Getting the Most Out of
Technology for Multichannel
Marketing: Automate, Learn, Adapt
Executive Summary
Prescribers’ expanded use of a wide variety of channels presents new opportunities for life
sciences companies to drive stronger engagement around their brands. By understanding
prescriber behaviors and implementing the right underlying capabilities, the industry can utilize
all channels, old and new, personal and non‑personal, to deliver an experience that addresses
prescribers’ needs, enabling them to hear the messages directed their way.
In this white paper we look at the key ingredients of (and barriers to) multichannel marketing
(MCM) effectiveness in life sciences companies, and how to apply the ‘automate, learn and
adapt’ formula for success. Using these methods will improve customer experience and help
companies get more value out of their multichannel initiatives.
The New Opportunities in Multichannel for Life Sciences
Effective multichannel marketing to healthcare professionals (HCPs) is about orchestrating a range
of personal and non-personal delivery channels – web, phone, sales visits, email, mobile, direct mail
and so on – to engage them over time via a constructively cumulative set of interactions. The aim is to
ensure that the right message, in the most appropriate format and at the right frequency (so they don’t
get tagged as spam), reaches the customer at a time that is both convenient and most likely to provide a
valued experience or service.
Achieving this requires advancing from the traditional ‘push’ or ‘tactic-driven’ marketing model and
adopting a process that involves three key stages:
•• Foundation: integrating data to secure a 360-degree view of customer interactions;
•• Customer Centricity: matching customer requirements and channels to get the most effective
combination of touch points;
•• Informed Marketing: applying data and insights in an agile way to optimize campaigns and see the
return on investment (ROI) steadily improve over time.
IMS Health | Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt
Page 1
AUTOMATE, LEARN, ADAPT
3
While the majority of life sciences companies have put significant focus on building multichannel
capabilities
over the
few years,
many still
have
distance
to go
achievemultichannel
their desiredcapabilities
end‑state.
While
the majority
of past
life sciences
companies
have
putsome
significant
focus
ontobuilding
This the
became
whenmany
IMS Health
conducted
a recent
workshop
designed
to mapThis
companies’
over
past clear
few years,
still have
some distance
to diagnostic
go to achieve
their desired
end‑state.
became
progress
onIMS
their
MCMconducted
journey. Investigating
11 life sciences
companies,
the
analysis
focuses
on key on
clear
when
Health
a recent diagnostic
workshop
designed to
map
companies’
progress
building
blocks
of MCM
maturity11
and
that
the majority
still laying
Figure
their
MCM
journey.
Investigating
lifereveals
sciences
companies,
the are
analysis
focusesthe
onfoundations
key building(see
blocks
of 1).
MCM maturity and reveals that the majority are still laying the foundations (see Figure 1).
Figure 1:
1: Many
work
onON
foundation
development
stageSTAGE
for their
FIGURE
MANY life
LIFEsciences
SCIENCEScompanies
COMPANIEScontinue
CONTINUEtoTO
WORK
FOUNDATION
DEVELOPMENT
multichannel
marketing MARKETING
FOR
THEIR MULTICHANNEL
Scores
Companies in increasing order of marketing maturity
40
34
16 18 18 21 21 22 23 24 24
20
14
STAGE 1
Tactic-Driven
STAGE 2
Foundation Development
Company 11
Company 10
Company 9
Company 8
Company 7
Company 6
Company 5
Company 4
Company 3
Company 2
Company 1
0
STAGE 3
Customer Centric
STAGE 4
Insight Driven “Informed” Marketing
Source: IMS Health MCM Diagnostic Workshop, April 2014
The key
key observation
observation is that
that many
many life
lifesciences
sciences companies
companies get stuck
The
stuck in data integration
integration (part
(part of the
the
foundation stage) – a necessary step but only
foundation
only aa precondition
preconditionto
tothe
thepromised
promisedbusiness
businessbenefit.
benefit.
Streamlining
data
integration
is
critical
so
that
clients
can
rapidly
move
past
this
phase
tomore
more
Streamlining data integration is critical so that clients can rapidly move past this phase to
value‑added
address the
the specific
specific data
data and
and
value‑added stages. This
Thisis
ismade
made easier
easier when
when using tools configured to address
process
process requirements
requirements of
of life
life sciences
sciences companies.
companies.
