WORKSHOP - 2015.medmarketingday.lt MCM Planning by... · Websites Video/Remote Detailing Direct...

Christian Stehle, Multi-Channel Management & Services

Manage your Channels. Master your Success.

WORKSHOP

MULTI-CHANNEL MARKETING IN PHARMA

WHAT IT IS. HOW TO START. HOW TO BE SUCCESSFUL.


Christian Stehle

Multi-Channel Management Professional

24 years IT, 19 years Pharma, 15 years Digital Marketing & MCM

Head of IT & eMarketing for Austria-CEE-Russia at Wyeth Pharma

Head of the Vienna eMarketing Center (VEC), Global Multi-Channel Marketing at Pfizer

800 digital projects globally to date

MBA at the University of Economics, Vienna


“Not everything that can be counted

counts, and not everything that counts

can be counted.”

Albert Einstein


03

02

04

• Think Strategic

• Deliver Results

7 Critical Success Factors

01 • Introduction to Pharma MCM • Core Principles

What This Is All About

MCM Strategy & Tactics

Q&A

• Successful Strategies

• Effective Tactics

05

Bringing It All Together • How to start

• How to measure


What do we talk about?

This:

Or something else?


Definitions

Omni-Channel Management (OCM)

Seamless integration of analog and digital channels

Multi-Channel Marketing / Management (MCM) Marketing via multiple, integrated communication touch points to reach and influence a target audience / distribution of goods and services

Digital Marketing Marketing by use of electronic media, electronic devices and the Internet

Multi-Channel Communication Communication via two or more media channels

eMarketing Internet marketing, online advertising

eCommerce, eBusiness Communicating, buying and selling online


3 Core Principles of making MCM work for you

1. Understand the need for information HCPs and patients have a need for information

2. Information available and relevant Easy to find, easy to use, and relevant

3. Understand Online Channels Establish knowledge, reach your audience


Which Channels are there in Pharma?

Webcasts/Webinars

eMail/Newsletter

Field Force

Tablet Detailing/eDetailing => Closed Loop Marketing

Websites

Video/Remote Detailing

Direct Mail

Multi-Channel Sampling

eRx (electronic prescription)

Social Media & Online Communities

Digital Mobility

Call Centers / Helplines

Customer-centric approach maximizes business impact!

http://www.hplmotors.co.uk/Images/jobs_icon.jpg


MCM is a Learning Circle

Develop and apply insights to evaluate ongoing and inform future efforts

Develop customer interaction strategies

and plan customer touch points

Collect and prepare interaction data from all touch points and platforms

Business Cycle

Align and execute customer

interactions across identified channels

MCM Principles

• Collect information from marketing touch points

• Use that information to shape messaging and marketing events

• Create a relevant and seamless customer experience


03

02

04

• Think Strategic

• Deliver Results





Q&A



05


• How to measure


Whom Patients Trust


7 Critical Success Factors for MCM

1.Senior Management Support

2.Viable organization structure

3.Clear MCM Strategy

4.Compelling Customer Experience

5.Positive ROI

6. Impeccable Compliance

7.Change Management


CSF 1 and 2: Management Support, Organization

• Management Support needed for the change:

– Provide more impactful and authentic support

– Decide more decisively

• Organization Structure depends on:

– Global strategy and leadership

– Regional planning

– Local execution and deployment

– Organizational Change is a must to make MCM really effective!

Demanding & Less Accessible

Customers

More Fragmented Customer Base

Increasing Cost Pressure

New Competitors,

Generics

Resource A

Resource B

Resouce C

Resource D

Driving forces for a new "Go-to-Market" model:


CSF 3 and 4: MCM Strategy, Customer Experience

• MCM Strategy framework:

– Clear Objectives & Measures

– Define KPIs, generate Insights

• Customer Experience (CX) principles:

– Know what your customers require

– Create customer centric messaging, provide benefits !

