Download - Study Multichannel Excellence Europe
CAMELOT management Consultants study
Customizing adds the magic! Is Pharma making headway?
Study results
Multichannel Excellence Europe
Pharmaceuticals & Life Sciences
Chemicals & Petrochemicals
Pharmaceuticals & Life Sciences
Consumer goods
strategy & Business model Innovation
Business transformation & organization
supply Chain management
operational excellence & lean manufacturing
sourcing & Procurement
logistics & distribution
marketing & sales
strategic Information management
Partner for It applications & solutions
2
Publisher
dr. Josef Packowski
managing Partner, Camelot management Consultants ag
michael Jarosch
Head of Industry Practice Pharmaceuticals & life sciences,
Camelot management Consultants ag
Florian Ranft
managing Partner, taylor Wessing Partnerschaftsgesellschaft
dr. Wolfgang a. Rehmann
Partner, Pharma & life sciences, taylor Wessing
Partnerschaftsgesellschaft
mannheim/munich, 2014
ISBN 978-3-9815328-5-2
Authors
dr. axel sinner
Principal, Head of Competence Center Pharmaceuticals
& life sciences Commercial,
Camelot management Consultants ag
Caroline Burkhardt
Consultant, Pharmaceuticals & life sciences Commercial,
Camelot management Consultants ag
dr. Wolfgang a. Rehmann
Partner, Pharma & life sciences, taylor Wessing
Partnerschaftsgesellschaft
diana Heimhalt
associate, Pharma & life sciences, taylor Wessing
Pharmaceuticals & Life Sciences
study multICHannel exCellenCe
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Preface
the global pharmaceutical industry is continuing to evolve from the Blockbuster to the Outcome Era.
this shift entails many changes – from changes in R & d strategies to limited increase of the effective-
ness of the classical sales force setup to changing information needs and behavior of physicians – to
name only a few. to keep pace, pharmaceutical marketing has to adapt. also decreasing marketing
budgets (over the product lifecycle), the need for more sophisticated communications of benefit
argumentations and physician access limitations are affecting how companies market their drugs today
and in the future. Pharma marketing must shift from simply attracting attention to providing value.
Historically, Pharma bet on the traditional sales rep / share-of-voice models relying on brand-centric
promotion strategies. But today – it has been addressed so many times it has almost become a cliché –
Pharma needs to become customer-centric. only, customer-centric marketing must not be mistaken for
simply installing digital channels in addition to traditional ones. Customer-centric multichannel market-
ing is a value-added approach, focusing on delivering customized messages via integrated channels to
meet the needs of individual physicians.
Before the “magic” of multichannel excellence (mCex) can unfold and bear tangible results, the indus-
try needs to further embrace the multichannel mindset. Realizing the full potential of multichannel
excellence requires a holistic change of how pharmaceutical companies go to market. Companies face
transformations on three levels: changes regard strategy, organization & processes and IT systems.
Camelot management Consultants knows these challenges faced by the pharmaceutical industry and
helps companies operating in this sector to recognize changes and use them to their advantage. Value
chain excellence provides them with an all-important competitive edge. With pharmaceuticals being
one of Camelot´s focus industries, Camelot has been specializing in providing tailored industry-specific
solutions for many years – from strategic concepts to realizing visible results.
taylor Wessing with offices in key markets such as germany, the uK and France but also in emerging
markets like Cee and asia has been advising the life sciences industry in its cross-border activities for
many years. experienced in delivering smart answers to complex questions, taylor Wessing is familiar
with the industry’s needs to constantly evolve its strategies to efficiently promote and place its prod-
ucts on the various markets. taylor Wessing supports its clients finding innovative solutions, providing
regional concepts and improving compliance whilst embracing high ethical standards.
the pharmaceutical industry still struggles to embrace multichannel excellence – Camelot management
Consultants and taylor Wessing are ready to accompany you making headway.
Dr. Josef Packowski
managing Partner
Camelot management
Consultants ag
StudyMultichannel Excellence Europe
Michael Jarosch
Head of Industry Practice
Pharmaceuticals & life sciences
Camelot management
Consultants ag
Dr. Wolfgang A. Rehmann
taylor Wessing
Partnerschaftsgesellschaft
study multICHannel exCellenCe
4
Table of Contents
Preface
Executive Summary
1 Does Pharma know about the “Magic” of Multichannel Excellence?
1.1 Reach of multichannel marketing
1.2 Impact of multichannel marketing
2 Is Pharma making headway realizing Multichannel Excellence? –
Obstacles to the Adoption of Multichannel Excellence
2.1 organization
2.2 data Intelligence
2.3 legal
3 What exactly is the “Magic” of Multichannel Excellence? – The three C´s of MCEx
3.1 Customer insights
3.2 Channel orchestration
3.3 Campaigns
4 How to achieve Multichannel Excellence?
4.1 Pathway to multichannel excellence
4.2 expert partners in transformation
Conclusion and Outlook
Figures
3
5
7
8
10
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28
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31
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Executive summary
as innovation leaders in the pharmaceutical industry, Camelot management Consultants and taylor
Wessing continuously focus on the analysis of industry trends and the development of cutting-edge
methods to provide companies with pragmatic, industry-specific approaches to deal with present
challenges. this study provides insights into the current state of multichannel management and illus-
trates how to overcome obstacles on organizational, data intelligence and legal levels when setting
out for excellence.
There are many good reasons to have Multichannel Excellence (MCEx) on the agenda:
• Patent cliff and generification of indications
• Marketing and sales costs with 25-30% of sales as high lever for efficiency improvements
• Decreasing Marketing budgets over the product lifecycle
• Allocation of expensive resources in the commercial organization
• Limitedincreaseofeffectiveness of classical sales force setup
• Changingwayofaccessing physicians
• Useofincreasing number of different channels, also digital ones
• New,changingneeds & behavior of physicians and omnipresent digitization
• Transparency – Code of Compliance
• …
the present study by Camelot and taylor Wessing sheds light on the “magic” of multichannel excel-
lence (Fig. 1). the paper provides you with insights into the vast possibilities multichannel excellence
offers and uncovers to what extent Pharma already knows of them. the paper further explores
Pharma´s status quo of mCex and outlines what obstacles keep companies from realizing mCex´s full
potential. the reader will also learn about Camelot´s comprehensive understanding of multichannel
excellence and receive valuable insights how to make headway adopting this integrated concept. taylor
Wessing´s deep level of legal expertise in the pharmaceutical sector has added to this comprehensive
analysis of multichannel excellence. there are no uncontrollable legal risks relating to mCex, but there
are many options to make mCex work. this paper is designed to pave the way for mCex to be rolled out
across the european markets.