The key observation is that many life sciences companies get stuck in
The
key observation is that many life sciences
data integration
companies get stuck in data integration
IMS Health | Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt
Page 2
www.imshealth.com
4
Furthermore, non-differentiated operational IT tasks, such as integration of applications, often overwhelm
Furthermore,
non- The end result: falling further behind customer expectations. Figure 2 shows the
available resources.
available
resources.
The end
result:success
falling as
further
behind
expectations.
Figure
2 shows the
most significant barriers
to MCM
described
in acustomer
polling exercise
from an
EyeforPharma
webinar
involving 1,073 life sciences executives. ‘Lack of digital expertise’ topped the list of challenges.1
involving 1,073 life sciences executives. ‘Lack of digital expertise’ topped the list of challenges.1
Figure 2:
to multichannel
marketing
excellence
FIGURE
2: Life
LIFEsciences
SCIENCESblocks
BLOCKS
TO MULTICHANNEL
MARKETING
EXCELLENCE
26%
Lack of digital expertise
25%
Improving ROI
23%
Compliance issues/concerns
14%
Risk aversion
13%
Lack of senior endorsement
Source: Eyeforpharma
0%
10%
20%
30%
While
considered, digital
digital expertise
expertise is
is important
important because
becausephysicians
physicians
While all
allengagement
engagement routes
routes must
must be
be considered,
continue
of HCPs
HCPs now
searching for
for medical
medical
continue to
to increase
increase their
their reliance
reliance on
on the
the web,
web, with
with 98
98 percent
percent of
now searching
22
information
online.
information online. Furthermore,
Furthermore,according
accordingto
toaastudy
studyby
by Manhattan
Manhattan Research,
Research,44out
out of
of 55 physicians
physicians now
now
use
smartphones
or
tablets
for
work
or
research.
However,
the
content
provided
by
industry
is
not
keeping
use smartphones or tablets for work or research. However, the content provided by industry is not keeping
3
pace
as only
only about
about 11out
outofof33audited
auditedlife
lifesciences
scienceswebsites
websitesare
areoptimized
optimizedfor
forviewing
viewingonon
a mobile
device.
3
pace as
a mobile
device.
-
This all confirms the need to engage with the prescriber’s decision-making process more effectively
a wide array of both personal and non-personal interactions, with each centered on individual customer’s
across a wide array of both personal and non-personal interactions, with each centered on individual
needs and preferences.
customer’s needs and preferences.
To accomplish this, life sciences companies can follow a process of ‘Automate, Learn and Adapt’, as
To accomplish this, life sciences companies can follow a process of ‘Automate, Learn and Adapt’, as
explained below, to intelligently and efficiently engage with their customers.
11 (2014)
(2014)
Multichannel:
for Implementation.
EyeforPharma.
Retrieved
at:
Multichannel:
TimeTime
for Implementation.
EyeforPharma.
Retrieved
at:
http://www.eyeforpharma.com/download/content-multichannel-marketing.php.
http://www.eyeforpharma.com/download/content-multichannel-marketing.php.
22 (2014)
(2014)
Multichannel:
Time
for Implementation.
EyeforPharma.
Retrieved
at:
Multichannel:
Time
for Implementation.
EyeforPharma.
Retrieved
at:
http://www.eyeforpharma.com/download/content-multichannel-marketing.php
33
http://www.eyeforpharma.com/download/content-multichannel-marketing.php
(2014) Life sciences Mobile Apps and Websites for Physicians: Benchmarking Current Efforts and a Framework for Optimizing Mobile Strategy.
