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25BMR




Products & Services Digital Technology Digital Marketing Strategies

Omnichannel Marketing: Maximize your Digital Marketing Assets

ID: PSM-378


Features:

13 Info Graphics

77 Data Graphics

1270+ Metrics

4 Narratives


Pages: 102


Published: 2021


Delivery Format: Shipped


 

License Options:
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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
Post 2020, biopharma marketing is never going to be the same. Digital marketing is no longer an optional component of a go-to-market strategy for biopharma companies. In fact, digital engagement is penetrating and transforming the way pharma delivers care across many different channels.

To stay ahead of the curve, organizations need to rapidly adopt and integrate new tools and practices to educate key customers, improve reach, enhance speed, raise sales force effectiveness, measure and increase customer satisfaction, and offset declining HCP access.

Best Practices, LLC undertook this research to identify how leading biopharma companies are adopting an integrated omnichannel marketing strategy by maximizing their key digital assets. The report establishes industry benchmarks around digital marketing service structure, digital marketing staffing and investment, digital operations, innovative tools, digitizing new product planning and launch, performance measurement, mobile engagement and digital health, and key channels and activities.

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


Companies Profiled:
Alere; Almirall; Alnylam Pharmaceuticals; AstraZeneca; Bausch Health; Bayer; Boehringer Ingelheim; CMIC; Daiichi Sankyo; Dentsply Sirona; EMD Serono; Ipsen; Johnson & Johnson; Merck KGaA; Merck Sharp & Dohme; Medtronic; Novartis; NexGen Healthcare Communications; Octapharma; Precision For Value; Roche; Salix Pharmaceutical; Sanofi; Smith & Nephew; Takeda Pharmaceuticals; The Himalaya Drug Company; UCB Pharma; West 53rd St Digital

Study Snapshot

Best Practices, LLC engaged 35 executives from 29 leading life sciences companies in this research through a benchmarking survey. Directors and higher management executives represent nearly 80% of the benchmark participants.

The study uses multiple data segments to capture relevant insights for different healthcare players. Segmentations used in the study include:

  • Total Benchmark Class - 35 respondents
  • Segmentation by Company Size - Large Pharma (19 respondents) and Small Pharma (15 respondents)
  • Segmentation by Region - Global (9 respondents) and U.S. Only (10 respondents)
  • Segmentation by Digital Maturity - Digital Leaders (8 respondents), Digital Majority (17 respondents), and Digital Laggards (10 respondents)

Key topics covered in this report include:

  • Digital Marketing Service Structure
  • Digital Marketing Staffing & Investment
  • Digital Operations
  • Innovative Tools & Practices
  • Digitizing NPP, Launch & High-Growth Products
  • Performance Measurement &
  • Mobile Engagement & Digital Health

Key Findings

Select key insights uncovered from this report are noted below. Detailed findings are available in the full report.

  • Digitizing NPP and Launch: Medical pre-launch product development programs such as disease state education and online ad bards see positive digital support impact.
  • Innovative Digital Activities: Data collection of social listening (64%) and patient journey (50%) was the most used form of social media by digital teams.
  • Mobile Engagement and Digital Activities: Companies are successfully hiring new talent to drive digital health innovations. 71% of digital leaders collaborate with industry players to share health data.

Table of Contents

Sr. No.
Topic
Slide No.
I.
Executive SummaryPg. 4
Segmentation CriteriaPg. 5-6
One-page Executive BriefPg. 7
Key Research InsightsPg. 8-13
II.
Digital Marketing Structure & GoalsPg. 14
III.
Digital Marketing Staffing & InvestmentPg. 21
IV.
Digital OperationsPg. 42
V.
Digitizing NPP, Launch & High-growth ProductsPg. 57
VI.
Performance MeasurementPg. 63
VII.
Mobile Engagement & Digital HealthPg. 77
VIII.
Innovative Channels, Programs & ActivitiesPg. 84
IX.
Participant DemographicsPg. 98
X.
About Best Practices, LLCPg. 102

