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25BMR




Products & Services Marketing Management Digital Marketing

Best-in-Class Pharma Digital Marketing Performance: Core Services, Speed, Spend & Structure

ID: PSM-325


Features:

12 Info Graphics

34 Data Graphics

600+ Metrics


Pages: 53


Published: 2015


Delivery Format: Shipped


 

License Options:
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Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
The rapid development of digital, mobile and related technologies has forced biopharmaceutical companies to reassess how they engage with health care professionals and consumers. Adopting a multichannel marketing approach can support the work of the field force, build robust relationships with stakeholders, foster brand awareness and deliver medical education.

Best Practices, LLC undertook a benchmarking study to examine a host of foundational benchmarks required to achieve best-in-class performance in digital marketing in the health care sector, and foster a stronger digital culture throughout the organization. The study delivers benchmarks around digital marketing structural trends, achieving multichannel maturity, digital marketing staffing & budget trends and speed to execute key digital tactics.


Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Biotech; Manufacturing; Consumer Products; Medical Device; Chemical; Biopharmaceutical; Clinical Research; Laboratories; Marketing


Companies Profiled:
Abbott; Abbvie; Alcon; Astellas; AstraZeneca; Bayer; Baxter International; Biogen; Boehringer Ingelheim; Bristol-Myers Squibb; cipla; Clarus Therapeutics; Eisai; Ferring Pharmaceuticals; Genentech; GlaxoSmithKline ; Hospira; Ipsen; Johnson & Johnson; Merck; Mylan; Novartis; Olympus Corporation; Roche; Sanofi; Sun Pharmaceutical; Triplefin; Teva Pharmaceutical Industries Ltd; UCB Pharma; Zydus


Study Snapshot

Best Practices, LLC engaged 39 digital marketing leaders from 30 leading pharmaceutical, biotechnology, and life sciences companies. 13 study participants represent large pharma organizations, while the remaining benchmark class represent medium or small companies.

Key Findings

1. Digital Marketing Is Administered by Increasingly Complex Function:

      Hybrid functions are most common: As the scale and complexity of biopharma digital marketing grows, companies are using multi-tiered delivery structures to meet the needs of diverse internal customers. Almost half (48%) of benchmark companies use a hybrid DM structure, where activities are divided between centralized and brand teams. Fully centralized (5%) or decentralized structures (18%) are now rare.

2. Brand-Aligned DM Teams Struggle to Foster an Infectious Digital Culture: Digital teams with strong brand reporting lines are often silo-ed and are frequently unable to foster a strong digital culture across the organization. These groups struggle especially with digitizing the value chain (only 17% report positive performance), implementing new technologies (28%), and gathering insights (33%). Counterparts in centralized MCM teams excel in all of these areas.

Table of Contents

Executive Summary pp. 3-11
    • Research Overview p. 4
    • Key Findings & Insights p. 7
  • Detailed Research Findings p. 12

    1. Foundational Benchmarks p. 13
    Digital Marketing Structure
    Funding Model

    2. Achieving Multichannel Excellence p. 20
    Multichannel Maturity Benchmarks
    Speed to Execute Key Services
    Syncing Channel Service Strategy
    Fostering Digital Culture across the Organization

    3. Digital Investment Trends p. 36
    Budget
    Staffing


List of Charts & Exhibits

Trends in Digital Marketing Structure
Source of Digital Funding
Multichannel Marketing Maturity Level
Investment Needed to Drive MCM Maturity
Syncing Brand Strategy across Digital Channels
Top 5 Factors That Enable Companies Move Beyond Campaign-Centric Marketing Approach
Assessment of Current Performance of Digital Marketing Team in Connecting the “Digital Thread” across Listed Operational Lines
Speed to Execute Core Tactics
Benchmarked Companies’ Total Investment (US$ Million) into Digital Marketing– Current and Planned: 2016
Digital Share of Total Marketing Budget – Current and Planned: 2016
Investment into Key Digital Marketing Activities
Total FTE Staffing Allocation Across the Entire Digital Marketing Function – 2015 Headcount and Planned 2016 Headcount
Total FTE Staffing Allocation across all Social Media Programs - 2015 Social Media Headcount and Planned 2016 Social Media Headcount