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Products & Services Marketing Management Digital Marketing

Pharma Digital Marketing Innovation: Service, Measurement & Investment Trends to Maximize Customer Impact

ID: PSM-309


Features:

8 Info Graphics

112 Data Graphics

1300 Metrics

25 Narratives


Pages: 194


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
Currently biopharma companies are spending an average of one of every six marketing dollars on Digital engagement and promotion - an amount that has nearly doubled in just four years. Investment is flowing into Digital Marketing, and innovation from both inside and outside the industry is transforming the relationship between drug manufacturers, doctors, and patients.

The power of Digital lies not only in its reach. Digital Marketing has changed the speed with which physicians, patients and other customer groups can be engaged at the moment of launch to rapidly enhance trajectory – and enabled companies to more easily maintain these relationships over product and treatment lifecycles.

But with greater investment and a higher profile in the pharma pecking order, Digital Marketing leaders are also experiencing growing pressure to deliver results.

This comprehensive benchmarking report examines how high-performing companies maximize the value provided by the Digital Marketing function through efficient service delivery to both internal and external customers, across different regions, business lines, and throughout the product lifecycle. The rich performance insights available in this report will help biopharma Digital leaders right-size their budgetary investments, optimize resource allocation to key channels, and evaluate productivity and performance for all programs to demonstrate premium value to senior leadership.

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


Companies Profiled:
Abbott; Abbvie; Amgen; Astellas; Bayer Healthcare; Biogen; Biokit; Boston Scientific; Catalent; Chiesi; Cochlear; Covidien; CSL Behring; Edwards; Eisai; Ferring; Genomic Health; GlaxoSmithKline; Haemonetics; LEO Pharma; Lundbeck; MD Outlook; Merck; Merial; Meridian Bioscience; Mylan; Nektar; Novo Nordisk; Olympus; Pfizer; Precision Therapeutics; Purdue; Ranbaxy; Roche; Sanofi; Takeda; Teva; Triplefin; UCB Pharma; Vivus


Study Snapshot

This research engaged 48 Digital Marketing leaders from 42 global pharmaceutical, biotech, and life sciences companies. Deep-dive interviews were also conducted with eight Digital Marketing executives to harvest additional qualitative insights. Nearly 60% of survey respondents served as directors, senior directors or vice presidents of Digital or Multi-Channel Marketing, and 84% were part of the Digital team working either in a global capacity or for the U.S. region.

Sample Key Findings

Large Companies Insource Only About 30% of Digital Work: In order to manage huge workloads for a diverse set of internal customers and product portfolios, Digital teams in large pharma outsource significant portions of tactical activities. In fact, just 14% of benchmark Digital groups in the large company segment completely insource such activities as collateral building, mobile optimization and SEO.

  • Two-thirds of Companies Engage in Two-Way Customer Dialogue via Social Websites: Beyond speed and reach, a key advantage of Digital over traditional Marketing is the potential for direct interaction with customers. To achieve strong “two-way” engagement, many Digital teams have moved beyond owned online territory to external venues. Some 67% of Digital teams use social media (e.g., Facebook, Twitter), while almost half are active on physician websites (48%), industry message boards (43%), and other medical websites (43%).
  • Website, Email & Analytics-related Programs Consume an Average of ~50% of Total FTEs: Digital programs devoted to website management, e-marketing and advanced analytics represent the three operational fronts in which elite teams invest their personnel most heavily. On average, benchmark Digital allocate 25% of FTEs to website support, followed by email campaigns (13%), and analytics (9%). While some teams devote up to 20% of staff to iPad support, the bottom quartile of Digital groups currently do no work on this front whatsoever.
Table of Contents

I. Executive Summary pgs. 5-17
Research Overview pg. 6
Participating Companies pg. 7
Key Findings & Insights pgs. 9-17
II. Service Delivery Strategy & Execution pgs. 19-52
III. Innovative Customer Engagement Approaches pgs. 53-83
IV. Digital Marketing Investment Levels & Trends pg. 84
IVa. Budget pgs. 85-97
IVb. Staffing pgs. 98-111
V. Measuring Digital Impact & Return on Investment pgs. 112-125
VI. Benchmarks in Digital Productivity pgs. 126-137
VII. Effective Metrics for Measuring Performance pgs. 138-157
VIII. Deploying Advanced Analytics pgs. 158-166
IX. Building Strong Brand Relationships pgs. 167-180
X. Data Governance Effectiveness pgs. 181-187
XI. Benchmark Profile pgs. 188-193

Select List of Charts & Exhibits

Management Responsibility for Key Activities
  • Channel Effectiveness, Outsourcing And Responsibilities Trends
  • Target Customer Groups
  • Leading Venues for Online Engagement
  • Building Online Credibility
  • Lifecycle Strategy
  • Tactics to Successfully Target Key Customers
  • Strategies to Improve Performance
  • Current & Forecasted Investment Levels
  • Digital Marketing Investments as a Percentage of Total Marketing Budget
  • Investment across Key DM Channels & Activities
  • Digital Marketing Staffing: Current & Forecasted Headcount
  • Digital Marketing Staffing as a Percentage of Marketing Staffing
  • Staffing across Key DM Activities
  • Digital Performance Measurement
  • Performance Measurement Lines of Sight
  • Leading Approaches to Scorecarding
  • Effectiveness of Performance Metrics for Core Digital Channels
  • Digital Productivity Benchmarks for Key Activities
  • Impact of Digital Activities on Customers
  • Top Activities & Channels for Demonstrating ROI
  • Deploying Advanced Analytics
  • Analytics Team Structure
  • Effective Activities for High-Impact Analysis
  • Top Relationship Building Activities
  • Top Mobile Support Activities
  • Supporting Field Teams with iPads/Tablets
  • Steps for Achieving Greater Data Governance Effectiveness
  • Data Governance Responsibilities & Standards
  • Strategies to Promote Adherence