Figure 1: the present study by Camelot and taylor Wessing sheds light on the “magic” of multichannel excel-lence, explores ob-stacles and outlines ways for making headway realizing its full potentials
THE AIM OF THIS STUDY IS TO FIND OUT
THE STUDY THEN OUTLINES
Whether pharmaceutical companies uncovered the possibilities offered by multichannel excellence
What ideal multichannel excellence looks like
If Pharma already exploits the full potential of multichannel excellence
How to achieve multichannel excellence
What obstacles prevent Pharma from reaching the full potential of multichannel excellence
How to cope with the legal framework on a multinational basis in this context
about the impact of legal requirements from Pharma’s perspective
study multICHannel exCellenCe
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Dr. Axel Sinner
Principal, Head of Competence
Center Pharmaceuticals & life
sciences Commercial
Camelot management
Consultants ag
You should read this study…
…ifyouwanttoknowhowtobemore responsive to physicians needs and how to leverage
communication through personalized “next-best-offers”
…ifyouareinterestedinhowtointegratethemix of communication channels for interaction
with customers
…ifyouwishtogetan overview of the legal implications and understand how to cope with them
…ifyouareatthebeginningofyourMultichannelExcellencejourney,togetideastosetup
a comprehensive and well-structured project
…ifyouwanttoexplorehowtotransform your multichannel management to a more
customer-centric, integrated model
mannheim/munich, 2014
Caroline Burkhardt
Consultant, Pharmaceuticals
& life sciences Commercial
Camelot management
Consultants ag
Dr. Wolfgang A. Rehmann
taylor Wessing
Partnerschaftsgesellschaft
7
1 Does Pharma know about the “Magic” of Multichannel Excellence?
Pharma companies are facing an ever expanding stakeholder landscape. Its tremendous expansion
ranges from governments, payers and Htas to patient advocate groups. However, physicians still exert
big influence on actual sales and their importance must not be underestimated. yet, in the light of
stagnating or even declining growth in mature markets, squeezed margins and constrained budgets,
especially marketing and sales effectiveness are under review. Companies are forced to find the most
efficient strategies to approach their customers. thus, to achieve greater marketing effectiveness and
better meet the needs of physicians, multichannel marketing and the proper management of various
channels have come into focus.
In today´s world, digitalization is reality – also in doctors’ offices. although the process of establish-
ing multichannel management in the pharmaceutical industry has already started some years ago, the
majorquestiontodayis,ifcompaniesalreadyexploititsfullpotential.
the integration of new digital channels creates valuable opportunities for Pharma companies to
enhance reach and impact of multichannel marketing. Furthermore, modern possibilities of data
analytics enable the identification of physicians’ current state of mind, their activities and needs as
well as their dynamic channel preferences. Pharma needs to seize these opportunities and employ
multichannel excellence (mCex) to direct physicians towards a status of loyalty through customized
“next-best-offers”.
In this regard, strict rules & regulations on EU level are a constant challenge for pharmaceutical market-
ing. the european directive 2001/83/eC sets the framework for product promotion in this sector and
has been incorporated into national legislation throughout the eu. However there are numerous other
regulations that have an impact on the implementation of a multinational mCex concept, such as rules
on data protection, deontological and ethical rules and regulations on advertising and competition.
the present study was designed to identify where the industry expects opportunities, which obstacles
might keep companies from reaching expectations and eventually outlines how they can establish a
powerful multichannel marketing.
study multICHannel exCellenCe
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1.1 Reach of Multichannel Marketing
many doctors are notoriously hard to reach. they are incredibly busy and shielded from Pharma sales
reps by the most dismissive receptionists on the planet. But doctors, like the general population, are
following the trend towards using multiple, especially digital, channels for information. the internet
has long been their prime source of information. today, doctors are repetitively online throughout the
day searching for new input to help their patients. and smartphones and tablets have a ubiquitous
presence in their day-to-day work. surveys repeatedly proofed, it is not that doctors do not want any
information from Pharma–theyjustwantitdifferently today.
thus, survey respondents unanimously agree that the reach of those physicians who disapprove of sales
reps visits is significantly increased by using a smart mix of other (not only digital) channels. obviously
pharmaceutical companies clearly recognize the paradigm has shifted and accept the necessity to reach
doctors in their channels of choice (Fig. 2).
Whilethose“hard-to-see”or“no-see”physiciansarejustunwillingtoseesalesreps,therearealso
doctors simply not included in sales force target list. multichannel marketing offers multiple ways to
reachthosephysicians,allcost-adjustablyallowingforthesameinformationaboutthedrugtobe
passed. as those doctors are not being actively managed without multichannel marketing, over 90%
of survey respondents expect valuable sales potential to remain untapped (Fig. 2). the presumption is
obvious: this sales potential is made accessible by using multichannel marketing.
Figure 2: survey respondents almost unanimously agree that multi-channel market-ing significantly increases the reach of physicians
MCEx increases reach
%
10
20
30
40
50
60
70
80
90
100
0using a multichannel excellenceapproach increases reactiveness to physicians´ pull-requests and
enables to precisely serve physicians´ needs
the reach of those physicians who disapprove of sales reps
visits, is significantly increased by using a smart mix of other
channels
Valuable sales potential remainsuntapped, as those doctors not included in sales force target
lists are not activelymanaged
Reactiveness is increased& needs are served
„Disapproving“ physicians are reached
Doctors not included in SF target lists are reached
+3 – strongly agree
-3 – strongly disagree
+2 – agree a lot
-2 – disagree a lot
+1 – mostly agree
-1 – Partly disagree
disagree
agree
9
today´s technologies like the internet, smartphones, video conferencing or remote monitoring allow
Pharma to connect with physicians anywhere anytime. and this is exactly what they expect. Physicians
are no different than today’s consumers in that they figure on immediate satisfaction of informational
requests and appreciation of their unique needs in each of their chosen channels. multichannel mar-
keting meets these demands: almost 100% of survey respondents confirm that using a multichannel
excellence approach increases reactiveness to physicians´ pull-requests and enables to precisely serve
physicians´ individual needs (Fig. 2). of course, precise targeting of their needs also increases efficacy
of push-marketing.
there is no doubt that using multichannel marketing leads to a significant increase in the reach of
physicians. yet, multichannel marketing is not only about reach.