Plan

Digital Strategy & KPIs

Align commercial objectives

Develop tactical mix

Create

Content Creation (local compliance guidelines)

Approval

Execute

Build and Test

Campaign Management Set-up

Launch (regional, local)

Measure

Data collection / reporting

Assess plan vs. actuals

Optimize

Create Insights Compare to Multi-

Channel Landscape

Situational Analysis

Physicians & HCPs

Patients & Care givers

KOLs Hospitals Payers & Regulators

Pharmacists Consumers Employees

http://www.chelmsfordmedical.co.uk/wp-content/uploads/2010/08/MRI.gif

http://www.firstresponsestaffing.com/images/doctor11.jpg

http://www.sph.umd.edu/epib/cultural_competency/images/doctor_patient-blood-pressure.jpg


CSF 5 and 6: ROI & Cost Effectiveness, Compliance

• Show Positive ROI: – Expand marketing reach to new customers

– Reduce time to market

– Increase share of voice

• Create Cost Efficiencies: – MCM Governance

– Standardization of production and vendors

– Re-use of assets, "build once, use many“

• Core Compliance objectives: – Adhere to legal, medical, regulatory and

local requirements

– Consistent policies and SOPs

– Align stakeholders and processes

– Efficient approval flow


CSF 7: Change Management

Factors Dimensions

Clear Vision & Strategy:

Vision/direction understood and shared Case for change explained

Engaged Leadership:

Alignment of leadership Strong leadership exhibiting the right behaviors

Engaged & Involved Stakeholders:

People are willing to adopt changes Trust in the MCM transformation

High Performing Project Team:

Clear project goals and priorities Mix of right skills and resources

Aligned Processes and Organization:

Organization aligned Operating processes adapted

Roles and Responsibilities

Defined roles and responsibilities Capabilities available

Supportive Culture & Behavior:

Culture, values, beliefs and behavioral norms drive required performance and sustain the change

Training: Knowledge transfer and capability building


03

02

04

• Think Strategic

• Deliver Results





Q&A



05


• How to measure


Top 10 Pharma Internal Research: Customer Loyalty and MCM Reach

18% 20% 22% 23% 23% 27% 33% 37%

47%

0%

20%

40%

60%

80%

100%

1 2 3 4 5 6 7 8 9-10

% Loyal Cumulative Reach (%)

21% 23%

Number of Touch Points Used in 1 Year

# Touch Points used

% Using 5% 11% 15% 14% 14% 11% 11% 7% 5%

Base 140 309 402 390 384 313 299 200 138

% Loyal Advocates by Number of Touch Points Used

Most Used Channel(s)

HCP website

Email Newsletter + Prof. Inquiry

+Samples through

Sales Reps

+Samples company

portal

+3rd

party samples

+eDetails +Video detail/remote

detail

Among MCM Users

18% 27% 43%

Lo

ya

lty

to

Co

mp

an

y

(Pe

rce

nt

Lo

ya

l)

vs 6 channels vs 8 channels


Creating a MCM Strategy

• Identify strategic priorities together with the business: – Define focus: brand, disease or services

– Understand the audience

• Consider business imperatives , e.g.: – Quick wins vs. long term

– New products vs. profit generators

– Product vs. customer centric view

• Define initial mix of channels, e.g.: – Online/offline integration

– Scientific offering for KOLs

– Community channels for public and HCPs

• Create strategic Measures/Core KPIs


Example: Mindmap of a strategic vision


Example: Top-10 Company MCM Strategy Matrix

Business Outcome Opportunity

Faster entry, lower cost for new market geographies, languages, channels, and segments

Consistent look and feel and messaging across brands

Customer-centric experience coordinated across digital channels

Reduced time for campaign design, development and delivery

Maximising the customer experience and their life time value

Optimisation of customer experience (via relevant, timely, and reliable messages)

Faster time-to-market

Integrated cross-channel experience

Brand consistency

Expand marketing reach to new customers

Incr

ease

in R

even

ue

Optimisation of creative spend

Optimisation of digital assets deployment

Consolidation of vendor partners

Reduction in time to market

Redeploy Resources – ‘Build once, use many’

Introduction of lower cost channels

Consolidated creative spend, relocate to offshore low cost

Global scale efficiencies / optimisation

Outsourcing offshore, decoupling, global scale

Fast Global deployment

Timely content re-use, production and distribution

Increased mix of lower cost channels to reach certain customer segments

Co

st S

avin

gs

New Revenue Sources

Customer Experience

Opportunity Costs

Cost Savings


Creating MCM Tactics

• Derive Tactics from the MCM Strategy

– Based on brand, disease and service strategies

– Translate sales objectives into customer segments and channels

• Define campaigns & initiatives

• Identify Channel Mix and prioritize

– Balance cost vs. effectiveness

– Collaborative effort between MCM, Brand Management, Sales, Medical, and/or Regulatory

