from solos to symphony: how pharma marketing ops can help harmonize customer communications

aprimo.com © Copyright 2016. All rights reserved. Confidential. Proprietary.

How Pharma Marketing Ops Can Help Harmonize Customer Communications

From Solos to Symphony

2 aprimo.com © Copyright 2016. All rights reserved. Confidential. Proprietary.

Healthcare marketing is in the

middle of a major transformation.


From Pharma-friendly

To Pharma-hostile


From DTC Advertising Age

To Post-Digital Age


From HCP Sales

To HCP Service


From Controlled Content

To Liquid Content


From Brands Control Message

To Customers Control Message


From Block Busters

To Niche Busters


From Pills

To People


Consumers and HCP’s are also in the middle of a major transformation.


New Digital Reality

Even just a couple

years ago…

Internet was a wall of

webpages.

Phones were just to

make calls.

TV and computing were unrelated.

Now it’s all about interconnected, entertaining

experiences that are mobile,

personalized, shared,

immediate, easy, fun.


New Digital Reality

Content

Interaction

Audience

From a “Library” model To a “Network” model

“Dimensionalizing” the experience

Content hub

Useful resources Standard information Common experience Evergreen content

Decision engine

Usable services Information visualizations Personalized experience Dynamic insights


Personalization expectations plus

complimentary services: The New Digital Norm Pharma’s competitive differentiation is shifting from molecule alone to molecule + complimentary service • MOA • Efficacy • Safety/Tolerability • Price

• Technology • Data • Companion Services

New Pharma “Value” =

+ complimentary service

Sanofi iBGStar Asthmapolis Proteus

© 2015 Teradata

Right time

Best channel

Relevant content

Personalized

Consumers expect individual experiences when interacting with brands = personal real-time value


Current Pharma Marketers Experience:

Clusters and Silos

INTERNAL

AGENCY

Cost

Speed

Engagement

Conversion

Medium

Process

Mix Optimization

DISPERSED MESSAGE & TIMING

INTERACTION TOUCH POINTS

DRIVERS & INFLUENCERS

Consumer or HCP

Social

Mail

IVA

Web

Mobile

In Office

Email

Contact Center

EHR

Location

Anonymous

AN

ALY

TICS

MARKETER


Resulting in an inconsistent customer

experience

Loyalty

Opportunity

Response Time

Engagement

Fulfillment

SALES

MARKETING

CUSTOMER

SERVICE

DIGITAL

OPERATIONS

DEPARTMENT SILOS PERCEIVED VALUE

POINTS OF INTERACTION

Contact Center

EHR

IVA

In Office

Online

Email

Mobile

Mail

Social

Consumer or HCP

Perhaps I should

look into a different

medication or

pharma company

that actually

understands me

and what I need.


“Companies are finding they need to

manage their marketing resources,

partly due to the growing complexity

of their marketing organizations and

partly to promote greater agility

across the marketing mix.”

- Gartner Magic Quadrant for

Marketing Resource Management, 2016


“Improved customer communication

management can help better connect

brands with their customers.”

- Price Waterhouse Cooper Customer Centric Marketing, 2016


Marketing Operations is a discipline that combines people, processes and technology to enhance a company’s ability to deliver and optimize internal and external

marketing resources to drive a better, customer-centric experience.

Why are we so complex?

Our competition is outpacing us.

“Let me put on my

compliance hat.”

We never properly

integrated.

We need to be more strategic.


Challenges to Personalization

22 © 2015 Teradata

Agile Marketing Operations

• Linear process

• Long planning cycles

• Predictable outcomes

Legacy Marketing Content Management


In context of the new digital norm

What happens when that beautiful rigid process you created is now working against you?


Essential Customer

Communication Management

Components


Essential Customer-Centric Communication

Components

• Establishes communication rules and policies across all functions

• Responsible for developing and approving rules for frequency, prioritization and consolidation of customer communication

• Establishing common governance processes supports: •Content consistency and reuse

•Increased collaboration among business units (e.g. shared content calendars)

• Creates a centralized communications rules repository

Governance

•Effective content organization

•Efficiency and reusability

•Customer insights and personalization

•Metrics and measurement

Technology Management

aprimo.com © Copyright 2016. All rights reserved. Confidential. Proprietary. 26

Establishing a Customer-Centric

Communications COE

Value Realization The COE can act as a shared services organization that behaves like a central point of contact to facilitate collaboration between different lines of business (Marketing, IT, enterprise architects, database administrators) and essentially all stakeholders of the Operational Governance Hub to ensure business value is realized.

Risk Mitigation Not having a COE exposes the organization to risk as it will lack the necessary ecosystem to optimize resources, funding, competencies and governance structure around the program and technology.