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1.2 Impact of Multichannel Marketing
the key premise of multichannel marketing is about reaching physicians through their preferred
channels, exploiting their receptiveness in ways that impacts them as much as possible.
to exert such an impact, pharmaceutical companies have recognized the need to deliver tailored
messages to physicians. 30.4% “strongly agree” and 52% “agree a lot” that it is Pharma´s goal of
multichannel management to provide customized offerings to each individual physician (Fig. 4).
they also consider today´s possibilities of automatic data survey and analysis permitting such a
customized marketing approach. less than 10% of respondents are not yet fully convinced of these
technical analysis potentials (Fig. 4).
to truly and lastingly impact physicians, the offer is key – comprising of timing, content and channel.
today, the only way to get physicians to pay attention to a brand is to provide value. a skeptic minority
of merely 6% of survey respondents only partly agrees that physician behavior is influenced by provid-
ing a perceived added value generated from an individually orchestrated multichannel mix. But the
vastmajorityof94,6 % agrees multichannel marketing today should be highly customized as well as
preference-based (to make use of doctors´ receptiveness) (Fig. 4).
to give physicians what they want, how they want it and when they want it, significantly increases
the chances that they will react (Fig. 3). Correspondingly, survey respondents all agree that efficiency
and impact are considerably increased when switching from a broad, unspecified, uncoordinated
multichannel mix to a customized, integrated channel selection and “next-best offers” (Fig. 4).
Figure 3: doctor´s real needs and preferences are coming into focus
Statistic physicianStereotype
It’s ME! I’m unique and individual!
FOCUS ONLY ON PRODUCT, COMPANY & SALES REP
STRONGER FOCUS ON INDIVIDUAL DOCTORS
11
the “next-best-offer” reflects a customer-centric marketing paradigm which coordinates a company´s
specific product requirementsandbusinessobjectiveswiththeneeds, preferences and behaviors of
individual physicians. In this regard, more than 90% of survey respondents are aware that physicians´
preference & receptiveness for “next-best-offer” vary depending on their current state of mind and
interactions. thus, they agree, their behavioral changes need to be considered when managing the
multichannel mix and “next-best-offers” for maximum impact (Fig. 4).
While survey respondents came to the understanding that customized multichannel marketing signifi-
cantly enhances impact on physicians, plans to adopt in terms of a „next-best-offer“-approach are at
best variable. 43% rather disagree that multichannel marketing already or soon considers changes of
a physician´s activities and state of mind to define individual “next-best-offers” and so far only as little
as 5% of respondents strongly reported in favor of this evolution (Fig. 4).
Figure 4: survey results clearly show that customized mul-tichannel market-ing significantly increases the impact on physicians
MCEx increases impact
%
10
20
30
40
50
60
70
80
90
100
0For Pharma, the goal
of multichannel management should
be to provide customized offerings
to each individual physician
today´s possibilities of automatic data survey and analysis enable acustomized marketing approach even on the
level of individualphysicians
Physician behavior is influenced by providing
a perceived addedvalue which is
generated from anindividually orchestrated
multichannel mix
efficiency and impact are significantly increased when
switching from a broad,unspecified multichan-nel mix to a customized channel selection and
“next-best-offers”
Goal is acustomized offer
Individual levelpossible
Behavior influencedthrough value of MCM
Next-best-offer increasesefficiency & impact
+3 – strongly agree
-3 – strongly disagree
+2 – agree a lot
-2 – disagree a lot
+1 – mostly agree
-1 – Partly disagree
disagree
agree
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Responses to the survey indicate that Pharma is at least attempting to embrace multichannel market-
ing. But, while marketers recognize the opportunities associated with multichannel marketing, they
continue to encounter significant barriers to implementation. Why does it seem to be so difficult for
Pharma to adopt multichannel marketing?
2.1 Organization
so far, most companies have equated multichannel marketing with an operational approach of
establishing digital activities in parallel to traditional sales and marketing channels. But multichannel
is not the same as multiple channels.
simply pushing marketing messages through multiple channels will hardly engage physicians. However,
a fully integrated management of all channels seems to be hindered by the prevailing dominance of
the sales force function, state nearly 80% of the surveyed experts (Fig. 5). the sales force may remain
thenumberoneengagementchannel,butinthefuture,itwillhavetoworkjointlywithallother
channels to optimize physicians´ brand experiences and consequently further results.
great physician experience results from a huge level of cross-functional collaboration between market-
ing, sales, legal, It and management. Coordinating this is difficult work. as cross-functional collabora-
tion is certainly something Pharma companies are not known for. 75.6% of survey respondents there-
fore report low cross-functional collaboration and silo thinking as major obstacles for customer-centric,
individually orchestrated multichannel management (Fig. 5). additionally, with companies being
organized by brands and brand teams being organized by marketing tactics, respondents also consider
the lacking ability to cooperate in and across teams as well as the required change of personal behav-
ior and mindset problematic.
2 Is Pharma making headway realizing Multichannel Excellence? – Obstacles to the adoption of Multichannel Excellence
13
Therearemajororganizationalhurdlesthepharmaceuticalindustryneedstoleapovertounlockthe
financial gains multichannel marketing offers. a positive surprise of the survey is that senior manage-
ment support is not one of them. 83.4% of respondents report customer insight-driven multichannel
management receives support from top management (Fig. 5). But despite this support and despite the
realization that the customized orchestration of multiple channels generates a synergistic impact in
terms of “1 + 1 > 2” (18.2% strongly agree, 25% agree a lot, 34.1% mostly agree), the biggest obstacle
for a more courageous, structure changing implementation of multichannel marketing however, is
the fear of losing topline. this result clearly demonstrates once more, achieving MCEx requires solid
change management. It is important to take the anxiety out of exploring new and integrated channel
approaches and to come to the understanding that mCex offers ways to reduce face-to-face contact
without damaging top-line growth.
