pharma multi channel marketing report key finding

Multichannel Marketing report, 2013

Improve your marketing mixAn analysis of the digital, mobile and social media landscape: boosting engagement, brand awareness, sales and patient knowledge.

Physician and Patient digital preferencesComprehensive analysis on the digital footprints of physicians and patients in Europe and North America (over 2000 physicians surveyed)

Stay ahead of the curveDetailed insights from industry leaders into cutting edge techniques of gamification and predictive analysis/regression models

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MultIchannel MarketIng rePort 2013 | 7

Welcome . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Industry reviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4About eyeforpharma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Index of figures and tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131. Physician and customer engagement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 1.1. Face-to-facecontactincreasinglydifficult . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 1.2. Initiatingcommunication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Focuson–Janssen:Patientmobilization......................................20 1.3. Physicians’needsforreal-timeinformation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 1.4. Preferredcontentandchannels. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 1.5. Physiciansupportservicerole . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23 1.6. Physicians’digitalhabits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Focuson–Univadis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 1.7. Marketsegmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 1.8. IntegratingCLMintothewidermarketingstrategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .282. Influencing change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 2.1. Buildinginternalengagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 Focuson–Genentech’ssuccessatboostinginternalengagement . . . . . . . . . . . . . . . . . . . . .31 2.2. SupportingHCPsthroughdigitalchannels. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 Focuson–GSK:Engagingwithpatientassociation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Focuson–Takeda:Supportingdiagnosisthroughmobiledeviceapp . . . . . . . . . . . . . . . . . . .32 2.3. Bringingpatientsintotheloop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33 Focuson–BestLifeRewarded:Fosteringpatientengagement . . . . . . . . . . . . . . . . . . . . . . . .34 2.4. Increasingloyalty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .343. Channel integration and synchronization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 3.1. Measuringchanneleffectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 3.2. Qualitativeinformation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38 3.3. Measuringimpact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38 3.4. Whatisthetruereturnoninvestment?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39 3.5. Exploitingthepopularityofmobiledevices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 Focuson–Roche:Physicianengagementthroughcongressmobiledeviceapp. . . . . . . . . . . . .42 3.6. Socialmedia. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42 Focuson–PfizerAnimalHealth:Vetengagementthroughsocialmedia. . . . . . . . . . . . . . . . . .444. Physician benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 455. Future developments in MCM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 5.1. Collaboratingwithphysicians.............................................46 5.2. Gamificationindigitalmarketing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 Focuson–CompleteDigital’suseofgamificationforpatientdiseaseawareness . . . . . . . . . . . .47 5.3. Augmentedrealityanexcitingopportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47 5.4. Predictiveanalytics/regressionmodels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .476. Industry learnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

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List of Figures and TablesFigure1: Informationareasofkeyinterestforpharmamarketers . . . . . . . . . . . . . . . . . . . . . . . . . . . .13Figure2: Areasexpectedtoseelargestpharmamarketingincreasethrough2014 . . . . . . . . . . . . . . . . .14Figure3: ChallengestoMCM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15Figure4: Howwouldyoudescribeyourcompany’sMCMexpertise? . . . . . . . . . . . . . . . . . . . . . . . . . .16Figure5: Pharmafieldforcecuts2010-11,2012*. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18Figure6: Clinicaltrialinformationsources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21Figure7: Decisionsupporttoolresources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21Figure8: Educationalinformationforpatients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22Figure9: Reimbursement/costinformationsources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22Figure10: MOA/pharmacokineticsinformationsources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23Figure11: Mostimportantdigitalcontentforphysicians. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24Figure12: Informationsourcesforphysicians,valuechange . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25Figure13: Univadisuserratings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26Figure14: CLMchallenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28Figure15: Physicianprofessionaluseofsmartphonesandtablets . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41Figure16: Physicianprofessionaluseofsocialmedia. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43

Table1: ProposedFDAclassificationsforappsandconnecteddevicesaccordingtopatientrisk. . . . . . . .42

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5.1. collaborating with physiciansConsidering future trends, marketers are excited about

multiple areas for development in MCM and specific

digital channels. While experts report a shift from push

to pull marketing, and tailored digital communication

with physicians as part of MCM, Rishi Chandarana of

GlaxoSmithKline believes it will move further into a

true partnership relationship. “Multichannel is very

promotional and sales-driven right now. I think the

new area will be collaboration,” he says. “Whether we

use Skype, live chat or on-demand video interface,

then when you finish that call how do you keep that

doctor engaged and this will be the gamechanger,

it won’t be just sales with physicians but it could

be done with doctors and patients too. In the next

two years you will see it more and more as pharma

companies become much more agile and much more

thin, driven by cost savings.”