Manhattan Research. Retrieved at: http://www.manhattanresearch.com/Products-and-Services/Digital-Competitive-Landscape-Series/
Manhattan
Research. Retrieved at: http://www.manhattanresearch.com/Products-and-Services/Digital-Competitive-Landscape-Series/
Framework-for-Optimizing-Mobile-Strategy
Framework-for-Optimizing-Mobile-Strategy
GETTING
MOST
OF TECHNOLOGY
FOR MULTICHANNEL
MARKETING:
AUTOMATE, LEARN, ADAPT
IMS Health THE
| Getting
the OUT
Most Out
of Technology for Multichannel
Marketing: Automate,
Learn, Adapt
Page 3
Automate
AUTOMATE, LEARN, ADAPT
5
To effectively manage customer interactions across channels, life sciences companies need to automate certain
processes that may have been manual or fragmented in the past. These include the following:
1. Data collection: Most companies do not have processes in place to fully integrate their customer
information despite the fact that having a complete view of customers is a key foundation of effective
MCM. Figure 3, taken from the same diagnostic workshop mentioned previously, shows that less than
20%
of respondents
believe
their interactions
customer information
sources
are
fully integrated.
The
endtoresult
is
To effectively
manage
customer
across channels,
life
sciences
companies
need
automate
that
decisions
are made
withhave
incomplete
information
and mayinbethe
suboptimal.
certain
processes
that may
been manual
or fragmented
past. These include the following:
Automate
1. Data
collection:
Most
companies
do not have
processes is
in that
placedata
to fully
their customer
One
reason
companies
work
with fragmented
information
mayintegrate
sit with disparate
vendors
information
despite
the
fact
that
having
a
complete
view
of
customers
is
a
key
foundation
of
and require manual processes to be collected and integrated. The resulting inefficiencies meaneffective
that
MCM. Figure
3,time
takenand
from
the samebringing
diagnostic
workshop
previously,
shows to
that
less than
companies
spend
resources
data
togethermentioned
that could be
better applied
designing
of respondents
believe
their
customer
information
sources
are fully integrated.
The end automated
result is
and20%
executing
campaigns
to serve
customer
needs.
To work
more effectively
means ensuring
that decisions are made with incomplete information and may be suboptimal.
linkage of all key sources to a central hub, as well as developing a data governance process that includes
policies
compliant
datawork
sharing.
is the only
way a 360-degree
view
customer
behavior
can be
One for
reason
companies
withThis
fragmented
information
is that data
mayofsit
with disparate
vendors
and require
manual processes
to be collected and integrated. The resulting inefficiencies mean that
achieved
and, crucially,
maintained.
companies spend time and resources bringing
2. Customer preference management: Likewise,
data together that could be better applied to
many
companies
a comprehensive
designing
andlack
executing
campaigns to serve
approach
to
tracking
and
managing
customer
customer needs. To work more effectively
means
communication
preferences.
They
may
ensuring automated
linkage
of all
keyeither
sources
manage
preferences
hocas
bydeveloping
individual a data
to a central
hub, asadwell
governance
that
includes
policies for
program
or use process
a blanket
opt-out
approach
compliant
data
sharing.
This
is
the
only way a
across all content and channels that effectively
view‘you
of customer
behavior
can be
tells360‑degree
the customer,
either get
everything
achieved
and,
crucially,
maintained.
from us or nothing’. Automating and
centralizing
preference
tracking
across all
2. Customer
preference
management:
Likewise,
many elements
companies
lack
a comprehensive
program
and
channel
types enables
approach
to tracking
and managing
customer
a more
nuanced
view of what
each customer
communication
They
either
is interested
in and preferences.
how they want
tomay
interact
manage
preferences
ad
hoc
by
individual
with you. A glimpse of what can be achieved
program or use a blanket opt‑out approach
can be seen in Figure 4, which displays
across all content and channels that effectively
how technology can be deployed to manage
tells the customer, ‘you either get everything
customer preferences over various marketing
from us or nothing’. Automating and centralizing
campaigns.
preference tracking across all program elements
and channel types enables a more nuanced view
of what each customer is interested in and how
they want to interact with you. A glimpse of
what can be achieved can be seen in Figure 4,
which displays how technology can be deployed
to manage customer preferences over various
marketing campaigns.
Figure 3: Many life sciences companies
FIGURE 3: MANY LIFE SCIENCES COMPANIES
Continue TO
to have
gaps IN
in INTEGRATION
integration of
CONTINUE
HAVE GAPS
OFtheir
THEIR
Customer information.