Figure 5: many organiza-tional hurdles have to be overcome, but top management support is not one of them
a fully integrated management of all channels is hindered by theprevailing dominance of the sales force function
dominance of the sales force
0 % 100 %
Customer-centric, individually orchestrated multichannel management is prevented by low cross-functional collaboration and silo thinking
low cross-functionalcollaboration/silothinking
11.1 13.3 28.9 31.1 15.6
12.8 8.5 31.9 29.8 17
the required change of personal behavior and mindset as well as thedevelopment of a strong ability to collaborate in and across teams hinder multichannel excellence in our organization
Personal behavior/ teamwork
6.42.1 10.6 40.5 25.5 14.9
Customer insight-driven multichannel management receives support fromour top management
top management support
6.3 10.4 20.8 43.9 18.6
+3 – strongly agree
-3 – strongly disagree
+2 – agree a lot
-2 – disagree a lot
+1 – mostly agree
-1 – Partly disagree
But there is Top Management support
Majority sees hurdles
78.7
78.8
75.6
83.4
study multICHannel exCellenCe
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2.2 Data intelligence
What doctors respond to best cannot be predicted universally. every physician is different. Needs and
channel preferences are situational, not fixed. so, the key requirement for multichannel excellence is
an intimate knowledge of physicians and the ability to use that knowledge to determine the “next-
best-offer” for different physician (micro) segments, or ideally for individual physicians.
more than ever before, comprehensive, real-time data allow truly listening to and understanding
physicians. as mentioned before, respondents are positive about today´s possibilities of automatic data
gathering and analysis. thus, Pharma marketing should be moving towards a highly personalized and
tailored approach. yet, it appears that Pharma organizations are not adequately utilizing the tools they
have at their disposal. only 38.3% of respondents report to have detailed sets of data reflecting the
needs and preferences of the individual physicians in relevant segments. and only 29.8% use rules and
algorhythms to derive the “next-best-offer” for every individual physician based on insights of current
physician state of mind and activities. that means in plain language: 70% said they can’t turn the data
they have into actionable insights (Fig. 6).
What they seem to do, however, is to use secondary data from external parties for multichannel
management purposes (60.8%). and moreover, the use of these data helps them tremendously to
better understand physicians and tailor individual “next-best-offers” (70.2%) (Fig. 6).
Figure 6: 70.2% of respond-ents basically can´t turn available data into actionable insights
No actionable insights derived
In our company, we have detailed sets of data reflecting the needs andpreferences of the individual physicians in relevant segments
detailed data about needs / preferences of physicians
0 % 100 %
Based on our insights of current physician state of mind and activities, we use rules and algorhythms to derive the “next-best-offer” for every individual physician
algorhythm to derive next-best-offer
27.7
13 17.4 8.7 34.9 21.7 4.3
8.7 4.3 13 39.2 26.1 8,7
17 25.5 17 12.8
21.3 17 23.4 23.4 10.6 4.3
our organization uses secondary data from external parties formultichannel management purposes
the use of secondary data from external parties helps us tremendouslyto better understand our customers and tailor individual “next-best-offers”
external, secondary data in use
Quality / extent of support of external, secondary data
+3 – strongly agree
-3 – strongly disagree
+2 – agree a lot
-2 – disagree a lot
+1 – mostly agree
-1 – Partly disagree
70.2
61.7
15
undoubtedly, analytics and customer understanding are key. marketers seem to have understood the
value of personalization, but much fewer are able to implement it. to achieve multichannel excel-
lence, it is not only relevant to change the mindset within the organization; the technical infrastructure
within the company also has to be adjusted. specifically, this means in a first step defining the relevant
data for customization and then streamlining and aligning all systems (e.g. CRm) and databases (e.g.
customer master data) that include those data relevant for adequately targeting physicians. the indus-
try now needs to better focus on evaluating physician behavior and preferences to actively monitor
and manage the customer experience.
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2.3 Legal
For the pharmaceutical industry compliance with legal and ethical standards is vital. Consequently, a
large number of 82% of respondents assesses the complexity of the legal framework as a hindrance to
an efficient implementation of multichannel marketing (Fig. 7). this particularly concerns data collec-
tion and law variations in the different member states of the eu. the result also expresses the fears of
reputational risks and deep suspicion or even insecurity of management boards about the possibilities
of compliantly employing multichannel marketing.
the truly good news is, whilst mCex still presents challenges on organizational levels and concern-
ing the exploitation of customer insights, the legal challenges to overcome are well manageable. of
course, the design of any multichannel marketing initiative and each of its single tools needs to be
carefully considered with a view to a rather complex legal framework setting the side rails for mul-
tichannel marketing.
Intelligent data collection and use form an integral part of mCex. strict data protection rules, applica-
ble throughout the eu, set the legal framework for data collection and more importantly data sharing.
more than 75% (54.6% strongly agree and a further 25.5% mostly agree) regard legal restrictions as a
hurdle for a greater examination of individual data collection (Fig. 7). and indeed, this poses the first
and foremost legal hurdle for multichannel marketing. However, it needs to be explicitly emphasized,
this hurdle can be overcome.
the main legal issues which need to be considered are data protection rules, the Community law re-
gime on advertisement for pharmaceuticals implemented in the various member states of the eu, rules
of professional conduct, pharmaceutical and competition law. Whilst data protection and advertising
in the pharmaceutical sector follow largely harmonized rules this is not always the case for the rules
ofprofessionalconductandtheimplementationofcompetitionlawbythenationaljurisdictions.Any
Figure 7: the complexity of the legal frame-work and more importantly data protection require-ments as well as national specialties are seen as obsta-cles for an easy role out of multichannel marketing concepts
legal restrictions prevent a greater examination of individual datacollection and its use for a customized multichannel excellence
legal restrictions to individ. data collection
0 % 100 %
data protection requirements are a difficult hurdle to overcome forimplementing an efficient customer multichannel management
data protection as hurdle
10.9 7.3 27.3 38.2 16.3
1.81.87.4 14.5 34.5 40
7.3 12.6 25.5 27.3 27.3
multichannel management is to be rolled out on a country-by-county basisdue to different law concepts even in the eu
Roll-out on country- by-country basis
+3 – strongly agree
-3 – strongly disagree
+2 – agree a lot
-2 – disagree a lot
+1 – mostly agree
-1 – Partly disagree
Lacking awareness that challenges are well manageable
80.1
89
83.7
17
multichannel marketing system, if designed for multinational use within the eu, therefore will need
to take some local flavor on board to meet the requirements in the various countries. However, this
does not distinguish multichannel marketing from any “detached” marketing initiative designed to be
rolled out on a Pan-european basis. Compliance1 with the relating legal framework can be achieved
and relating risks are well controllable when managed upfront (Fig. 8).
