digital marketing excellence: generating top value in an emerging healthcare function
TRANSCRIPT
BEST PRACTICES,
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LLC
Best Practices, LLC Strategic Benchmarking Research & Analysis
REPORT SAMPLE:
Digital Marketing Excellence: Generating Top Value
in an Emerging Healthcare Function
BEST PRACTICES,
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Table of Contents
EXECUTIVE SUMMARY……………………………………………………3
Research Overview……………………………………………………………..4
Participating Companies………………………………………………………5
Key Findings & Insights……………………………………………………….6
DETAILED RESEARCH FINDINGS
1. Performance & Tracking for Greater Effectiveness…………………24
2. Making the Value Case for Digital Marketing…………………………...38
3. Identifying & Mitigating Top Regulatory Risks…………………………44
4. Optimizing the DM Function Structure………………………………..…55
5. Aligning the DM Function for Maximum Impact…......………………...62
6. Critical Trends in Talent Recruitment & Skills Development…….…..69
7. Piloting New Digital Services………………………………………….…..80
8. Digital Investment: Staffing & Budget Trends…………………..……...86
About Best Practices, LLC……………………………………….……..91
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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.
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.
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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
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Benchmark Class:
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.
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Universe of Learning: 28 Top Companies Participated in Study
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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.
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3%
7%
3%
11%
7%
14%
3%
72%
64%
45%
36%
38%
28%
21%
24%
29%
52%
54%
55%
59%
76%
Staffing and Investments
Digital Marketing organizationalstructures
Skills, Training, and Personnel
Piloting a New Digital Marketingservice
Corporate alignment and strategy
Recognizing and avoidingregulatory risk
Tracking metrics for greatereffectiveness
Not Important at this time Somewhat Important Highly Important
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.
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Rating Digital Marketing Areas:
29
29
30
30
30
30
30
(n=)
Research Examines High-Impact Digital Marketing Opportunity Areas
% Responses
Sample Data Slide:
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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
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Social Media Impact:
3%
4%
8%
5%
79%
77%
73%
64%
42%
46%
45%
42%
40%
14%
3%
17%
17%
23%
27%
36%
42%
46%
36%
38%
40%
61%
66%
48%
8%
8%
14%
19%
20%
25%
28%
35%
Google Plus
Slideshare
RSS feed
Blog
Company-hosted discussion forums
Company-hosted websites
Email marketing
YouTube (or other video-type media)
High negative impact Some negative impact No impact Some positive impact High positive impact
24
26
28
29
25
24
24
22
22
22
22
23
(n=)
% Responses
Sample Data Slide:
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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.”
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http://www.pharmatimes.com/magazine/latest%20issue/dec/p
p27.pdf
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
“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
Sample Qualitative Slide:
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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.
(n=30)
Q. At what level is the final decision made regarding content displayed on Social Media platforms in your organization?
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Decision Level:
Vice-President level or
higher, 30%
Director level, 33%
Management level, 23%
At the Community
Manager level, 3%
Other, 10%
Other:
• Varies depending on channel
• Not formalized
• Multi-stakeholder decision
Sample Data Slide:
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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.
(n=12)
Q. How effective is your CoE in furthering the company's products and services through each of the following
categories?
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Center of Excellence (CoE) Effectiveness: Responsibility
9% 9% 18% 20%
27% 36%
27%
73% 82%
27%
70% 55% 27%
BlogsSupport BusinessUnit Strategy
Support BrandStrategy
Corp. StrategyEmail MarketingDigital AnalysisInetrgrate withBrand Marketing
Team
Highly Effective Somewhat Effective
Integrate with
Marketing /
Brand Team
Sample Data Slide:
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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.
(n=29)
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?
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Pre-Launch Testing:
Other:
• Pilot with a small group
to determine feasibility
24%
24%
10%
7%
34%
A small "alpha" test (not yet available to the public)
A "beta" test (available to small portions of thepublic)
Both "alpha" and "beta" tests
Other (please specify)
None of the above
% Responses
Sample Data Slide:
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Solid Risk Mitigation Requires Systemic Approach from Day 1
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Best Practices for MITIGATING
RISK
1. Stay Abreast of Regulatory
Requirements 2. Develop a
Strong Adverse Events
Reporting Process
3. Set Clear Internal
Protocols w/ Stakeholders 4.
Communicate Operational Hurdles to
Internal Customers
5. Track AE Reporting
6. Revise Strategy to Meet New Demands
http://www.pharmaphorum.com/2013/03/26/donald-a-norman-vs-steve-jobs-
and-jony-ive-design-principles-for-pharma-Digital-strategy/
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.
Sample Info Slide:
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Best Practices, LLC 6350 Quadrangle Drive, Suite 200
Chapel Hill, NC 27517
www.best-in-class.com
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.
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