• Specify tactical measures and KPIs

• Combine everything and create the Tactical Plan


Example: First steps towards a tactical plan

Enable appropriate product use and compliance

Scientifically focused clinicians

Established provider base

Focused outreach (e.g., advocacy groups, social media)

Patient support programs (e.g., copay assistance) Data generation (e.g., trials, IIRs)

Research collaborations

Traditional brand-specific promotion (e.g., field force detailing, sampling)

Consumers/ Patients

Physicians

What are the brand objectives?

1 Who are key stakeholders?

2 How should they be addressed?

3

Large, dispersed patient pool

Small, niche community of patients

KOLs/ academic centers

Nurses

Institutions

Payors

Government programs

Regulators

Data dissemination (e.g., publications, speaker programs, RMRS, CME) D Clinically

focused outreach and support

E Broad-based outreach to HCP groups

Partnership strategies (e.g., rebates, education, compliance programs)

Focused efforts to ensure reimbursement (e.g., health economics, safety/efficacy outcomes studies)

G Institutional outreach

Institutional account management Collaborations for guideline development IDN outreach (e.g., pharmacoeconomics) Support to discharge planners

C Enhancing knowledge in the scientific community

Brand-specific DTC promotion if available (e.g., TV, print, newsletters)

B Focused patient interactions

A Broad-based patient outreach

Business mix levers Selected activities

H Building product value story for third parties


Example: Setting Channel Focus

Campaign

Objective: Identify, opt-in and engage with HCPs during pre-launch phase to develop relationship and prime them for training Channel: website

Objective: Highlight unmet need and link to disease area Channel: Expert forum, ad boards, congress, video, website

Objective: Capture names and link to disease area Channel: Medical info stand at key congress

Congress

Objective: Use real life patient stories to reinforce burden of disease for specific patient types during pre-launch phase Channel: Congress, website, YouTube

Website Video


Example: Channel Mix

Journal Ads

PPC

Search

Brand website

Training

Patient Material

Disease information

MOA Animation HCPs

Reps

Register via Tablet Detail

Unbranded KOL scientific

website

@congresses

Congress Material

Publications

Scientific Material

Content App Content as on site

Training App Videos

Company

HCP Portals & Communities

Invitation

Training/eCME

Peer-to-peer

Webcasts

Newsletter opt-in

Tablet Detail Key Content


Example: MCM Tactical (Brand) Plan

CSF Strategy Tactic Initiative Target group

RACI* Jan Feb Mar Apr Mai Jun Jul Aug Sep Okt Nov Dez

CSF 1 Expand usage among early adopters

Encourage physicians to treat to full sucess

Summit and other case studies Brand website Specialists I

enhancements on Usability Brand website Specialists A

Communicate Image and video bank material internally

Collaboration tool Brand teams A

Center of Excellence meeting material

KOL site Specialists I

Encourage earlier intervention

FESSH symposium material KOL site Surgeons R, C u

DS Scientific board implementation DS "Community" site Specialists A

Encourage treatment of more advanced cases

Include publications on multicord, prior surgery, difficult cases

Brand website Specialists C

Implementation of Media toolkit Brand website Health journalists

A

CSF 2 Expand usage to other specialists

Raise awareness of new theurapeutic option

EFORT material KOL site Rheums, surgeons

R, C u

EFORT material eMail follow-up KOL site Rheums, surgeons

A

EULAR material KOL site Rheums R, C u

EULAR material eMail follow-up KOL site Rheums A

EURAPS material KOL site Surgeons, Rheums

R, C u

EURAPS materia eMail follow-upl KOL site Surgeons, Rheums

A

Online Advisory board "Circle of Excellence" idea to leverage discussion and share material among board members

Circle of competence

Specialists I

Demonstrate product value

Promote physician training at congresses

Congress iPad Specialists C u u u

PPC campaign targeted to Rheums Pay-per-click Promotion

Rheums R

Build product awareness through targeted outreach

iPad Detail to leverage competitiveness across specialties

Specialists A, C


03

02

04

• Think Strategic

• Deliver Results





Q&A



05


• How to measure


How to start MCM: Initial CSF Questions

• Is there any important CSF missing (for my company) ?

