MultichannelDigital Channel EngagementA Measurable Opportunity

Digital channels present an opportunity for

life sciences companies to meet the demands of

HCPs and their patients in a time of intense

competition and tight budgets.

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

The Opportunity: Providing the Desired Information . . . . . . . . . . . . . . . . . . . . . . . . .

Meeting the Information Needs of Both HCPs and Patients . . . . . . . . . . . .

Switching the Customer Experience from “Searching” to “Finding” . . . . . . . . . . . . .

Utilizing an Interactive Content Platform . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Considering the Stakeholder’s Perception when Making Investment Choices . . . . .

Are stakeholders ready for digital? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

How is digital being used by the industry and what is the real impact? . . . . . . . . . .

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Table of Contents

White Paper4

The commercial model for life sciences companies has changed in

many ways in recent years. One of the major paradigm shifts is that

prescribers now dictate when and how they want to be marketed

to. Their demands are compounded by the fact that they are more

strapped for time than ever before; and that their patients, who

are well-educated due to the ready availability of vast amounts of

information, expect higher level advice from them.

Life sciences companies must offer a multichannel approach to

marketing in order to meet the demands of Health Care Professionals

(HCPs). They need to be prepared to present information in an engaging way via traditional channels such as face-to-face

meetings, sampling, telephone meetings, conferences and postal mailings; as well as digital channels such as live web meetings,

self-detailing, physician forums and e-mailing.

Digital channels are increasing in adoption around the world because they generally require less time of the HCP, are more cost-

effective for life sciences companies, and tend to be very engaging. Digital channels present an opportunity to life sciences

companies to meet the demands of HCPs and their patients in a time of intense competition and tight budgets. Although

adoption varies in the different markets around the world, the success of marketing through digital channels is measurable.

Results demonstrate that it is an effective vehicle, and suggest that life sciences companies should increase their investment

in it.

Executive Summary

“THE DIFFERNCE BETWEEN THE

RIGHT WORD AND THE ALMOST RIGHT

WORD IS THE DIFFERENCE BETWEEN

LIGHTNING AND A LIGHTNING BUG.”

MARK TWAIN

19TH AND 20TH CENTURY AMERICAN

AUTHOR AND HUMORIST

White Paper 5

Introduction

In this paper, the third of the Cegedim Relationship Management Multichannel white paper series, we delve into digital channel

engagement - following the performance analysis of face-to-face detailing interactions in the first paper; and an examination of

remote interaction best practices and Health Care Professional (HCP) adherence and adoption in the second paper. Supported

by data collected from HCPs worldwide by industry analyst, Cegedim Strategic Data (CSD), this paper presents information

pertinent to life sciences companies on the measurable opportunity of successfully marketing to HCPs digitally.

Questions answered within this paper include.

How quickly are HCPs adopting digital?

What are HCPs saying about the value of the information acquired through digital channels, and how does this impact

their prescription behavior?

How far has pharma progressed in the implementation of digital strategy in the different markets around the world?

Where are the opportunities to better perform in implementing a digital strategy?

White Paper6

The Opportunity: Providing the Desired Information

In all areas of life, and especially those related to our health, we hope to make decisions backed by knowledge gained from

accurate information. In this respect, we are in “the best of times” and “the worst of times.” Indeed, the positive aspects of the

information age are the availability of information on many different topics, and the high speed at which that information can

be accessed. But it is also an era of information overload in which it is challenging to find the appropriate piece of information

needed among volumes of data from a variety of communication channels.