the solution to the decisive hurdle of data collection and use is the principle of informed consent
(Fig. 8). Informed consent is a prerequisite of any data collection and use. It is relevant for the validity
of customer approval to the storage and use of personal data and provides for thorough information
of the customer prior to his consent. If data protection approval is done smart in advance, even changes
in the collection or use of the data in an evolving mCex system do not necessarily impose new physi-
cian approval (Fig. 8). to deal with the evolution of data intelligence within mCex, taylor Wessing can
support the development of smart solutions regarding efficient wording of data protection approvals
complying with legal standards and the provision of flexibility within customer development programs.
also the mindful introduction of cookies can add to the quality of the gathered information and help
to tailor the next-best-offer. However, the use of cookies obviously requires the buy-in of doctors by
way of explicit approval as well. their consent may be obtained more easily if doctors do see advantag-
es for their personal practice due to multichannel excellence. Hence, survey respondents agree, a better
information and education on the use of data and its added value positively influences physicians´
willingness to share relevant data (11.1% strongly agree, 31.1% agree a lot, 37.8% mostly agree, 8.9%
party disagree, 11.1% disagree a lot, 0.0% strongly disagree). so, excellent information and outstand-
ing services provided by the system on a customized basis can attract physicians to the system and enroll
them with their consent.
1 Compliance with data protection rules and mCex are not like fire and water, but can be brought in line. the directive 95/46/eC to be followed by a general data Protection Regulation as currently drafted by the eu-Commission (Com (2012) 11 final) provide for a harmonized framework setting out eu-wide applicable standards.
Figure 8: the legal challenges to overcome are well manageable
DID YOU kNOW?
one uniform data privacy statement may serve your need throughout the eu!
updating legitimately collected data by using legally available additional data from the market is generally compliant with data protection standards!
using cookies to enhance customer data for delivery in better service is compliant if the customer has bought into the concept!
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In addition, also the use of legitimately acquired secondary data from the market to upgrade and
complete customer insights is generally compliant with data protection standards.
Regarding the deontological and professional rules dealing with advertising in the pharmaceutical
sector as well as cooperating with professionals, the pharmaceutical industry has already developed
standards that are reflected in the respective codices, which already embrace a large part of the legal
framework applicable throughout the eu in this respect. In the first line these codices therefore give
goodguidance,whichshouldbedeepenedwhensettingupaconcreteproject.Themainprinciples
to be followed are very familiar in the main european markets. still, 89% of survey respondents
agree multichannel management is to be rolled out on a country-by-country basis due to different
law concepts even in the eu. However, this is true for any multinational marketing concept and not
MCEx specific.
Pharma´s uncertainty regarding the legal feasibility of multichannel marketing becomes obvious once
again when asked about legal expertise. Respondents partly spot a lack of legal expertise within the
companies: more than 45% confirmed that the required legal expertise is at hand within their organi-
zation whilst 55% doubted whether this is the case (Fig. 9). more importantly though, there seems to
be a lack of communication between the legal and marketing departments. a better collaboration
would certainly allow a more efficient and constructive use of customer insights with the aim to deliver
solutions rather than spot problems (Fig. 9). Interestingly, more than 60% of the respondents confirmed
that their legal departments are involved rather earlier than later in the development of multichannel
marketing concepts (Fig. 9). nevertheless the communication was observed as a complicating issue rath-
erthanfacilitatingagoodproject.Insuchcasesexternaladvicecanhelptoovercomethoseproblems
and to deliver practical solutions.
Figure 9: Whilst many respondents confirmed specific legal expertise in their organization, communication issues complicate multichannel management
the lack of the specific legal expertise within our company prevents us from exploiting today´s multichannel possibilities the way we would wishto do
legal expertise within company
0 % 100 %
the traditional communication problems between legal and marketingdepartments complicate multichannel management
Communication problems between legal & marketing
5.5 20 10.9 29.1 16.4 18.1
9.1 27.3 14.5 29.1 20
5.5 25.5 14.5 20 23.5 11
legal departments get involved very early in the development ofmultichannel concepts
early involvement of legal
+3 – strongly agree
-3 – strongly disagree
+2 – agree a lot
-2 – disagree a lot
+1 – mostly agree
-1 – Partly disagree
19
surveyed Pharma marketers clearly state that multichannel management in their industry by far does
not reach its full potential yet (62.5% strongly agree, 26.8% agree a lot, 10.7% mostly agree). But what
would excellent multichannel marketing actually look like?
Camelot´s multichannel excellence means efficiently serving physicians with highly customized
messages tailored to their current needs and receptiveness through a preference-based mix of
channels.
thus, multichannel excellence is first about the identification of customer characteristics and prefer-
ences. It then has to focus on the development of predictive models to identify their current status
(state of mind) and to anticipate needs and behavioral changes. all this finally leads to the provision of
valuable “next-best-offers” for individual physicians and ultimately establishes a dialogue within
an integrated channel mix.
the “Magic” comes down to the “three Cs” of multichannel excellence: Customer knowledge, Channel
orchestration and Campaigns (Fig. 10)
3 What exactly is the “Magic” of Multichannel Excellence? – The three Cs of Multichannel Excellence
Figure 10: the magic of multi-channel excellence comes down to three Cs – Customer Knowledge, Chan-nel orchestration and Campaigns
Customer knowledge
CampaignsChannel
Orchestration
MULTICHANNEL ExCELLENCE
study multICHannel exCellenCe
20
3.1 Customer insights
to find out what a doctor needs and when he needs it, is certainly a challenge. Doctors differ in person-
al preferences, information search and processing behavior, channel selection and use, their preferred
mode and intensity of communication, etc. also other factors like specialty, level of disease understand-
ing, practice setting or patient demographics influence physicians´ preferences for interaction.
Pharma needs to know what sort of information is important to which physicians. It is also crucial to
know which physicians tend to prefer old school face-to-communication and wish to talk with a highly
skilledproductspecialistandwhichphysiciansqualifyasdigitalmediajunkies.Andmostimportantly,
Pharma needs to figure out the circumstances that might trigger a change in (prescribing) behavior.
all these characteristics are essential components to determine the “next-best-offer”.