A European marketing executive sees MCM integration

through all aspects of the pharma business, but feels

that industry currently is only scratching the surface of

MCM. “Getting people to embed, that its part of how we

do business. So when they’re thinking about doing their

messaging and marketing, it becomes the way we build

those plans rather than something that is bolted on.”

As trial costs rise, real world data from registries and

potentially from patient sites, such as PatientsLikeMe,

may provide interesting large scale product information.

Radhika Raizada of Pfizer states: “How industry will

incorporate [these] data will be interesting. It might

shift the level of control, sometimes for the positive and

sometimes for the negative”.

5.2. gamification in digital marketingGamification is another area that is growing in digital

marketing. Moving beyond fun interaction for physi-

cians at congress booths, gamification has a role in

pharma CME and beyond. Richard Ashdown says:

“It’s more than just a game; it’s about motivation

and feedback. I think the challenge is that we have

to gameify an experience appropriately. One client

had a gamified CME experience that ran across

seven platforms, with approximately 20,000 users.

We know that these things do work when we use

games to provide a better or slightly different learning

experience”.

Also, gamification lends itself to patient communication

by raising disease awareness. In 2010, coinciding with

the FIFA (soccer) World Cup, Complete Digital designed

an online soccer game to raise ankylosing spondylitis

disease awareness in young men. Launched across

Europe and beyond, it exceeded expectations as David

Clarke, Senior Digital Consultant of Complete Digital,

explains: “The [soccer] game was in many ways, the

right moves in the right place. It was an extremely

good meeting of synergies: the target audience, the

mechanism, the story, the topic, the disease area and it

worked extremely well in terms of how it was executed.

It had around 19 million plays - a phenomenal

achievement”. The game became so popular that it was

rolled on by players, going viral.

5.

Future developments in MCM

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safety help the development of dosage, potentially

leading to better compliance.

Predictive analytics helps tailor marketing strategies,

enabling marketers to focus on customers who offer

the best opportunities for conversion and therefore

cut costs. The techniques can be applied more widely

to hone brand promotion spend across product lines

to gain better ROI. Elements that can be factored into

portfolio management include patient population

details, market size, expected uptake, and competitive

climate. Granularity on potential patient sub-popula-

tions, as well as the costs and revenue from pursuing

those markets, can also be predicted, mitigating risk.

Imran Haque provides an insight: “We are looking at

predictive analytics more holistically. With our field

force, there’s some great predictive analytics going

on in that traditional channel. I think that we’re at the

stage where we’re asking more questions. We’re saying

to the customer, how would you like to buy? Through

the phone, eCommerce, launching, [or] through our

distribution system?”

Predictive analytics also support marketing decisions

with well-established drugs. Janssen used in-house

predictive analysis to streamline physician target lists for

brand promotion (SAS, 2010). It developed propensity

scoring models that were complex and accurate, and

utilized physician demographical information, CRM

sample data, sales visit and other promotional activity

records, call center activity, anonymized IMS data, and

census data.

Physicians were categorized by previous script behavior:

vouchers and samples going to those most likely to

use them for patients and those that prefer hearing

expert opinion first receiving sales visits. This reduced

field force face-to-face detailing by one-half, with fewer

sales reps achieving the same coverage. By automating

the target list process, Janssen saved approximately

US$4 million a year, doubling business support, with no

outside budget or additional staff.

For new drug launches, Janssen used predictive

focus on – complete Digital’s use of gamifi-cation for patient disease awareness

■■ Objective was to raise ankylosing spondylitis disease

awareness in teen age and early 20s aged men.

■■ Launched during the 2010 FIFA World Cup, it was

very popular, going viral, with 19 million plays during

the campaign period.

■■ Client pleased with resulting outcome.

