INSIGHT BRIEF Customer-Centric Multi-Channel Pharma

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INSIGHT BRIEFCustomer-Centric Multi-Channel PharmaMarketingHOW REDISCOVERING THE SEGMENT OF ONE HOLDS THE KEY TO EFFICIENCY ANDIMPROVED HEALTHCARE RELATIONSHIPSLiz Murray, Multi-Channel Director, Quintiles, EMEAMatthew McCarty, Senior Director for Quintiles CommunicationsMulti-channel marketing represents the pharmaceutical industry’s novel solution to the challenges of achieving improvedcommercial productivity with increasingly constrained promotional budgets. By combining traditional and remote digitalengagement techniques, more cost-effective connectivity with key healthcare stakeholders can be achieved.However, pharma companies face an additional challenge in terms of rebuilding closer relationships and trust withprescribers, payers and patients. Without this, such key customers will inevitably continue to turn away from the industry;instead relying on the multitude of non-pharma channels that are available for medical and drug information.In order to address this, multi-channel campaigns must not only be commercially efficient, but also engage with suchhealthcare stakeholders on their own terms. By planning and implementing customer-centric multi-channel marketing, wherethe right information is delivered to the right customer in a way that suits them, stronger relationships can be built.This paper explores how integrated-channel solutions can be designed around the individual customer and successfullyimplemented to engage with the ‘segment of one’ – truly personalised and productive use of multi-channel assets for allparties.1

Multi-channel marketing is again a hot topic in the pharma industry, with itspromise of improved productivity yielding bottom-line commercial benefits.However, the current challenge for the industry is as much about quality asquantity – delivering more personalised interaction with stakeholders that candrive mutually beneficial relationships. In that sense, multi-channel marketingmight be what pharma needs to redefine its relationship with healthcarestakeholders, including doctors, nurses, payers and patients.Implemented in the right way, multi-channel approaches work well on both sides– the customer receives the information they need in a way that suits them, andpharma companies can recognise efficiencies by not wasting resources, whichresults in much stronger and mutually beneficial relationships.However, it is only recently that the technology and capabilities have becomeavailable to enable the delivery of such highly personalised engagement toeach individual customer – an approach we call the ‘segment of one’. Thesetechnological advances play a critical role in terms of both the ‘big data’ analyticalcapabilities to monitor and adapt such campaigns, plus the individual channelsfor delivery of information digitally, such as two-way interactive edetailing.Getting it right necessitates a mind shift away from traditional, less personalisedapproaches and means the customer must be at the centre of the pharmamarketers thinking at every stage, from planning right through to implementation.In this white paper, we summarise how to successfully conduct such customercentric multi-channel marketing through: Planning multi-channel, focussed on the customer. Understanding how to measure successful customer engagement. Identifying critical success factors for customer-centric integrated-channelsolutions.2Getting it rightnecessitates a mind shiftaway from traditional,less personalisedapproaches and meansthe customer must be atthe centre of the pharmamarketers thinkingat every stage, fromplanning right throughto implementation.

PLANNING CUSTOMER-CENTRICMULTI-CHANNEL MARKETINGPlan multi-channel marketing with your customer in mindThe focus has to start with your customer, by understanding what informationthey need and how to best deliver it to them. Welcome to a different view of multichannel marketing – the ‘segment of one’, where integrated-channel solutions areable to deliver an experience that is personalised to each customer.The key is blending online and offline engagement together in a synergistic wayto deliver the right information in a manner (and at a time) that works for yourtarget stakeholders. When implemented correctly, the result is deeper, morepersonalised and productive engagement that delivers beneficial results on bothsides (figure eWebsiteMailRepR(Tel)edetailWebinarPrintTV RadioEmailBWebsiteANDSocial MediaImpersonal multi-channel marketing: Bombarding multiplecustomers with the same information through multiplechannels‘Segment of one’ multi-channel marketing:Understand individual customer needsand adapt channels/messages to presentrequired informationFigure 1: The ‘segment of one’ approach evolves multi-channel marketing by personalising the customer interaction through theright channels and information.A good starting point is therefore to think about the different potentialcomponents of a multi-channel campaign not solely as digital versus ‘offline’, butto consider their relative strengths in terms of how they meet customers’ needsaround receipt of information. This is the essence of ‘pull’ marketing – allowingthe customer to quickly receive the information they want on their terms.3

