

Also in China the top 3 is the same. However, ROI questions are much

more prominent, while regulatory/legal issues come in only 3rd…


32%

14%

11%

14%

7%

7%

5%

5%

2

2

2

16%

18%

16%

5%

11%

7%

9%

9%

2

2

2

2

14%

11%

5%

9%

9%

9%

9%

2

11%

9%

2

9%

ROI questions




No budget







Others

NA


China

0% 10% 20% 30% 40% 50% 60% 70%



ROI questions





No budget




Others

NA

2012 2011 2010

In EMEA, the top 2 receded as a bottleneck giving way to resource topics

(lack of internal knowledge, low budgets, lack of headcount)


1%

18%

44%

30%

8%

Totally insufficient

Insufficient Between sufficient

and insufficient

Sufficient More than sufficient /

expert

Only slightly more than 1 out of 3 respondents feels confident about their

digital expertise

Do you feel that you have sufficient knowledge of all opportunities offered by the internet for

your business activities?


Internal knowledge

38%

Setting up the multichannel organization


Patric Jarchow

Managing Director, Germany

When organizing your company for integrated cross-channel and customer

centric approaches, a lot of small and big steps need to be taken, and

sometimes retaken.

Zero-based definition of the channel mix, upgrading the CRM platform for true

360° CLM, introducing new sales tools, training & change management,

synchronizing sales-marketing-service-medical teams, investing in customer

analytics, building the required digital infrastructure, defining new policies and

processes, ... It requires considerable vision, experienced people and a

willingness to keep moving forward.

The production agencies of the past – who recently acquired digital

capabilities – are no appropriate partners to take along in this transformation.

We believe in multichannel, and we’ve been there. Have a look at our website

and give us a call!

“

The future of digital in life sciences


• Top priorities for digital

• Digital marketing, sales & medical budgets

“My interest is in the

future because I am

going to spend the rest

of my life there.”

Charles F. Kettering

• Cross-channel marketing mix optimization is

the top priority for most. Strategy development and

impact measurement/dashboarding immediately

follow.

• Currently, digital initiatives capture only a small

percentage of the total marketing budget. For

medical and sales this is even lower.

• 3 out of 4 believe the digital budget will increase

– but only moderately (and still too slowly to really

change something). Meanwhile, the majority

believes that the overall marketing budget will

either remain the same or decrease.


FUTURE OF DIGITAL

The future of digital

in life sciences

Overall, cross-channel marketing optimization is the most important

digital priority while assessing landscape trends comes in last

What are priorities in your organization regarding DIGITAL?


20%

18%

15%

14%

14%

12%

8%

Cross-channel marketing mix

optimization

Strategy development

Impact measurement / reporting /

dashboarding

Full-scale execution of tactics

Training

Best practice sharing

Assessing landscape trends

FUTURE OF DIGITAL

18%

15%

13%

13%

11%

7%

Cross-channel marketing

mix optimization

Strategy development

Impact measurement /

reporting / dashboarding

Full-scale execution of

tactics

Training

Best practice sharing

Assessing landscape

trends

17%

16%

16%

18%

15%

10%

8%

15%

16%

16%

15%

15%

13%

9%

EMEA NA CH

Marketing mix optimization leads in EMEA. On the other hand, full-scale

execution of tactics is NA’s priority while CH focuses on impact

measurement and strategy


22%

FUTURE OF DIGITAL


Rethink the marketing mix


“

Charles MacKinnon

Managing Director, UK

When reading the Digital Barometer results, it strikes and delights me that

this year’s top priority regarding digital is the redefinition of the cross-channel

marketing mix.

It is truly essential to rethink the cross-channel mix, as it is only when you

visualize your optimal mix from the eye of your customers, calculate budgets

and resources accordingly, and redesign your customer-facing activities, that

you will be able to lead the required change, generate true business impact...

and create a virtuous circle of success.

Even if the large cross-channel breakthrough may not come before

2013-2015, visualize it today and plan for the near future. It will be a

helpful map in your exciting journey in the “New Normal”...and any

procrastination is to be avoided – your competitors have the same

priority!

Marketing budget for digital initiatives continues to go up year after year

If you oversee a product budget (marketing), which percentage of it is allocated to digital

initiatives THIS YEAR?


12%

41%

17% 16%

6% 9%

less than 5%

5% to 10%

11% to 15%

16% to 20%

21% to 25%

more than 25%

Digital marketing

Average

14,1%

FUTURE OF DIGITAL

Across regions, the digital marketing budget is approximately the same.

China has relatively more budgets below 10%




Digital marketing

9%

18%

12%

36%

29%

42%

22%

12%

4%

17%

24%

19%

7%

12%

15%

9% 6%

8%

EMEA NA CH

less than 5% 5% to 10% 11% to 15% 16% to 20% 21% to 25% more than 25%

Average

15,4%

Average

14,2%

Average

14,8%

FUTURE OF DIGITAL

In EMEA, the reported budget for digital marketing jumped compared to

2011. This is most probably due to our new budget split in the survey (now

additionally into medical and sales budgets).