5.3. augmented reality an exciting opportunity

Three experts believe visual tools offer the most exciting

marketing prospects. One says: “Augmented reality that

we can be embedded into CLM to see how that can

enhance providing information”. Image recognition and

user-driven web editing were other areas of interest.

“Web 3.0 tools - we will be able to personalize the

experience in multiple channels. I’m eager to see that

when it happens,” comments Monica Gonzalez. A digital

consultant said that although they are receiving queries

on incorporating augmented reality and have done

some successful work in that channel, it is important to

use the channel when it is effective. Richard Ashdown,

Digital Consultant of Complete Digital said, “Augmented

reality is very much the new kid on the block and we

are getting requests for it. You are participating in a

game rather than playing a game. Detail aids seem to

be the space for it. I think it’s useful and it’s really good

when used in the right context.”

5.4. Predictive analytics/regression modelsAdvanced predictive analytics have been gaining in

popularity to help the pharma industry better under-

stand their products, customers and patients. While

accepting the caveats that all medications have an ideal

patient population and side effects can vary widely

depending upon patient groups, predictive analysis can

provide insights into many areas (Burke, 2010).

In drug research, predictive analytics can be used to

form medication models that indicate how treatments

and disease interact. Based on these models, additional

research can help develop trial clinical markers and

which patients may be the best trial candidates. Use

of predictive models used for treatment efficiency and

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analytics to target specific locations where demand

is likely to be greatest, a change from the previous

more blanket approach. This resulted, in one case, of

a 75% growth rate in specific areas compared with a

15% average growth rate, allowing for better use of

resources. In the case of a drug nearing the end of its

product lifecycle, predictive analysis showed a net gain

if promotion was halted nine months prior to patent

expiration. This approach contrasts to industry standard

practice of boosting marketing spend to maximize

returns before generic competition. In this case, it

reaped rewards and demonstrated the real value of

using predictive analysis modeling.

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About eyeforpharmaeyeforpharma ltd. is a leading global media company specializing in business

intelligence that helps pharmaceutical companies adopt business models

centered around patients’ needs for affordable and accessible healthcare.

As an ‘eye’ for, and on, the industry, eyeforpharma exists:

■■ to help pharmaceutical companies stay clearly focused on the core reasons they exist,

■■ to give them the strategic tools they need to be successful in truly serving patients with ingenuity and real value,

and

■■ to continue to innovate to meet changing healthcare realities.

eyeforpharma has organized conferences for, and offered strategic advice to, the pharma industry since 2002.

From that date, our business has grown 30% year on year. Our mission continues to be the advancement of

communication and information exchange within the dynamic and ever-changing healthcare industry.

“In my four years of working and leading change across AstraZeneca in this multichannel space, I would say the most common comment I hear when entering a country is “our market is different, we are a relationship market so our focus is still on the representative model” Customers are changing, demographics, attitudes and their expectations in access to information. Multichannel marketing may be relatively new to pharma but is a way of life for most of our customers. The real challenge is not the customer. It starts with shifting our thinking, John Gerow EMEA NCM Transformation DirectorAstraZeneca

MethodologyThe methodology used to gather data for this report included:

900 pharmaceutical professionals, the spectrum of interviewees ranged from, marketing directors, brand managers,

product managers, eMarketing specialists, consultants and heads of sales forces across the globe (2) Twenty six

anonymous preliminary interviews conducted with these stakeholders on their challenges and needs surrounding

Multichannel Marketing (3) A review of additional literature and conference proceedings pertaining to Multichannel

Marketing’s usage within the pharmaceutical industry.

Secondary sources were selected not only on the basis of quality but also referral from those interviewed.

To obtain initial primary information on the Multichannel Marketing survey was sent out to a targeted section of the

eyeforpharma database (described above).

Surveys were distributed and the questions asked were based on:

•The 26 preliminary interviews with pharmaceutical professionals regarding their challenges and needs•

•Published material surrounding Multichannel Marketing •

Participant requests from eyeforpharma conferences

project on Multichannel expanded into another multidimensional conversation with 20 key stakeholders who were willing to

openly share their thoughts, ideas, and personal experience

(1) An exclusive eyeforpharma survey sent out to

Using knowledge from the interviews, conference conversations, published material and survey, the eyeforpharma

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pharma multi channel marketing report key finding

Business