Combine internal and external factors in the channel planSo how is this applied in practice?Before considering the specifics of the right approach, the strategic fundamentalsof good marketing should always be applied. Namely, to understand how valuabledifferent groups of customers are to your business and to carefully consider whatyou are trying to achieve in your engagement with them (not always direct sales!).Once that has been defined, there are some important internal and externalconsiderations around the brand or portfolio and commercial capabilities that willshape the right multi-channel mix: T herapy area and product: A key determinant of the right channel mix isthe brand itself and the therapy area it resides in, as this dictates the targetaudience and how best to engage with them. A specialist niche product for arare disease will inherently require a different marketing approach to a massmarket primary care portfolio. Stage of lifecycle: Multi-channel marketing is often perceived as an approachthat is most useful beyond initial sales rep activity at launch, but it can beequally effective at every stage of the product lifecycle, if applied in theright way. For example, high reach digital channels can be used to deliverpersonalised information to valuable customers during launch who are notreadily accessible to the rep. Complexity of message: how complex the marketing message is, and thedesired outcome from engagement, has a bearing on the right channels to use.Considerations here include the complexity of the therapeutic areas involved,types of stakeholders, disease burden, market competition, safety issues andlevel of existing awareness. I mplementation capabilities / skills: This factor cannot be underestimated, asmany carefully planned strategic marketing programs fail due to incorrectlyassuming the right skilled resource is available to implement them. Beingrealistic about what can be achieved should not be ignored. For example, tryingto run edetailing campaigns using field-trained reps that have no experience inremote engagement is unlikely to provide the best results.4“Multi-channelmarketing might be themedicine that pharmaneeds to redefineits relationship withhealthcare stakeholders”

Such considerations must then be blended with the individual customers’ needs,including their preferred routes for receiving and absorbing information, to formfour key pillars underpinning the strategy, as outlined in figure 2.Effective customer-centric multi-channel marketingCustomersBrandCompanyMarket Disease area Uniqueattributes Complexity ofmessage Stage oflifecycle Etc. E xperiencewith channels Internal skillsets Managementpriorities Etc. H ealthcaresystems / keystakeholders Maturity ofdisease area Competitoractivity Etc.INTERNAL Location Digitalawareness /connectivity Preferentialengagementroutes Informationneeds Etc.EXTERNALFigure 2: The four pillars of building a solid customer-centric multi-channel marketing strategy, blending internal and external factors.One caution though around preferential engagement routes – ask a thousanddoctors how they like to receive information and they may well say ‘via an AppleiPad ’ or ‘on my mobile’- but does this mean they actually engage better via thoseroutes? Understanding what this means in providing engaging information isimportant here if you are to facilitate customer access to exactly what they need,when they need it, in a way that works for both sides. This will also change overtime so the plan must be adaptable. In reality, the company is looking for theoptimum strategy that aligns its messaging and available capabilities with how thecustomer wants to receive information.5