In terms of learning, healthcare professionals are cautious due

to the personal, life-altering nature of their work. Patients are

eager as access to more information - and the knowledge

gleaned from it - can ultimately help them live longer, healthier

lives - provided the information is accurate and contextualized

for clear patient understanding. In this healthcare context, the

information challenges can be summarized as an ongoing

process to ensure:

Quality and reliability of the information

Comprehensiveness of the information, correctly

contextualized and transformed into meaningful insights

that are actionable and of practical use to HCPs and

patients

Consistency of the information and messages throughout

communication channels

Timely availability, enabling easy access to knowledge

when needed

At the same time, both HCPs and patients have an interest in

measuring the outcome of the decisions made based on the

new information they have acquired. Accordingly, appropriate

measurement is needed as HCPs seek ways to influence

patient behavior so that it results in improved outcomes.

The involvement of the life sciences industry in this process

is essential and in the best interest of HCPs, patients and the

industry itself. Yet, “pharma” also faces unique challenges -

especially those related to market forces, competition and the

necessity to provide a consistent return on investment (ROI) to

shareholders. With fewer resources, narrower margins and the

necessity to address unmet needs and payer expectations, the

industry must bring novel, specialized treatments to market

as efficiently as possible. The right communication strategy,

designed with all stakeholders in mind, is fundamental during

the clinical launch and commercialization phases.

Such a strategy should accomplish the following:

Clear comprehension of the multiple stakeholders’ needs,

behaviors and preferences

Assurance that the communication is backed by reliable,

up to date, comprehensive information

Proper targeting and distribution of insights using the

right communication channels - information needs to be

practical, relevant and actionable for each stakeholder

Editable messaging that can be refined according to

feedback based on real world conditions

Development and maintenance stakeholders’ trust

to ensure positive perception, influence and relay of

knowledge.

The industry is under increasing pressure to be 100%

transparent, notably by disclosing all results of all clinical

studies, ongoing and historic, regardless of their outcomes.

Likewise, regulatory pressure is forcing a move to more

objectivity when it comes to competition. Competitive claims

in promotional messages are scrutinized as never before, and

must be backed up by hard clinical evidence. The level of

trust in the industry’s data is relatively low (Ernst and Young,

“Beyond Borders – Unlocking Value”1), but some form of

“credentializing” through partnering with trusted third parties

could be an option. Evidently, that would entail sharing some

information flows.

Meeting the Information Needs of Both HCPs and Patients

White Paper 7

Switching the Customer Experience from “Searching” to “Finding”

Customer experience in interacting with online information teaches us that the focus has shifted from “searching” to “finding.”

The success of Google and Amazon can be explained in part by the simplicity of their solutions: they have simplified the

“finding” process for information or products. Life sciences companies can emulate this when providing disease and treatment

information and insights to audiences of HCPs and patients. Pharma company websites and doctor-specific online communities

are potential “content hubs” and knowledge platforms.

From the industry perspective, the digital and technological challenge is bigger as it comes with the need to properly

manage information across communication channels. The information the HCP or patient is trying to find must be accurate,

comprehensive, up-to-date and compliant - no matter the channel through which the life sciences company is delivering

it – whether digital, printed or spoken. Given the market situation described, and the consumers’ expectations of agility and

quality, the next necessary step is to ensure the finding process does not have gaps.

Information provided by life sciences companies must be:

Present in each of the channels used by the stakeholders

Easy to find

Of evident quality and relevant to the need, so the risk of a quick glance and discard is avoided

Consistent through channels and time

A well-articulated communication strategy takes into

consideration the multi-channel customer engagement

platform linked to a quality content hub. The combination

of the two components should drive traffic to, or generate

follow-up from the most relevant and up-to-date channels

and campaigns (email, web, search, face-to-face, direct mail,

conferences) so each company can ensure their products

are seen in the most favorable light. Meanwhile, the platform

should be flexible, enabling customers to choose the channel

they prefer depending on the context, and smart enough to

present content giving the customer a finding rather than a

searching experience.

Interactions are key opportunities not only to deliver insights

to doctors and other stakeholders, but to receive feedback.

Well-articulated, a multichannel engagement process will

provide companies with a learning machine that dynamically

enhances insights and customer knowledge.