Objectives

Value Attainment

•Foster a culture of continuous improvement

•Provide visibility into quality and performance parameters

•Keep the organization informed by aligning applications and services with business objectives

•Lower total cost of ownership

Technology Ownership

•Identify core patterns for integrations

•Broaden the reach of enterprise application deployment, migrations, consolidations and upgrades

•Maintain vendor partnerships and engagement (technology partner)

Propagation of Knowledge

•Establish domain expertise

•Improve knowledge sharing

•Reinforce the change management program

•Establish an environment for sharing best practices


Balance Centralization Governance

Framework: From Solos to Harmonizing

Centralized Decentralized

CCM CCM

Highly Centralized Balanced Centralization Decentralized

CCM

Centralized control. Little business unit autonomy: • Central team does most of the

work creating policies and procedures

• Business units translate materials and tweak for regulatory/legal

• Slow-to-no market reaction capabilities

Central team coordinates creation of common CRM practice materials using input of larger business unit ecosystem to leverage efficiency: • 70/30 rule adopted

• 70% Management of common CCM practice driving unification (and consistent) dialogue within markets

• 30% CRM market specific strategy contributed by business units

• Allows business unit input, flexibility, autonomy for adaptation and market reaction

Decentralized guidance is small: • Close to Current State • Large economies act independently,

sharing their work with the CCM CoE who tries to repurposes and push policies out based on input

• Business units prioritize departmental goals rather than organizational, resulting in minimal adoption


Governance Structure

COE LEADERSHIP The leadership team provides executive support and governance to projects teams.

Sample Roles: Marketing Operations Ownership, Chief Customer or Experience Officer, Chairman or

Board Member, IT Executive Sponsor, Business Executive Sponsor, Enterprise Architect, Process Champion and COE Manager.



COE LEADERSHIP

COE Core Team

This team handles demand and intake from project teams. They are tasked with standardizing

the delivery process and performing the value-added

services of the COE.

They own and improve best practices and methodology,

enable project team members, and participate in

program/project governance.

COE Extended Team

The extended team (business units) develops platform and application experience and knowledge in their individual

domains to support CRM projects.

They provide feedback to the Core Team on ways they can

improve delivery.

Project Team(s)

Project teams manage and drive the project.

They are responsible for the day to day deliverables, scope and

delivery project outcomes, according to the best practices

and methodology set by the COE.



“The Harvard Business review states that cross-functional teams that did not have an oversight champion or had moderate

governance support had a 19% success rate, where as projects that had strong governance support, either by a high-level cross-functional or by a high-level executive champion,

had a 76% success rate.”


Balanced Centralized Operating Model


CCM COE Planning and

Implementation Objectives

33

CCM

COE

Digital Maturity

CRM Governance

Change Management

+ Scale

Strategy & Execution

CRM Academy

Methodology Tools &

Platforms

CRM Innovation

Lab

• Accountability • KPI’s • Roles & Responsibilities

• Adoption • Change Agents • CRM Acceleration

• Vision & Impact of CRM experience • Customer Journey Mapping • Common CRM Practice Materials • Promotes Cross-Org Collaboration • CRM Champions, SME’s, Mini

COE’s, Business Units • Global Execution

• Best Practices • Train the Trainer • Trainer • Reskilling

• Agile & Incremental • Insights & Feedback • Prioritized Strategic &

Technology Roadmap to Support CRM Experience

• Ideation & Innovation

• Iterations • User Research

• Starting point • SWOT • Gap Analysis


Customer Centric Communications Hub

(The Brains)

Production & Content Calendars

Workflow Engine

Best Practices

Corporate Brand

Marketing

Agency

Creative Department

Marketing

Operations / MLR

Marketing

Strategy

Business Rules

Operations Data

& Visualization

IT


The transition to the modern marketing organization is a learning journey and will not happen overnight.

• Strategic investments in digital

channels

• Creation of new roles to support

digital marketing and

ecommerce

• Separation of traditional and

digital marketing processes

• Digital marketing becomes more

coordinated with broad

marketing organization

• New processes and systems required to integrate digital

marketing with traditional

marketing

• Initial cross-channel

measurement of marketing

effectiveness

• Entire organization has fully-

integrated omni-channel

orientation

• Organization is skilled at

integrating new marketing channels and capabilities into

existing operating model

• Marketing metrics and

incentives are integrated

across all selling channels

“Beginner”

modern marketing org

“Intermediate”


“Advanced”



The Role of the CCM COE at

Mature Organizations

• Owner of all direct marketing contact with

the customer

• Responsible for managing all campaign

design activities

– The business users identify campaign opportunities

and hand them over to the CCM Team for design,

build, execution, measurement and refinement

• CCM Team contains a range of skills and roles:

– Business Owners (including Segment Managers)

– Campaign Coordinators

– Analysts / Statisticians

– Data Quality Steward


Michael Smith

[email protected]

Thank you!

mailto:[email protected]