Key considerations in multi-channel planningWhilst there are often no ‘magic’ solutions to tell you what the ideal channelmix is, the following steps are critical in planning successful integrated-channelsolutions:1. Be customer-centric: Start by segmenting your customers to understandtheir information needs and appropriate engagement routes to personaliseyour campaign to reach the ‘segment of one’, making every customer feel themessage is relevant for them. A good customer experience that also impartsthe key marketing messages is likely to be successful.2. Learn from prior campaigns: Understand what has worked for products insimilar therapeutic areas and geographies, either by scrutinising earlier internalinitiatives or drawing on external support and experience.3. Tailor information to the channel: Simply taking a detail aid and transferringit to other channels will not work. Make sure you adapt how information ispresented for each channel so that it can be effectively consumed. This mayrequire more work at the start but will pay off over time.4. Focus on skills: Understand the skills required for delivering messages viamultiple, diverse channels. Without the right attributes and training, do notexpect sales reps to efficiently deliver messages via online channels, so eitherinvest in training or acquire skilled resource from outside.Finally, it is important that all involved in planning the multi-channel campaign,especially senior management, are aware that the activities will need adjustingover time. If you are to make your activities truly customer-centric, you need to beready to adapt based on how they are received in the field.6“The company is lookingfor the optimum strategythat aligns its messagingand available capabilitieswith how the customerwants to receiveinformation”

ADAPTING MULTI-CHANNEL AS A RESULTOF CUSTOMER BEHAVIOUREven a perfectly planned strategy aligned with customer markets is not static, andit is important to measure and adapt on an on-going basis. It is therefore vital toknow how to measure whether your campaign is successful and how to develop aconstructive feedback loop that allows integrated-channel solutions to scale up inthe right way. Remember - if you are facilitating productive two-way engagementfeedback is inevitable, which can be used to strengthen commercial relationships.Adapting correctly when the only constant is changeWhilst careful consideration of both external (market forces and customer-centricaspects such as business value, information needs and preferential engagementroutes) and internal (brand and portfolio positioning / complexity of messagesand available skills / expertise) factors are critical to getting your multi-channelcampaign off to a good start, preparing for adaptation is equally vital. Thisincludes tempering management expectations around ‘getting it right first time,’and instead ensuring they see the start as just that – an initial pilot approach thatwill be adjusted and scaled over time.“The information thatyour customers requireand the way in whichthey wish to receiveit can change quiterapidly”7After all, local environments for brands can shift overnight as new productsare launched, generics enter or payers react to new evidence. Likewise, theinformation that your customers require and the way in which they wish to receiveit can change quite rapidly, even in the absence of sweeping market changes, asnew technologies influence their working practice. Consider, for example, theinfiltration of smartphones over just a few years and how few physicians are nowwithout them. Equally, internal capabilities do change over time, which can shapecommercial activities just as much.Amidst the only constant being change, the key is tracking the right metrics toinform change and ensure a strong customer-centric focus is at the heart of anymodification.

Measuring the right metrics for adaptationSo here is the real challenge with running dynamic multi-channel campaigns –how do you know when you need to change or scale up and in what areas?It all comes down to measurement, and the most important question is ‘whatshould we be measuring?’ The purist will, of course, say ‘sales,’ and commercialteams are often armed with sophisticated dashboards that can track sales,prescription or market share outputs against simple inputs, such as number ofcontacts, proportion of targets ‘seen’ and volume of engagement activity.These systems are useful as improved sales is the ultimate endpoint, but thereare earlier markers and a wide range of process metrics, which are equallyuseful at identifying whether integrated-channel solutions are really engagingin a customer-centric way and can therefore be treated as ‘leading markers’ fordownstream changes in prescribing habits, as illustrated in figure 3.TailoredInformationAppropriateDeliveryLevel ofaccessTailoredInformationQuality ationTwo-wayengagementChange inprescribingbehaviourTwo-wayengagement‘Segment of one’ personalized interaction withcustomers driving engagement and wnstreamcommercialmetricsFigure 3: Upstream ‘engagement’ metrics around how customer-focussed activity is are indicative of downstream commercialmetrics driven by the resultant change in behaviour. Level of accessThe ever decreasing level of access to doctors, and other key stakeholders,by direct contact has historically played a role in driving the developmentof alternative engagement channels through multi-channel marketing. If aparticular stakeholder is an important customer for your brand, you needto find a way to engage with them and it is not uncommon to find that, forexample, doctors who will never see a sales representative are not averseto engagement through other channels, such as remote detailing or onlineinitiatives. By engaging with your customers via channels, and on broaderterms, that suit them, you will inevitably secure more access time, whichfacilitates more valuable engagement.8