This is facilitated through the consolidation of the three key

pieces:

Stakeholder

Information

Channel

As HCPs or patients become aware of the multichannel

choice, as they experience the quality and relevance of the

information, they will return to the platforms able to provide

this valuable support.

Utilizing an Interactive Content Platform

“THE PRINCIPLE BEHIND THE NEW SITES

IS TO EXPAND KNOWLEDGE: SEARCH TO

CURATION. QUALITY OVER QUANTITY.

TIMELESS OVER ‘NOWNESS’.”

MULTICHANNEL LONDON CONFERENCE

2014 – MADS HOLMEN,

BIBBLIO CO-FOUNDER2

White Paper8

Considering the Stakeholder’s Perception when Making Investment Choices

Despite years of close interaction, studies reveal that the perception of health care professionals and industry field professionals

on channel value and content is not always as similar as one might initially think. A study recently published by Medimix

International3 highlights this point (Figure 1).

The results show there are areas with high potential: virtual

visits, webinars, samples or scientific publications. These are

more valued by physicians than pharma employees realize.

The opposite is the case with channels such as booths at

congresses/conferences, roundtables or the quality of the rep

visit (measured in terms of rep knowledge). Having the ability

to understand these perceptions and preferences for each

stakeholder, and being empowered to track their evolution,

will be the key to better performance and productivity.

As the pace of today’s world accelerates, multichannel

adoption and experience is a journey that represents an

opportunity for life sciences companies to improve the

customer experience of each stakeholder, by addressing

each customer at his maturity level. Stakeholders can be

categorized by the following high level classifications and

multichannel adoption strategies.

Figure 1

White Paper 9

Traditional stakeholders: The journey begins by understanding

how to best introduce this group to digital formats. This can

be done by accompanying them in the use of new media so

they understand the value and possibilities for their specific

need (information sites, presentations, on line medical

webinars, remote interactions, doctor social portals).

Digital stakeholders: There is a natural move to digital

formats as the digital generation grows older. Addressing this

group efficiently represents a great opportunity to accelerate

awareness and time to peak sales, as the speed at which

information can be disseminated by the new digital KOLs and

digital HCPs has increased. IT is vitally important to effectively

address the digital needs and expectations of this group in

launching products at the desired speed.

With the wide range of channels available, the factor that will

make the strategy sustainable is ensuring the information

shared is consistent and easy to reference, so the channel mix

effort is not a one shot investment. Linking multiple channel

communications into a shared reference repository is the way

forward. Stakeholders will be able to access information when

they need reliable, comprehensive, up-to-date information

on medical or product questions. This approach benefits

stakeholders by avoiding searches through e-mails, notes,

presentations, or multiple web pages to find solutions.

Life sciences companies can keep their quality materials in a

single access point. Multichannel campaigns can refer back

to the customer portal where the information for the specific

campaign is easy to find at any time, but also where visitors

searching for a specific topic can lead to the discovery of

other valuable materials - similar to visiting IKEA to buy a

shelf and leaving with the shelf, a plant, and a set of dishes to

put on the shelf.

“MIRROR ANALYSIS HIGHLIGHTS THE

AREAS WHERE BUDGET SHOULD BE

ALLOCATED IN PRIORITY- OR CUT!”

HENRY GAZAY

CEO AND FOUNDER OF MEDIMIX

INTERNATIONAL3

White Paper10

The conclusion is that when a life sciences company is able to understand the need and

interest of the HCP - and it is evident that the information will help the HCP do a better job -

the HCP will find time to go through it.

Are stakeholders ready for digital?

At a recent webinar sponsored by Anthill4 on content

development, a poll of the industry participants indicated the

perception is that three quarters of physicians are willing to

review digital materials with a rep. Meanwhile, a physicians’

round table at the Multichannel Marketing Summit 20145

discussed this very same topic. At this round table, doctors

expressed their preference to have face-to-face discussions,

but specified that digital support, when brought into the

conversation in a pertinent manner, was welcomed. They also

acknowledged that when the information was of interest and

relevant to their practice, they were open to digital.