Fortunately, most of all channels allow feedback on behavior, acceptance and preferences. Conse-
quently, survey respondents vastly agree that ideal multichannel management enables a bi-directional
data exchange between Pharma and physicians and offers third party feedback on relevant physicians´
activities (Fig. 11). But, as previously described, not many companies collect these physician data and
even less are able to derive a “next-best-offer” based on available insights. as every good conversation
starts with good listening, Pharma first needs to develop a deep understanding of their customers.
obviously, Pharma sales reps already have in-depth knowledge of their doctors´ needs, wants, and
challenges today – but this knowledge is often not shared across all relevant parts of the organization.
thus, a common understanding of doctors´ needs, preferences and receptiveness requires new,
sophisticated ways of deriving and using data. on the basis of physician information which should
be centrally collected, analytics / predictive models can apply tactical business rules to select the
optimum channels, offers and messages for individual physicians.
understanding how physicians prefer to interact with Pharma is not a simple but highly effective
approach that increases engagement and optimizes marketing investments.
Figure 11: most channels allow feedback on behavior, accept-ance & preferences of physicians – customer insights are essential to determine the “next-best-offer” and need to be shared across the organization
Ideal multichannel excellence enables a bi-directional data exchange between Pharma and physicians as well as third party feedback on relevant physicians´ activities
mCex enables feedback
0 % 100 %
8.7 19.6 28.3 37
+3 – strongly agree
-3 – strongly disagree
+2 – agree a lot
-2 – disagree a lot
+1 – mostly agree
-1 – Partly disagree
2.24.3
Most channels allow feedback
84.9
21
3.2 Channel Orchestration
the ability to pursue differentiated channel strategies for individual segments that reflect physician
preferences and needs seems to be among the biggest challenges Pharma companies face in executing
multichannel marketing. 70% of respondents felt that the orchestration of customized activities across
all channels in use is not excellent in their companies. 0.0% view it as “truly excellent” (Fig. 14).
Ofcourse,thereisaseeminglyinfinitenumberofchannelsavailabletoPharma.Tonavigatethisjungle,
first a company has to preselect a general set of channels. or put in other words, it has to define the
general channel pool it wants to employ. In a second step, to determine the available channel range for
different physician segments from the channel pool, Pharma needs to tailor their resources to micro
segments, or ideally to individual physicians under economic considerations (Fig.12).
once the channel pool has been defined, to shape the individual, adaptive multichannel mix for the
“next-best-offer”, some important internal and external considerations around the company, the prod-
uct and the targeted physicians have to be considered (Fig. 13). on the company side such factors would
include legal considerations / regulatory freedom, suitability for the purpose of the specific campaign,
efficacy and costs of the channel, complexity of the message etc. Concerning physicians, it is once again
all about their preferences, needs and current state of mind.
Figure 12: economic consid-erations have to be taken into account to determine the available channel range for different physician segments
Entire channel pool
Selected channel range
Basic channel range
study multICHannel exCellenCe
22
last but not least, also product aspects influence the mix of channels available for customized use.
the channel mix changes over the course of the product lifecycle depending on communication goals
and due to marketing investment considerations. early in a product´s lifecycle, in development and
pre-launch phases, it is important to raise customers´ attention and interest and the marketing invest-
ment curve is on the rise. to this end, the channel mix would e.g. include congresses, specialized press
and intense Kol engagement. during launch, it is all about creating interest and desire. thus, high
reach digital channels could be used to deliver customized information to physicians who are not easily
accessible (to reps). later phases of the PlC would eventually employ call center, mobile applications,
portals, Cme (Continuing medical education) and laser precise targeted rep visits to continuously trig-
ger prescribing.
to effectively coordinate and execute multichannel marketing, channel integration is an imperative.
this integration of all channels and all customer interactions respectively, inevitably requires new
organizational structures. so far, still as much as 40% respondents report the operational multichannel
management responsibility for a consistent and individual customer experience (content and timing)
does not lie with only one, exclusive coordinator for every physician (Fig. 14). this lack of a dedicated
champion or coordinator seems to be a significant stumbling block.
Figure 13: Channel selection takes various fac-tors into account resulting in an individual, adaptive channel mix
PhysicianCompany
Physician state of mind
Physician preferences
Physician needs
Suitability for purpose
Efficacy
Legal / Regulatory compliance
Costs
Physician segments
INDIVIDUALCHANNEL MIx
23
When setting out for multichannel excellence, a company needs to invest in It resources which track
physicianprofilesandjourneys,“next-best-offers”andinteractions.Anditneedstoimplement
clear governance and ownership over each physician account. In tandem, this will allow companies
to realize a coordinated approach ranging from an overarching functional coordination of channel
selection to the coordination of medical, legal, marketing content approval to the timing of the
“next-best-offer” or the management of third parties.
multichannel excellence requires organizational change. a considerable part of 23,9% of survey
respondents seems to have already understood this necessity and clarified who in their company is
ultimately responsible for individual physician accounts (Fig. 14).
Figure 14: 70% of respondents felt that the orches-tration of custom-ized activities across all channels in use is not excellent in their companies
In our company, the orchestration of customized activities across allchannels in use is truly excellent
excellent orchestration
0 % 100 %
In our organization, the operational multichannel management responsibility for a consistent and individual customer experience (content and timing) rests with only one, exclusive coordinator for every physician
one exclusivecoordinator
8.7 17.4 13 37 15.2 8.7
19.6 26.1 23.9 23.9 6.5
+3 – strongly agree
-3 – strongly disagree
+2 – agree a lot
-2 – disagree a lot
+1 – mostly agree
-1 – Partly disagree
Need for improvement of orchestration
69.6
39.1
study multICHannel exCellenCe
24
3.3 Campaigns
the goal of multichannel excellence is turning insights into a relevant dialogue. the more relevant
and engaging the communication, the more likely it is to be read and responded to.
sending physicians on such an engaging journey and continuously delivering a story of consistent,
valuable content sure is a challenge. 87% of respondents agree, executing multichannel excellence
means campaigns determine product priority and content as well as frequency of “next-best-offer”
across the channels. In other words, each multichannel marketing campaign has to tell one coherent
story (e.g. over the course of one year). each module represents a chapter in the overall story commu-
nicating content to physicians. Cadence and frequency are important to story flow. at the same time,
promotional measures within each campaign chapter also need to be adapted and timed to individual
physician’s needs and interests based on collected feedback (Fig. 15).
Campaigns are designed to achieve a specific purpose, whether it is raising awareness for an upcoming
launch, increasing physician knowledge about a disease state, triggering prescribing to grow market
share, etc. each piece of information needs to be tailored to the channel. something that works as an
e-detail won´t necessarily work in another channel. a set of criteria based on the most important com-
munication requirements helps to identify which channels are appropriate to support which offering.