Quality of interactionQuality of interaction, or the degree to which the customer actually engageswith the information offered, is absolutely vital for changing downstreambehaviour. For example, detail follow-ups (DFUs) can be used to provide suchqualitative feedback on direct customer interaction above and beyond simplequantitative metrics around call rates. Equally, for online initiatives, metricssuch as duration of interaction are more powerful for assessing quality thansimple metrics such as website hits or social media followers. Also, satisfactionsurveys or other online questionnaires can be used to capture customer viewsand feedback. Ultimately, if the right information is provided in a way and at atime that suits the customer, the quality of interaction is likely to be high.“If a particularstakeholder is animportant customer foryour brand you needto find a way to engagewith them” Cross-channel activationCross-channel activation is the essence of good multi-channel marketing – thefact that using any single channel in isolation might not engage the customerin the right way, but by bringing them together the sum is more than the parts.Think, for example, of a doctor taking part in some professional developmentthrough an eLearning platform that provides CME credits, which then resultsin them taking part in a peer-to-peer webinar around a particular disease areaand, ultimately, requesting direct contact with a representative for specificproduct information. This is a good example of customer-centric pull marketingthat utilises multiple channels. As a final cautionary note around success metrics, whether they are traditionalor more ‘customer-focussed’, be wary of using benchmarks derived fromdifferent channels or markets. If all you have is a benchmark for sales repengagement, it might not prove useful for measuring other channels, so priorexperience and trends over time are as important as absolute metrics.Efficient feedback loops drive successful adaptationEstablishing appropriate monitoring systems to assess the success of yourmulti-channel campaign on a dynamic basis is just as, if not more, important asplanning the right initial approach. However, unless the right metrics are beingassessed vital information might be lost that can provide early warning of failingactivities that can undermine commercial success. So, be open-minded to whatcan be measured through newer channels.Such tracking systems have to take account of how well the campaign is workingfrom the perspective of the customer – your ‘segment of one’. If your customersare not responsive to your approaches and are not being driven to seek furtherengagement with your brand then the right information is not being delivered ontheir terms.Measuring this and listening to customer feedback is critical for early adaptiveresponse, by flexing the channel approach, messaging or way in which informationis delivered.9

IMPLEMENTING EFFECTIVE CUSTOMERCENTRIC MULTI-CHANNEL CAMPAIGNSThe right planning and incorporation of measuring appropriate metrics fordynamic adaptation is a good starting point, but effective implementation is oftenthe major determinant of success. Getting this right encompasses taking accountof potential blocks in the strategic planning phase and understanding areas of riskout in the field.Here are what we define as the critical success factors for delivering effectiveintegrated-channel solutions that resonate with customers and yield commercialresults. Think like your customersThe fundamental building block of successfully engaging with your customersthrough a multi-channel approach is to put yourself in their position. Thinkabout what information they need, how it is best received (at what time,through what channels, etc.) from their perspective and how they can procureadditional information, when required. Focus on providing the customer – whether they are doctors, nurses,specialists, payers or patients – with what helps them make decisions and youwill find that levels of engagement are higher, information is more readily takenon board and prescribing behaviours are changed more quickly, plus you arebuilding stronger relationships for the future. Define clear objectivesAs with the simplest single-channel marketing programme, the starting pointfor any multi-channel activity is to define clear objectives around what needsto be achieved. This is the foundation for building both a strong strategicplan encompassing customer segmentation, messaging and channel mix /resourcing and also for providing an overarching reference point for whetherthe campaign is delivering. It might sound contrary to the next point aroundplanning for change, but objectives can be amended over time only if they areclearly defined in the first place, e.g. engaging with 10% more target customers,improving engagement time by 50% or increasing market share by 2%. Plan

Figure 2: The four pillars of building a solid customer-centric multi-channel marketing strategy, blending internal and external factors. One

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