• Who are the stakeholders in my company for garnering support? – Evangelist

– Sponsor

– Supporter

– Undecided

– Opponent

• To which extent is the company prepared to change and invest?

• What is more important: – Cost savings vs. investments

– Opportunity costs vs. new revenue sources?

Decreasing

Support from

Stakeholders


How to start MCM: First Steps (1)

1. Identify stakeholders in your company – Senior Management

– Marketing, Sales, IT, Medical, Regulatory, …

2. Create MCM Vision

3. Propose MCM organization – short term

– long term

4. Define MCM Strategy – Brands, Therapy Areas

– Customer Segmentation

– Offline/online integration

at any point in time: run one or more pilots as show cases


How to start MCM: First Steps (2)

5. Create MCM Tactics – Pilots

– Quick Wins

– New Product Launches

– Target audiences

– Define MCM Channels

6. Set Objectives and KPIs

7. Define budgets and ROI

8. Identify digital vendors

9. Get compliance right from the start – Establish Supervisory Board and/or Compliance Committee

– Establish Policies & Procedures


Measure Success and ROI

• Still a challenge in Pharma: How to show direct MCM/ROI relation – especially difficult in RX

– better in DTC sales (Consumer/OTC, Nutritionals, Animal Health)

• Solution: – Company-specific sets of KPIs

– Multi-dimensional KPIs: combine base metrics with e.g. engagement metrics

• Base metrics – Unique visitors, page views, average session time, etc.

• Customer centric metrics like: – Customer Engagement index, Loyalty, self-detail participation/completion rates

– Registration and Conversion rates

• Track sales vs. MCM activities, e.g.: – Pharmacy sales, Hospital sales

– Loyalty/coupon sales programs

• Use of CRM is important to “close the loop”


“Someone who never made a mistake

has never tried anything new.”

Albert Einstein


03

02

04

• Think Strategic

• Deliver Results





Q&A



05


• How to measure


Manage your Channels. Master your Success.

THANK YOU! email [email protected] mobile +43 664 4114230


MCM Channels (1)

Sales Force Face to face detailing from Sales Reps to HCPs, with or without a tablet.

Tablet Detail/ eDetail/ Self

Detail

F2f detailing with use of a tablet, with or without CLM support, or self-guided digital modules on the web or as an app. Content varies depending on brand objectives, covering anything from a clinical trial or detailed safety presentation; branded or unbranded.

Video Detailing/ Remote

Detailing

Physicians/customers directly interact with qualified, trained Sales Reps via audio and/or video feed, with or without screen sharing of presentations. Also called "Teledetailing“ or “Remote Personal Selling” (RPS) in the US.

Email/ Newsletters

Newsletters or emails that communicate product, disease state or support messages with or without digital attachments.

Direct Mail Promotional programs that communicate product, disease state or support messages via printed materials delivered through postal mail.

Webcasts/ Webinars

Online broadcasts (live or delayed) of audio and/or video content, much like traditional television and radio broadcasts. Webcasts are one way and do not allow interaction between the presenter and the audience. Webinars are live presentations, or workshops, over the Web and allow for interaction between the presenter and the audience.

http://www.hplmotors.co.uk/Images/jobs_icon.jpg


MCM Channels (2)

Websites

Includes branded , unbranded, single or multiple brand, and disease or therapy area websites designed to meet the needs of the customers, the public, or payers. Includes online portals, which cover brands and offer services to Healthcare Professionals (HCPs).

Multi-Channel Sampling

HCP customers can request product samples through several channels including telephone, websites, direct mail and email and receive shipment of the requested samples via the mail. Not available in all countries or regions.

eRx Stands for "Electronic Prescribing". It refers to the electronic generation, transmission and filling of a medical prescription, taking the place of paper and faxed prescriptions.

Digital Mobility

Refers to communicating and engaging through any mobile device or network to deliver information, services, or applications

Virtual Communities/ Social Media

Social media is the use of web-based technologies to turn communication into social interaction. User Generated Content (UGC) or Crowd Sourcing is another term which encapsulates all digital media created and shared online by website users.

Call Center Refers to the centralized facility and technology that manages inbound customer calls, usually to provide customer services and answer questions.

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