As discussed in the previous edition of this paper series,

channels such remote detailing obtained quality evaluation

scores above 8 out of 10 in most campaigns. In these

cases, remote detailing left a very professional impression –

assuming the HCP had the time, and the remote rep had all

the documentation at hand, and the conversation, with the

support of digital, could drill down into complex medical

matters and data. This coincides with the results from

studies that measure time spent in digital channels. Another

example supporting the fact that doctors are joining the

digital revolution is a survey of nearly 7500 HCPs conducted

by Cegedim Spain and iDoctus6 (Figure 2) who recently co-

presented the findings in PM Pharma, a local publication.

Less than 1 hour/week

1-5 hours/week

More than 5 hours/week

MedicalInformation

18.2% 22.1%

54.8%

58.4% 56.1%

32.6%

23.4% 21.8%12.5%

ContinuousMedicalTraining

Social Communities

/Networks

HCP Time Dedicated in Digital ChannelsBy Purpose Type

Figure 2

White Paper 11

The outcome of the study clearly indicates that HCPs will

actively seek out and interact with content that is targeted

to his needs and interests and that will assist him in better

performing his job. The onus is on the pharmaceutical

company to understand the HCP’s needs relative to his

position on the information continuum - and his channel

preferences - to best communicate the right information at

the right time. Cegedim Strategic Data studies conclude that

doctors do find the value in digital communications.

Only with in-depth analysis of data gathered through multiple

interactions - on which channels were used, the subject, and

how was it perceived - will companies be able to understand

channel and content preference, and combine the best of

both for an efficient and positive communication experience.

Recent surveys among physicians indicate that HCPs already

trust the industry to provide accurate information. A 2014

Cegedim Strategic Data study conducted among 3500 HCPs

in France, Italy, Spain, UK, China and Brazil revealed that in five

of the six countries surveyed (UK, France, Italy, Spain, China)

pharmaceutical company websites are the most commonly

used online resource when healthcare professionals are

searching for branded product information. In Brazil, brand

specific websites are the most common choice among HCPs

(Figure 3).

DIGITAL CHANNELS / Impact on Prescription IntentionBy Country

Source: Cegedim Strategic Data, 2014

UK

44%

29%

18%

8%

1%

35%

29%

31%

23%

30%

FRANCE

43%

38%

15%

4%

1%

37%

21%

47%

23%

32%

ITALY

40%

36%

13%

10%

1%

44%

34%

31%

37%

33%

CHINA

50%

24%

15%

14%

2%

45%

46%

42%

41%

40%

SPAIN

50%

20%

14%

11%

5%

44%

41%

35%

30%

43%

BRAZIL

42%

31%

11%

10%

5%

47%

48%

71%

38%

40%

% brand related searchesby channel

% of searches with positive influenceon prescription intent by channel

Pharma company websites

General social media

Brand specific websites

Online journals / publications

Physicians online communities

/ forums / blogs

Figure 3

White Paper12

Overall, the results indicate that HCPs are comfortable going

to the original source for product information. This is a signal

to marketers and brand teams to leverage these touch points.

Furthermore, the data shows a considerably positive impact

on prescription behavior that varies from geography to

geography, and channel to channel.

So the need for accurate, comprehensive, reliable information

is evident – the question that remains is how to make the

relevant piece available to each stakeholder to maximize the

utility of the information. This will lead HCPs to prescribe

the best possible treatment for each patient case, and

contribute to the patient’s adherence to it. By leveraging

the latest technology to continuously enrich and update

customer insights, and use it to customize communication,

pharma companies will build stronger and more productive

relationships that truly support HCPs in making informed

choices.

As budgets in pharma companies are reduced, public health

systems are looking for savings, and HCPs are treating a

higher volume of patients a number of questions arise:

How can the healthcare ecosystem benefit from the

digital interaction?