Digital marketing

52%

30%

9%

31%

46%

36%

17%

24%

54%

2010 2011 2012

less than 5%

5% to 10%

more than 10%

Average

7%

Average

8%

Average

14,8%

FUTURE OF DIGITAL

Medical budgets do not prioritize digital initiatives. Digital is however

slowly taking off

If you oversee a product budget (medical), which percentage of it is allocated to digital



34%

49%

3% 4%

6% 4%

less than 5%

5% to 10%

11% to 15%

16% to 20%

21% to 25%

more than 25%

Digital medical

Average

9,7%

FUTURE OF DIGITAL

Compared to other regions, China is far ahead in terms of budget for

digital medical initiatives

If you oversee a product budget (medical), which percentage of it is allocated to digital



41%

25% 22%

46%

50% 50%

3% 5%

25%

11%

3%

11%

4% 6%

EMEA NA CH


Digital medical

Average

8,6%

Average

8,9% Average

12,4%

FUTURE OF DIGITAL

Similarly, digital sales budgets are also quite low, but rising

If you oversee a product budget (sales), which percentage of it is allocated to digital initiatives

THIS YEAR?


Digital sales

34%

47%

7% 5% 3% 4%

less than 5%

5% to 10%

11% to 15%

16% to 20%

21% to 25%

more than 25%

Average

9,4%

FUTURE OF DIGITAL

North America spends the most on digital initiatives linked to sales

If you oversee a product budget (sales), which percentage of it is allocated to digital initiatives

THIS YEAR?


38%

28%

48%

60%

44%

4%

17%

4%

40%

6% 1%

6% 6%

EMEA NA CH


Digital sales

Average

9,6%

Average

11,7%

Average

8,5%

FUTURE OF DIGITAL

How do you think your overall marketing budget and digital budget will evolve?


3%

28%

43%

21%

2% 1% 1% 1% 5%

19%

55%

13%

4% 3%

Decrease >25%

Decrease <25%

Stay the same

Increase by <20%

Increase by 21% to 50%

Increase by >50%

Will more than double

Overall

Digital

Only 25% reported that the general marketing budget will increase, while

75% of respondents foresee an increase of their digital budget

FUTURE OF DIGITAL

Life sciences spending on digital


In terms of digital budget in life sciences, we’ve come a long way. Still, a

14,1% digital marketing budget is nothing more than a “good start”, even

despite the double-digit yearly growth from a low base...14.1% is not at all

reflecting the true potential of the new channels and customer expectations!

The companies that are really changing the game tend to be the ones that

are forced to. Only if resources need to be reallocated to other products or

traditional approaches do not cut it anymore, bold moves towards a

multichannel approach are made.

My question is: why do we wait for circumstances to get critical to review the

way we spend our marketing-sales budgets? Why don’t we embrace the

New Normal and really rethink the way we do business from the customer’s

perspective?

“

Eva Velasco

Managing Director, Spain

Final thoughts


“


Some Barometer trends could certainly tempt me into answering with a strong “YES”.

Indeed, there are several positive signs for a higher level of cross-channel maturity:

the importance of internal knowledge/resources is on the rise, budgets are increasing

and cross-channel marketing and robust execution are seen as key priorities.

On the other hand, the limited overall spend on digital, the incessant focus on ROI,

the strong focus on ipad detailing (which is already becoming a commodity and not

solving some bigger issues), the product-centric approach to mobile and the limited

overall knowledge, despite many well-intended training efforts and pilot projects, lead

me to say: probably not until 2014...

Nevertheless, many enlightened teams and greenfield companies will continue to

lead the way and change the game...good luck on your journey towards the New

Normal!

Fonny Schenck

Managing Partner, Across Group

CEO, Across Health

So will 2013 go on record as the first year in the New Normal?

About Across Health


COMPANY

• 60+ strong consultancy

• Focus on innovative customer-centric approaches

(e-powering traditional channels– “fusion”)

• From insight to innovation strategy, integrated execution

& impact measurement

• Unique offering in the industry

• 35+% CAGR since the start (2007)

CUSTOMERS

• Pharmaceuticals

• Devices & Diagnostics

• Hospitals

• Patient & Professional Associations

INTERNATIONAL EXPANSION ONGOING

• Head offices in Belgium (Ghent)

• Offices in Spain, France, UK, Switzerland, Netherlands,

Nordics, Germany, New Europe, China, Australia and US

Extensive experience at regional/global level

AND

local execution power

02 03

04 01

Innovation Integrated execution

Impact

Insight

How do we play?

The 4 Is

We measure the impact of the new

strategy using dashboards, KPIs,

… and create best-practice

documents/tools.

We summarize key trends, best

practices and benchmarks - also

from related and other industries -

and compare them to your current

situation.

We handle the project from A to Z as well as supporting in related activities such as change management, process & organizational development, design,

training of sales reps, etc.

We come up with a 2-3 year

innovative, balanced and integrated

roadmap and strategy for the

program that builds on the strenghts of

your existing channels.


Execute

We advocate a balanced approach

21-8-2012 Across Health - Introduction 67

Enhance Experiment

• Dashboards

• Customer experience

• Online marketing

• Personalization

• Search engine

optimization

• Social media

optimization

• …

• Mobile strategy &

tactics

• Social strategy &

tactics

• PHR/EHR strategy

• Innovation pilots

• (on-site) programme

management of large-

scale projects: cross-

channel projects,

teledetailing, self-

service portal, …

Some of our key references


http://www.patients-association.com/DBIMGS/image/Amgen.JPG

Our international footprint


Contact Details

These results have been compiled by Jeroen Corthout & Fadi Baddur

For any question, mail to [email protected]

Make sure also to check out our fields of expertise on

www.a-cross.com/health

DISCLAIMER:

Current presentation is confidential. All

proposed concepts and ideas

presented here are intellectual property

of Across Health, and are to be used in

collaboration with Across Health.

mailto:[email protected]



http://www.a-cross.com/health

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