    List of Charts & Exhibits

    I. Digital Marketing Structure & Goals

    • Structure of the digital marketing function within benchmark companies – Total benchmark class
    • Structure of the digital marketing function within benchmark companies – Digital leaders vs. Digital majority vs. Digital laggards
    • Structure of the digital marketing function within benchmark companies – Large pharma vs. Mid-small pharma
    • Importance of listed objectives to the future of digital marketing function – Total benchmark class
    • Importance of listed objectives to the future of digital marketing function – Digital leaders vs. Digital majority vs. Digital laggards
    • Importance of listed objectives to the future of digital marketing function – Global teams vs. U.S. only teams

    II. Digital Marketing Staffing & Investment

    • Benchmark organizations’ approximate total investment into digital marketing – Total benchmark class
    • Benchmark organizations’ approximate total investment into digital marketing – Digital leaders vs. Digital majority vs. Digital laggards
    • Benchmark organizations’ approximate total investment into digital marketing – Large pharma vs. Mid-small pharma
    • Benchmark organizations’ approximate total investment into digital marketing – Global teams vs. U.S. only teams
    • Percentage of total marketing budget devoted specifically to digital marketing activities and programs – Total benchmark class
    • Percentage of total marketing budget devoted specifically to digital marketing activities and programs – Digital leaders vs. Digital majority vs. Digital laggards
    • Percentage of total marketing budget devoted specifically to digital marketing activities and programs – Large pharma vs. Mid-small pharma
    • Percentage of total marketing budget devoted specifically to digital marketing activities and programs – Global teams vs. U.S. only teams
    • Percentage of total digital marketing budget allocated to key activities – Total benchmark class
    • Percentage of total digital marketing budget allocated to key activities – Digital leaders vs. Digital majority vs. Digital laggards
    • Percentage of total digital marketing budget allocated to key activities – Large pharma vs. Mid-small pharma
    • Percentage of total digital marketing budget allocated to key activities – Global teams vs. U.S. only teams
    • Total FTE staffing investment (company employees) for digital marketing – Total benchmark class
    • Total FTE staffing investment (company employees) for digital marketing – Digital leaders vs. Digital majority vs. Digital laggards
    • Total FTE staffing investment (company employees) for digital marketing – Large pharma vs. Mid-small pharma
    • Total FTE staffing investment (company employees) for digital marketing – Global teams vs. U.S. only teams
    • Total FTE staffing investment (external contractors and consultants) for digital marketing – Total benchmark class
    • Total FTE staffing investment (external contractors and consultants) for digital marketing – Digital leaders vs. Digital majority vs. Digital laggards
    • Total FTE staffing investment (external contractors and consultants) for digital marketing – Large pharma vs. Mid-small pharma
    • Total FTE staffing investment (external contractors and consultants) for digital marketing – Global teams vs. U.S. only teams

    III. Digital Operations

    • Effective approaches for digital teams in raising sales force effectiveness – Total benchmark class
    • Effective approaches for digital teams in raising sales force effectiveness – Large pharma vs. Mid-small pharma
    • Effective approaches for digital teams in raising sales force effectiveness – Digital leaders vs. Digital majority vs. Digital laggards
    • Groups primary responsible for each of the listed core digital activities – Total benchmark class
    • Map depicting the distribution of core digital activities according to the function (either the digital or brand team) owning it
    • Map depicting the distribution of core digital activities according to the share of investments by digital marketing teams – Total benchmark class
    • Map depicting the distribution of core digital activities according to the share of investments by digital marketing teams – Digital leaders
    • Map depicting the distribution of core digital activities according to the share of investments by digital marketing teams – Digital majority
    • Map depicting the distribution of core digital activities according to the share of investments by digital marketing teams –Digital laggards
    • Average number of vendors and agencies used by digital marketing groups across all of the supported brands – Total benchmark class
    • Average number of vendors and agencies used by digital marketing groups across all of the supported brands – Digital leaders vs. Digital majority vs. Digital laggards
    • Innovative approaches used by digital marketing teams to improve productivity and effectiveness of the work delivered by vendors and agency partners
    • Digital tools and tactics used to reduce overall costs – Total benchmark class
    • Digital tools and tactics used to reduce overall costs – Digital leaders vs. Digital majority vs. Digital laggards