Both, the offerings and the channels, are profiled along these criteria and evaluated for their fit. How
information is presented then necessitates adaption for each channel. this may require additional
effort but it will pay off over time.
Figure 15: sending physicians on an engaging journeyandcontin-uously delivering a story of consistent, valuable content is a challenge for marketing
COMMUNICATION PLAN
timing February March April May
Infotainment
E-learning
Samples
Webcast
CallCall
Visit
Newsflash
25
once a campaign is launched, the channel/communication mix for each physician can be optimized us-
ing intelligent business rules based on conveyed and observed preferences and needs. such incremental
learning allows multichannel marketing to be more targeted than ever before and to become smarter
about how to connect to physicians. eventually, excellent multichannel marketing is directing physicians
towards a status of loyalty via customized “next-best-offers”.
so far, less than 20% of surveyed respondents indicated to properly capture and analyze data from
different sources in a timely manner to dynamically manage multiple channels. 53.3% rather agree
their company already implemented such an approach. 46.6% disagree. these companies should
beware of adverse effects. Companies must avoid bombarding customers with untargeted offers
or even inconsistent messages. such uncoordinated events (i.e. unnecessary reminder) easily irritate
customers and lead to defensive responses.
study multICHannel exCellenCe
26
4.1 Pathway to Multichannel Excellence
It is time to walk the talk of customer-centricity. Hence, the question is how to effectively achieve a
winning multichannel management?
a holistic approach of achieving multichannel excellence considers every dimension affected and
involved – starting with the required internal changes of culture and mindset, to a well-defined
information infrastructure, to product propositioning requirements, to deep insights and customer
knowledge and to the necessary organizational interfaces, reporting requirements etc. the transfor-
mational character of a Multichannel Excellence program must not be underestimated. Implementing
a new business model by rolling out a multichannel approach unconditionally requires change
management.
achieving multichannel excellence is not an “all-at-once” approach – it is a step by step implementa-
tion with incremental learning and value creation.Arobustandsmoothimplementationjourneycre-
ates value in every step of the process. to this end, it is essential to pay attention to important success
factors (Fig. 16).
First of all it is crucial to understand the status quo of multichannel management within the company:
the pathway to excellence obviously depends on a company´s current situation, skills and capabilities.
It depends on the number and types of channels that shall be developed over time. Furthermore
a gradual expansion of scalable data structures is recommended including an early learning of how
to employ them. of course different therapeutic / physician groups might require different implementa-
tion pathways and set ups.
4 How to achieve Multichannel Excellence
Figure 16: Considering success factors in every dimension affected is important when starting a robust and smooth imple-mentationjourneythat creates value in every step of the process
understanding of customers
Productproposition
organization
legal aspects
Culture & mindset
It systems
SUCCESS FACTORS IN AND ACROSS DIMENSIONS
27
upon this understanding, it is then essential to create a long term vision for mCex which will also
serve as the groundwork for the subsequent development of the company´s multichannel strategy.
It can hardly be emphasized enough, the implementation of the developed concepts concerns the
whole organization and thus after the initial transformation, an interative process has to follow in
order to ensure success. With a multichannel vision and strategy clearly defined, it is at this point all
about setting up a roadmap that ensures adequate speed, permanence, organizational buy-in and
consistencywiththeoriginallydesignatedobjectives.
Delimitedbutverystrategicprojectsareusuallyeasiertosellinternally.Butnotonlyforthisreason
thereisalotofsenseinfirstsettingupapilotprojectinadelimitedarea.Ithasprovedtobehelpful
to take a little time and think about aspects like
• Channelscapabilitiesandtherequiredtechnologyforchannelfeedback
• Databases
• Marketingskillsandcontent
• Organizationalalignment
• Predictivemodels&decisionlogicsforthe“next-best-offer”
• MeasuringKPIs,trackingandbusinessimpact
• Legalframeworkandcollectionofoptin
• …
so far, only 28,2% of respondents seem to develop and test their multichannel approaches in delimited,
traceable pilot regions free from established approaches.
From a legal perspective, there are no insurmountable obstacles when setting out for mCex – but of
course the devil is always in the details. legal requirements following from the data protection rules
and other pharmaceutical related regulatory provisions normally can be matched on eu level, whereas
other provisions following from professional, deontological and competition rules may require a more
detailed analysis on a country-by-country basis. early involvement of legal departments and external
legal advice, close collaboration between legal and marketing departments as well as permanent
monitoring of the evolving program are key factors of success. external advice can be particularly help-
ful in developing practical solutions in any design phase or with regard to further enhancements of the
system over the time.
obviously, mCex implementation doesn´t end at go-live of the pilot. a company then has to test,
optimize, adapt and also measure the value creation in the pilot area. When first quick-wins are visible
and buy-in is generated, the program can be extended to further channels, customer groups and/or
regions. of course, those following program phases are influenced by continuous learning, optimiza-
tions and improvements.
study multICHannel exCellenCe
28
4.2 expert partners in transformation
achieving multichannel excellence is a challenging process – with broad expertise, both Camelot
ManagementConsultantsandTaylorWessingarereadytosupportyoumasteringthisjourney–either
independentlyorwithourjointforces.
• Camelothelpsitsclientshandsontoholistically transform their go-to-market model: from strategy
to organization & processes to It systems – supported by change management
• TaylorWessingofferscompetent legal advice and puts its clients multichannel management on a
reliable legal foundation
From strategy to results – Camelot´s experienced consultants team up with you in your strategic,
organizational and operational journey to Multichannel Excellence:
• Wecombinecross-functional excellence and unparalleled experience in introducing/ implementing
IT processes and systems
• Wemakeadifferencethroughholistic & integrated business transformation and change
management: from organization to processes and from technology to people & culture
• Wealignconceptual excellence & operational implementation to achieve success, leave more
thanpaperandbeyourreliablepartneronthejob
• Ourconsultantscombinefirst hand Pharma industry experience, marketing success and a
focus on business effectiveness
Taylor Wessing helps its clients master the legal multichannel challenges finding innovative
solutions in two ways:
• Deeplegalandhealthcareknowledgeinnationalandinternationallifescienceenvironments
allow to deliver reliable legal Multichannel concepts
• TaylorWessingalsohelpstosolve specific challenges concerning e.g. the integration of channels,
data protection requirements or national specialties
Figure 17: Pathway to multichannel excellence
MULITCHANNELExCELLENCE
Vision
Strategy
Pilot Trans- formation
Optimiza-tion
1 2 3 4
Concept Legal Expertise Individual Assessment
strategy Processes Functions Culture It-systems
Change Management
29
Conclusion and Outlook
Pharma marketers are increasingly challenged to find efficient ways to interact and engage with their
customers. In order to make a real connection, marketing needs to be right and relevant to physicians –
in terms of content, timing and channel.