What are the communication channels most accessed by

customers?

How is each channel used by stakeholders?

What is the impact communication is having on behavior?

White Paper 13

How is digital being used by the industry and what is the real impact?

The adoption of digital by the industry is highly dependent on geographies. CSD studies show there is a very significant

variation from Japan with a 34% digital adoption rate heading the list, to Brazil, Italy, Russia or China with a very marginal

percentage of investment in digital of 1 - 2% of the total number of interactions (see Figure 4).

It is natural to assume the cultural component influences the

level of digital adoption. For example, in the markets where

the perception is that digital does not have the intended

impact, the volume of digital interaction is lower. But the

actual data reveals very different conclusions that fly in the

face of our pre conceptions of markets and culture.

Let’s take the example of Italy (Figure 5). If we drill down into

the figures, we observe a very low use of digital channels

targeted to HCPs – only 2% of all tracked interactions.

Nevertheless, the response from those exposed to digital

appears very promising, with nearly 43% indicating a positive

impact on prescription intention – the highest level of the

countries analysed.

The performance of traditional, more personal interactions

is still higher, with a 53.2% use rate. However, combining

these figures with the internal financial data each company

has on the cost of enabling each channel, product managers

will be able to get down to the Return on Investment

figures that will help them make wise recommendations on

channel investments, and obtain strong sponsorship of their

communication strategies.

CHINARUSSIAITALYBRAZILGERMANYSPAINCANADAFRANCEUKBELGIUMPOLAND USA JAPAN

40%

34%

24%

20%

15%13% 13%

10%7%

5%2% 2% 2% 1%

35%

30%

25%

20%

15%

10%

5%

0%

DIGITAL CONTACTS% Digital Contacts by country - MAT Q3 2014

100% = Digital + Traditional interactions

Digital Contacts: Automated Detail, Live Detail, Live Web Meetings, Recorded Web Presentations, E-mailing.Traditional Contacts: Face-to-face & telephone detailing, on-site meetings & events, postal mailings.

% Digital Contacts

Source: Cegedim Strategic Data, 2014

Figure 4

White Paper14

Furthermore, there is a clear advantage digital presents from

a financial perspective, which in today’s health care context

is of great importance: the scalability of the investment,

and the ability to reach further with less or limited budgets.

Usually, the cost structure of digital channels plays to the

industry advantage, as it is much more scalable than the

personal channels. Once invested in the fixed cost portion

(the adapted content, messaging, formatting plus the use

of multiple digital platforms) the variable cost to reach more

stakeholders is relatively low, and the likelihood of getting

attention from more members of the medical and scientific

community will be increased by understanding their channel

preferences and information.

If we take one step further into the analysis, still using Italy

as an example, and look at the digital channel mix and how

it performs, we see that Automated Detail and Live Detail

enjoy the best performance, as 57% of doctors express these

interactions influenced their start or increase in prescription

writing for the product. Live Web Meetings follow right after

with 53% of HCPs expressing a positive impact on their

prescription behavior, and E-mailing show as the lowest

performers with a still very respectable 32% (Figure 6).

Digital & Traditional Contacts% Rx Increase for Digital & Traditional Contacts - MAT Q3 2014

Total Contacts: 53,977,354

1.9%

98.1%Digital Contacts: Automated Detail, Live Detail, Live Web Meetings, Recorded Web Presentations, E-mailing.

Traditional Contacts: Face-to-face & telephone detailing, on-site meetings & events, postal mailings.

% Rx Increase

60%

50%

40%

30%

20%

10%

0%

42.8%

53.2%

Source: Cegedim Strategic Data, 2014

Italy

Figure 5

White Paper 15

This data suggests there is a very real opportunity and area

for growth in digital, especially in those geographies where

digital is clearly under exploited. The companies that innovate

and are quicker to enable a well-articulated multichannel mix

leveraging digital will be successful in accelerating peak to

sales for new products; maximizing sales during the patent

protection period; keeping the information, education and

adherence messages and programs dynamic; and maintaining

awareness after the patent expires and budgets are more

reduced.

