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25BMR




Products & Services

Digital Marketing Excellence: Generating Top Value in an Emerging Healthcare Function

ID: PSM-294


Features:

6 Info Graphics

41 Data Graphics

400+ Metrics

4 Narratives

5 Best Practices


Pages: 91


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
Digital Marketing (DM) technologies are rapidly transforming the commercial marketplace – challenging companies to develop new Marketing skills that employ a broad range of new tools and techniques. This research examines how successful organizations maximize the value provided by the DM function to drive greater commercial engagement.


Best Practices, LLC, conducted this study to help healthcare companies measure and improve performance across a wide range of Digital Marketing (DM) functional areas and activities. The study delivers insights on performance tracking, new tools and technologies, demonstrating value, better alignment with brand teams, talent acquisition and development, mitigating Regulatory risk, and investment trends.


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

Thirty-one benchmark survey respondents from 28 companies participated in this study. More than half of respondents are directors, senior directors or vice presidents, and 62% are based in the United States. The vast majority of these Digital Marketing leaders work in the healthcare and pharmaceutical industries.

Key topics include:

  • Performance Tracking
    • Highest-Impact Digital Marketing Fronts
    • Best Metrics, Activities & Tools to Show Value
  • Identifying & Mitigating Top Regulatory Risks
    • Impact of Regulatory Concerns on Actual DM Investments
    • Highest Perceived Risk Areas across Key Digital Platforms
  • Optimizing the DM Function Structure for High Performance
    • Corporate Alignment and Strategy
    • Center of Excellence Role & Effectiveness in Digital Marketing
  • The Next Generation of Digital
    • Talent Recruitment & Critical Skills Development
    • Pre-launch Processes for Testing and Rolling Out New Digital Services
    • Mobile Content Creation & Optimization
    • Investment Trends: Staffing & Budget Levels
Sample Key Findings

Brand or Company Websites Are Lynchpin of DM Platform Strategy; Blogs Fading: Virtually all companies (93%) track performance at the website level, making it a near universal hub for DM platform strategy. Of course, most companies track the performance of many other platforms too, including E-Marketing (90%), SEO (73%), Mobile technology (63%), Social Media (53%), and Online Video (53%). The prevalence of company-driven blogs seems to be fading, however. Whether because they are deemed too resource-intensive (and their effect being more efficiently replicated by a platform like Twitter) or because of issues surrounding content approval internally, only 10% of companies currently track blog performance.
  • “Non-Product” Approach to Social Media Common: To mitigate risk on these enormous platforms with millions of interactive users, companies tend to adopt a highly conservative contributor policy, summed up nicely by one participating Director: “Everything we say or do must be approved by legal and regulatory. We do not send out branded tweets, and if there is any mention of a product we must also include a link to risk information.”
Table of Contents

EXECUTIVE SUMMARY
    • Research Overview
    • Participating Companies
    • Key Findings & Insights
  • DETAILED RESEARCH FINDINGS
    • Performance and Tracking for Greater Effectiveness
    • Making the Value Case for Digital Marketing
    • Identifying & Mitigating Top Regulatory Risks
    • Optimizing the DM Function Structure
    • Aligning the DM Function for Maximum Impact
    • Critical Trends in Talent Recruitment & Skills Development
    • Piloting New Digital Services
    • Digital Investment: Staffing & Budget Trends