CUSTOMER INFORMATION
How integrated are your
customer information sources? (N=18)
17%
28%
22%
33%
Separate sources
Partially integrated
Mostly integrated
Fully integrated
Source: IMS Health MCM Diagnostic Workshop, April 2014
IMS Health | Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt
Page 4
www.imshealth.com
6
6
Figure
Example CENTRALIZED
centralized preference
tracking
across
channels
FIGURE 4:
4: EXAMPLE
PREFERENCE
TRACKING
ACROSS
CHANNELS
FIGURE 4: EXAMPLE CENTRALIZED PREFERENCE TRACKING ACROSS CHANNELS
Communication Medium
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Direct Mail
Phone Call
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Source: Nexxus Marketing Preference Management Center
3.
effective MCM
MCM is
isbeing
being able
able to
to plan
plan and
and deliver
deliver messages
messages
3. Campaign journeys: A central tenet of effective
across
all
channels
to
ensure
a
cohesive
customer
experience
and
strong
follow‑through
over
across all channels
toAensure
cohesive
customer
experience
follow-through
overtime.
time.
3. Campaign
journeys:
centrala tenet
of effective
MCM
is beingand
ablestrong
to plan
and deliver messages
Havingallan
anchannels
intelligent
approach
to
executing
‘campaign
journeys’
for
allows
across
to automated
ensure
a cohesive
customer
experience
and strong
follow‑through
over time.
Having
intelligent
automated
approach
to executing
‘campaign
journeys’
foreach
eachcustomer
customer
allows
brand
managers
to
orchestrate
the
volume,
sequence
and
cadence
of
touch
points
across
carefully
Having
an intelligent
automatedthe
approach
executing
‘campaign
for each
customer
allows
brand managers
to orchestrate
volume,tosequence
and
cadence journeys’
of touch points
across
carefully
structured
pathways.
Customer
activities
such
as
opening
or
not
opening
an
email
or
starting
to
brand
managers
to
orchestrate
the
volume,
sequence
and
cadence
of
touch
points
across
carefully
structured pathways. Customer activities such as opening or not opening an email or starting to
prescribe can
can
be used
usedCustomer
as triggers
triggers
for subsequent
subsequent
messaging.
Using
a drag-and-drop
drag‑and‑drop
tool
structured
pathways.
activities
such as messaging.
opening
or Using
not
opening
an email orvisual
starting
tohelps
prescribe
be
as
for
a
visual
tool
helps
brand managers
and partners
focus
on
the art of delivering the
campaign
rather thanvisual
the drudgery
prescribe
can be used
as triggers
for on
subsequent
Using
a drag‑and‑drop
tool helpsof
brand managers
and partners
focus
the art of messaging.
delivering the
campaign
rather than the drudgery
of
planning.
By establishing
clearfocus
rules on
in advance
for
specific customer
segments,
tailored
experiences
brand
managers
and
partners
the
art
of
delivering
the
campaign
rather
than
the
drudgery
of
planning. By establishing clear rules in advance for specific customer segments, tailored experiences
that adaptBytoestablishing
customer responses
can
be generated,
as Figure
5 illustrates.
planning.
clear
rules
in
advance
for
specific
customer
segments,
tailored
experiences
that adapt to customer responses can be generated, as Figure 5 illustrates.
that adapt to customer responses can be generated, as Figure 5 illustrates.
FIGURE 5: EXAMPLE AUTOMATED COMMUNICATIONS FLOW FOR A SYMPOSIUM
Figure 5:
5: EXAMPLE
Example AUTOMATED
automated communications
forFOR
a symposium.
FIGURE
COMMUNICATIONSflow
FLOW
A SYMPOSIUM
Start
Start
@
@
Thank you for
Registering
Thank you for
Registering
Delay 5 Days
Delay 5 Days
Branch 1:
Registered
Branch 1:
Did HCP Register? Registered
Did HCP Register?
All Others: Not Registered
All Others: Not Registered
@
@
Branch 1:
Registered
Branch 1:
Registered
Event Reminder
Delay 5 Days
Event Reminder
Delay 5 Days
Did HCP
Register?
Did HCP
Register?