Those life sciences companies who have a good and dynamic

understanding of customer channel preferences, customer

medical and therapeutic challenges, and communication

channel cost and performance will be able to master

multichannel by:

Selecting the channels that HCPs are willing to use to

influence perceptions

Selecting the right topic and adapting the message to

solve the HCP’s practical issue

The nature and the magnitude of the impact of each channel

will vary depending on the targeted HCP, but a factor that

studies consistently agree on is that HCPs trust discussions

with other HCPs in a medical meeting more than in any

other type of interaction with industry contacts. The better

companies are at partnering with the scientific community, and

the better they articulate their multichannel communication

to ensure good comprehension from the scientific leaders

in each domain, the more impact their message will have in

the healthcare and scientific community, and the better their

reputation and credibility will be.

Digital Channels - Impact on Future Rx IntentMAT Q3 2014

Total Digital Contacts:(842K)

As a result of this visit, how will your prescribing behaviour change?

NB excludesnon-response

Start/Increase Rx

Remain Unchanged

Decrease

Live Web Meetings

52%

48%

(1k)Automated Detail

(237k)

43%

57%

Live Detail

43%

57%

(118k)Recorded Web Presentations

53%

46%1%

(3k)

E-mailing

67%

32%

1%

(465k)

43%

57%

Italy

Source: Cegedim Strategic Data, 2014

Figure 6

White Paper16

China is another interesting example, where we clearly see great opportunity. In this case (Figure 7) the number of contacts

using digital channels is very small. Only 1% of the interactions during the study period happened through digital. Nevertheless,

when looking at the effectiveness in shifting prescription behaviors, we see that digital channels performed even better than

the traditional channels. As a result of the digital channels, 44.3% of digital contacts increased their prescription writing of the

drug being promoted.

Drilling down into that 1% of digital interactions with

healthcare professionals (Figure 8) we see all channels

performed very well, with 39% or greater positive impact. But

we also observe very significant variations. Recorded Web

Presentations show an impressive 63% change in prescription

increase/start; followed by E-mailing with 51%; and Live Web

Meetings with 45%. To further read the numbers, we should

look at the nature, content and design of each of these digital

campaigns. As we have stated in this multichannel series, the

success of a channel is not driven just by how convenient it

is to access, or how pleasant the customer experience is, but

by the powerful impact of the quality and usefulness of the

content shared, and the multiple stakeholders who are able

to share it.

Digital & Traditional Contacts% Rx Increase for Digital & Traditional Contacts - MAT Q3 2014

Total Contacts: 96,292,120

1%

99%Digital Contacts: Automated Detail, Live Detail, Live Web Meetings, Recorded Web Presentations, E-mailing.

Traditional Contacts: Face-to-face & telephone detailing, on-site meetings & events, postal mailings.

% Rx Increase

45%

40%

30%

20%

10%

0%

44.3% 43.4%

Source: Cegedim Strategic Data, 2014

China

Figure 7

White Paper 17

If we compare geographies, we see deep differences. In the case of comparing Italy and China, one of the most significant

differences is in E-mailing. In Italy 32% of the cases yielded a positive increase of prescription, while in China, the figure rises up

to 51%. Therefore, it is imperative for marketing managers to be knowledgeable about the adoption trends in their geographies

before making decisions on digital channel efforts.

For the purpose of this paper, we cannot detail the results from each geography because the analysis would be too lengthy.

But overall, we see even more significant variations when we look at the results on a global scope. The effectiveness of the

different digital channels yield very different response rates depending on the region, resulting in a different optimal digital

channel mix for each region. To illustrate this point, we can look at face-to-face live detailing using a digital presentation

performing well in Russia where 80% of HCPs positively changed their prescription behavior; 74% in the US; 31% in Germany;

and 21% in Belgium.