Collecting relevant physician information and feedback from every interaction, companies need to
create a reservoir of analytical insight about each customer. equipped with these insights, Pharma can
serve physicians with highly customized messages tailored to their alterable needs and receptiveness
through a preference-based mix of channels. to derive the “next-best-offer”, multichannel excellence
alsointegratesproductandbusinessobjectives.
multichannel excellence requires a different way of thinking. It describes a transformation affecting
almost all dimensions of an organization. this unconditionally requires change management.
the main findings of this study show that Pharma marketers are well aware of the “magic” of mul-
tichannel excellence. they know that in today´s multichannel world, Pharma can and has to reach its
target physicians when and where they’re most receptive to exert maximum impact. thus, they also
expect multichannel excellence to unlock additional sales potential. the surveyed experts also pointed
out that Pharma does not exploit the full potential of mCex. so, while marketers do recognize the
huge potentials of multichannel excellence, survey results also show they face significant barriers to
implementation including organizational and data intelligence aspects. legal hurdles, however, can be
overcome and appear well manageable (Fig. 17).
Figure 18: Pharma recognizes mCex´s enourmes potential but also encounters sig-nificant barriers to implementation
Pharma encounters significant barriers to implementation
Pharma recognizes MCEx´s enourmes potential
mCex allows highly customized marketing
mCex significantly increases reach of & impact on physicians
mCex unlocks substantial sales potential
mCex maximizes synergiesbetween channels
Low cross-functionalcollaboration & silo thinking
dominance of the sales force
Personal behavior & teamwork
no / insufficient customerinsights
No means to turn data intoinsights
early and continuous in-volvement of legal concepts
MULTICHANNELExCELLENCE
study multICHannel exCellenCe
30
Fully and successfully implementing mCex requires complex transformation of strategy, organization,
processes and It systems. as with any large transformation success is not easily achieved (Fig. 18).
the study unambiguously showed, setting up and implementing multichannel excellence means facing
many and varied challenges. But it is time to take action. our experienced experts at Camelot manage-
ment Consultants and taylor Wessing are ready to support you making headway towards multichannel
excellence.
Methodology
In an effort to better understand the extent to which multichannel marketing is being embraced and
effectively implemented by Pharma companies, as well as the obstacles to doing so, Camelot manage-
ment Consultants and taylor Wessing teamed up to survey senior industry experts on their experiences
and views. the survey was conducted online in 2013. after the representative number of >50 respond-
ents had answered, the survey was interpreted.
survey participants were selected by groups and personally addressed. Furthermore, the informa-
tion regarding this survey was posted and shared in relevant groups and discussion forums in profes-
sional networks like linkedIn. thus, it can be assumed, results represent the prevailing opinion of the
relevantprofessionalsintheindustry.ThemajorityofrespondentsworkinGeneralManagementor
Marketing.TheyrepresentPharmacompaniesofallsizeswithamajoritybeinglocatedintheEUTop5.
Figure 19: Call for action
think about the big picture first–don´tjustadddigital on top
Customer insights – gather, analyze & share across the organization
select, integrate & orchestrate channels
Align your organization. Implement clear governance & ownership over each physician account
steadily progress building analytic capability & predictive models
turn insights into relevant dialogue – deliver consistent, valuable content
do not underestimate the transformational character of MCEx – take all dimensions into account
accompany your mCex with thorough change management – create organizational buy-in & top-management support
CALL FOR ACTION:
MULTICHANNELExCELLENCE
Tran
sfo
rm –
Mo
nit
or
– Le
arn
– Im
pro
ve –
Iter
ate
31
Figures
Figure 1: the present study by Camelot and taylor Wessing sheds light on the “magic” of
multichannel excellence, explores obstacles and outlines ways for making headway
realizing its full potentials
Figure 2: survey respondents almost unanimously agree that multichannel marketing
significantly increases the reach of physicians
Figure 3: doctor´s real needs and preferences are coming into focus
Figure 4: survey results clearly show that customized multichannel marketing significantly
increases the impact on physicians
Figure 5: many organizational hurdles have to be overcome, but top management support
is not one of them
Figure 6: 70.2% of respondents basically can´t turn available data into actionable insights
Figure 7: the complexity of the legal framework and more importantly data protection
requirements as well as national specialties are seen as obstacles for an easy role
out of multichannel marketing concepts
Figure 8: the legal challenges to overcome are well manageable
Figure 9: Whilst many respondents confirmed specific legal expertise in their organization,
communication issues complicate multichannel management
Figure 10: the magic of multichannel excellence comes down to three Cs – Customer
Knowledge, Channel orchestration and Campaigns
Figure 11: most channels allow feedback on behavior, acceptance & preferences of physicians
– customer insights are essential to determine the “next-best-offer” and need
to be shared across the organization
Figure 12: economic considerations have to be taken into account to determine the available
channel range for different physician segments
Figure 13: Channel selection takes various factors into account resulting in an individual,
adaptive channel mix
Figure 14: 70% of respondents felt that the orchestration of customized activities across
all channels in use is not excellent in their companies
Figure15: Sendingphysiciansonanengagingjourneyandcontinuouslydeliveringastoryof
consistent, valuable content is a challenge for marketing
Figure 16: Considering success factors in every dimension affected is important when starting
arobustandsmoothimplementationjourneythatcreatesvalueineverystepof
the process
Figure 17: Pathway to multichannel excellence
Figure 18: Pharma recognizes mCex´s enourmes potential but also encounters significant
barriers to implementation
Figure 19: Call for action
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Your contact for further information:
Camelot Management Consultants AG
dr. axel sinner · Phone +49 89 741185-445
Taylor Wessing Partnerschaftsgesellschaft
dr. Wolfgang Rehmann · Phone +49 89 21038-0
Camelot
Management Consultants AG
theodor-Heuss-anlage 12
68165 mannheim
germany
www.camelot-mc.com
Taylor Wessing
Partnerschaftsgesellschaft
Isartorplatz 8
80331 münchen
germany
www.taylorwessing.com