    IV. Digitizing NPP, Launch & High-growth Products

    • Elements of integrated campaign at product launch
    • Impact of digital support on listed clinical and medical focused pre-launch product development programs – Total benchmark class
    • Impact of digital support on listed pre-launch commercial programs for new products – Total benchmark class
    • Impact of digital support on listed clinical and medical focused pre-launch product development programs – Digital leaders vs. Digital majority vs. Digital laggards
    • Impact of digital support on listed pre-launch commercial programs for new products – Digital leaders vs. Digital majority vs. Digital laggards

    V. Performance Measurement

    • Benchmark companies’ success in standardizing digital KPIs – Total benchmark class
    • Benchmark companies’ success in standardizing digital KPIs – Digital leaders vs. Digital majority vs. Digital laggards
    • Benchmark participant’s narrative around positive evolution of KPIs
    • Effective metrics for measuring digital performance of key channels – Total benchmark class
    • Effective metrics for measuring digital performance of key channels – Digital leaders vs. Digital majority vs. Digital laggards
    • Optimal reporting intervals for assessing the performance and conveying the ROI for listed digital marketing programs – Total benchmark class
    • Optimal reporting intervals for assessing the performance and conveying the ROI for listed digital marketing programs – Digital leaders vs. Digital majority vs. Digital laggards
    • ROI levels assessed for listed digital activities within benchmark companies – Total benchmark class
    • ROI levels assessed for listed digital activities within benchmark companies – Digital leaders vs. Digital majority vs. Digital laggards
    • Critical information streams and sources that can be used by digital marketing teams to distill insights and improve customer engagement – Total benchmark class
    • Critical information streams and sources that can be used by digital marketing teams to distill insights and improve customer engagement – Large pharma vs. Mid-small pharma
    • Critical information streams and sources that can be used by digital marketing teams to distill insights and improve customer engagement – Global teams vs. U.S. only teams
    • Critical information streams and sources that can be used by digital marketing teams to distill insights and improve customer engagement – Digital leaders vs. Digital majority vs. Digital laggards

    VI. Mobile Engagement & Digital Health

    • Effective mobile apps and tools to educate customers and inform treatment decisions – Total benchmark class
    • Effective mobile apps and tools to support digital health and digital medicine – Total benchmark class
    • Effective mobile apps and tools to support digital health and digital medicine – Large pharma vs. Mid-small pharma
    • Integrating digital health opportunities into digital operations – Total benchmark class
    • Integrating digital health opportunities into digital operations – Digital leaders vs. Digital majority vs. Digital laggards
    • Integrating digital health opportunities into digital operations – Large pharma vs. Mid-small pharma

    VII. Innovative Channels, Programs & Activities

    • ROI for innovative digital activities – Total benchmark class
    • ROI for innovative digital activities – Global teams vs. U.S. only teams
    • ROI for innovative digital activities – Digital leaders vs. Digital majority vs. Digital laggards
    • Innovative use of social media by participating digital marketing groups – Total benchmark class
    • Innovative use of social media by participating digital marketing groups – Digital leaders vs. Digital majority vs. Digital laggards
    • Interview narrative around cost-effective customer targeting especially when app content is available
    • Innovative tactics to support the expanded use of electronic health records (EHRs) by physicians – Total benchmark class
    • Innovative tactics to support the expanded use of electronic health records (EHRs) by physicians – Digital leaders vs. Digital majority vs. Digital laggards
    • Effective approaches to grow digital engagement with Integrated Delivery Networks (IDNs) – Total benchmark class
    • Effective approaches to grow digital engagement with Integrated Delivery Networks (IDNs) – Digital leaders vs. Digital majority vs. Digital laggards
    • Top digital marketing tactics to raise a product’s share of voice, particularly in an established market
    • Significant challenges to the growth and long-term success of digital marketing function – Total benchmark class
    • Significant challenges to the growth and long-term success of digital marketing function – Digital leaders vs. Digital majority vs. Digital laggards