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Products & Services

Mastering Digital Marketing Structure & Strategy: Transforming Multi-Channel Marketing

ID: PSM-285


Features:

18 Info Graphics

35 Data Graphics

450+ Metrics

8 Narratives

4 Best Practices


Pages: 65


Published: Pre-2014


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
As companies seek new ways to reach customers and win market share, Digital Marketing has emerged as a critical commercial function. When managed well, Digital Marketing technologies can be tremendously effective. When managed poorly, they can damage customer goodwill and create unnecessary expense.

Best Practices, LLC conducted this study to explore key trends, success factors, and lessons learned for structuring Digital Marketing groups. The study also distills winning strategies for Digital Marketing activity management, staffing, and budget allocation to help executives manage their service costs and better serve their business units and their products.

Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Consumer Products; Medical Device; Consulting; Computer Hardware; Computers; Transportation; Service; Financial Services; Biotech; Chemical; Insurance; Biopharmaceutical; Clinical Research; Laboratories; Science; Automobile


Companies Profiled:
Abbott; Acer India; Astellas Pharma; Banco Santander PR; Bayer Healthcare; CareFusion; Celgene Corp; Coca-Cola; Covidien; CSC; Dell; EMIRATES; First Commonwealth Bank; GE Asset Management; GE Healthcare; Genentech; Gilead Sciences; GlaxoSmithKline; Highmark; Indegene Lifesystems; Kaiser Permanente; LEO Pharma; Lupin Ltd; Merial; Mettler-Toledo AG; MMSI; Novartis; Pfizer; PT. Bank Mandiri (Persero) Tbk; Roche Diagnostic; Sanofi; Siemens Healthcare Diagnostics; Siemens Hearing Instruments; State Farm; Teradata Corporation; Testo Inc; Teva Pharmaceuticals; Thermo Fisher Scientific; UCB Pharma GmbH; UGA; Volkswagen of America

Study Snapshot

The report is based on the insights of 44 Digital Marketing and other commercial executives and managers at 40 leading global companies. The benchmark class in this study together represents 8 global economic sectors overall, including a rich healthcare segment composed of 23 medical device, pharmaceutical and biotech firms.

Key areas of focus will include looking at:

  • Structuring their Digital Marketing resources to most effectively support business units and drive revenue
  • Measuring the effectiveness of various Digital Marketing tools
  • Allocating budgets to various Digital Marketing activities and staff levels
  • Planning to utilize the Digital Marketing group to impact the organization in the future

Key Findings

Centralized Management of Digital Marketing Activities Most Effective: Overall centralized management of DM activities were rated most effective. Complaints associated with a decentralized DM structure included redundancy, brand inconsistency, added cost, and – for healthcare – regulatory risk.

Majority of Organizations Use Hybrid Digital Marketing Structure: For $1 billion+ companies, a purely centralized or decentralized structure creates more costs than benefits. Many respondents use a hybrid DM structure. However, across industries companies are strategically centralizing key activities.

Top Organizations Benefit from Better Metrics Tracking: Most healthcare companies lag behind other industries in formally tracking digital marketing analytics. Those that track fewer metrics are more likely to find metrics unhelpful in general.

Digital Marketing Budgets, especially in Healthcare, to Grow: 72% of healthcare companies and 84% of elite performers plan to increase their DM budgets by more than 10% in the next two years. By contrast, only 23% of non-healthcare companies plan to do so.

Table of Contents

Executive Summary
  • Research Overview
  • Participating Companies
  • Key Findings & Insights
Strategic Path Forward Toward DM Success
Analyzing Current Digital Marketing Structures
Evaluating Digital Marketing Structures & Strategies
Using a Specialized Center of Excellence for Digital Marketing
Current Digital Marketing Staffing Levels
Current Digital Marketing Investment Levels & Trends
Structuring for Different Market Regions & Product Lifecycle Stages
About Best Practices, LLC