Digital Channels - Impact on Future Rx IntentMAT Q3 2014

Total Digital Contacts:(660K)

As a result of this visit, how will your prescribing behaviour change?

NB excludesnon-response

Start/Increase Rx

Remain Unchanged

Decrease

Live Web Meetings

54%

45%

(15k)

1%

Automated Detail(205k)

60%

39%

Live Detail

60%

40%

(248k)Recorded Web Presentations

63%

37%

(68k)

E-mailing

51%

49%

(124k)

55%

44%

1%

China

Source: Cegedim Strategic Data, 2014

Figure 8

White Paper18

Conclusion

The abundance and openness of data available today

represents an opportunity to life sciences companies. The

industry must play a major role in organizing the vast amount

of information, prioritizing it and making it available to HCPs

and patients digitally - the most efficient and accessible

manner possible. Participating in this process will give the

industry access to valuable data and insights on both the

HCPs and patients who are consuming the information,

creating a positive growth cycle.

Marketing to HCPs via digital channels is no longer a

questionable practice. It is a measurable opportunity, and the

results of the measurements show that it is an increasingly

effective vehicle. Although adoption varies around the world,

it is an approach that must be embraced by life sciences

companies who plan to keep up with the competition, and

excel in the present and future.

White Paper 19

Cegedim Relationship Management

Cegedim Relationship Management is the leading global

provider of Customer Relationship Management (CRM)

solutions to the Life Sciences industry. The company provides

the most comprehensively packaged offerings, enabling

companies to meet present and future business requirements

and objectives, and to achieve rewarding and lasting

relationships with customers.

Solutions include:

Customer Relationship Management

Multichannel Customer Engagement

Customer Databases

Customer Data Management

Regulatory Compliance

Medical Affairs

Support Services

Marketing Services

Analytics

Contact Cegedim Relationship Management today for more

information.

www.cegedimrm.com

info@cegedim.com

Global Headquarters

127-137 rue d’Aguesseau

92100 Boulogne Billancourt FRANCE

Tel: +33 1 49 09 22 00

Fax: +33 1 49 09 24 55

US Headquarters

1405 U.S. Highway 206

Bedminster, NJ 07921

Tel: +1 908.443.2000

Authors

Emiliano Gummati

Vice President, Product Portfolio Management

Cegedim Relationship Management

Emiliano.Gummati@cegedim.com

Christopher Wooden

Vice President, Global Sales

Cegedim Strategic Data

Christopher.Wooden@cegedim.com

Gracia Rodriguez Valbuena

Engagement Solutions Manager

Cegedim Relationship Management

Gracia.Rodriguez@cegedim.com

1 Ernst and Young, “Beyond Borders – Unlocking Value”

http://www.ey.com/Publication/vwLUAssets/EY-beyond-

borders-unlocking-value/$FILE/EY-beyond-borders-

unlocking-value.pdf

2 Mads Holmen, Bibblio Co-Founder - Multichannel London

Conference 2014

https://www.youtube.com/watch?v=5Ss1Wk7kXGI

3 Medimix International, “White Paper: A Reality Check”

http://www.medimix.net/news/2014/10/06/reality-check-

should-i-continue-allocating-millions-same-old-way-white-

paper

4 Anthill Webinar moderated by Sebastian Kolsch, Vice

President of Anthill

http://webinarsondemand.anthillagency.com

5 Multichannel Marketing Summit 2014 – London – Physician

Roundtable Discussion

http://www.eyeforpharma.com/marketing/index.php

6 Cegedim Spain/iDoctus Survey

http://www.semg.es/agencia-de-prensa/notas-de-

prensa/1054-estudio-idoctus-2014.html

References

Multichannel

Digital Channel Engagement A Measureable Opportunity