Source: IMS Health, Nexxus Marketing Journeys Feature
Delay
4 Days
Delay
4 Days
Branch 1:
Attended
Event 1:
Branch
Attended
Did HCP Attend? Event
Did HCP Attend?
All Others:
Did Not Attend
All Others:
Did Not Attend
@
@
Thanks for
Attending
Thanks for
Attending
Learning
Assessment
Learning
Assessment
End 1
End 1
Delay
2 Days
Delay
2 Days
All Others:
Not Registered
All Others:
Not Registered
Delay to
10/28/2014
Delay to
10/28/2014
@
@
@
@
Sorry We
Missed You!
Sorry We
Missed You!
@
@
Event Key Message
End 2
Event Key Message
End 2
Source: IMS Health, Nexxus Marketing Journeys Feature
GETTING THE MOST OUT OF TECHNOLOGY FOR MULTICHANNEL MARKETING: AUTOMATE, LEARN, ADAPT
IMS HealthTHE
| Getting
Most
of TechnologyFOR
for Multichannel
Marketing:
Automate, AUTOMATE,
Learn, Adapt LEARN, ADAPT
GETTING
MOSTthe
OUT
OFOut
TECHNOLOGY
MULTICHANNEL
MARKETING:
Page 5
Learn
A hallmark of effective marketers is that they drive steady improvement over time. Once a brand establishes a solid
strategy into the automated execution described above, the next task is to learn by assessing programs operating in
the real world to deepen the understanding of how prescribers navigate their buying process. There are a number
of important enablers of this process, including:
1. Structure and oversight: As we have seen, an effective MCM program depends on a 360-degree
perspective of customer interactions and preferences. To make sense of the data, however, teams need
an owner with oversight across the various programs and channels to understand the full customer
experience. It is vital that marketers have an overall view of the entire campaign for a particular brand
and, if applicable, the different indications that may be marketed. There is also a need for a view across
brands and franchises because HCPs often receive multiple communications from the same company.
Firms, particularly those with multiple products in the same therapeutic area, need to ensure this is
coordinated so messages retain a high ‘signal’ value with very low ‘noise’.
Companies differ in how they delegate the oversight function. Some have established centralized
multichannel marketing groups that manage customer experience across the organization and the
various brand managers who may have their own individual goals. Others outsource to partners
who can bring special expertise in this area. The essential point is to avoid the fragmented view that
can result from different project owners who have a narrow focus on discrete program tactics – for
example, when life sciences companies treat digital as a separate activity, rather than integrating it
with other channels and looking at the customer holistically.
2. Testing: Establishing a strong technological and structural foundation for MCM is crucial. This forms
the basis for developing the capacity to assess effectiveness, refine options and adapt methods over
time. This should include regular A/B testing on sample cohorts of customers to improve message
effectiveness, the relative impact of offers, even the tone and language of each communication. Taking
advantage of automated tools and building in a regular process that enables A/B testing can inform
decisions and support innovative combinations of promotion and engagement. Applying the lessons
learned from testing will drive up aggregate response rates over time.
For example, one healthcare company regularly tests subject lines on emails to sample cohorts of
customers before deploying large campaigns. Through this process they have observed that targeted
subject lines that speak to their specific segments result in consistently higher ‘open and clickthrough’ rates than general subject lines, with improvements ranging from 25% over baseline to
as much as 300% in some cases. The ‘subject’ of an email is your headline. If you fail to grab the
recipient’s attention, the critical information that follows is lost forever.
IMS Health | Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt
Page 6
3. Field integration: The field force is an essential
component of multi-channel campaigns,
remaining as the most influential channel in the
promotional mix. They can play a strong role in
facilitating access to other channels providing
services and content while also serving as a
valuable resource to understand the qualitative
attributes of your campaigns. Knowing how a
customer felt about a communication is crucial
insight often not readily discoverable in the
quantitative response metrics. Sales people can
collect input after campaigns have been launched
to gather the tenor of customer reaction, find out
which outreach efforts have been noticed, which
have been mentioned to colleagues (positively
or negatively), and, critically, what else can be
provided to improve their understanding of a
product or service.
Diagnosis of Life Sciences
MCM Maturity
Areas evaluated in the MCM‐maturity
diagnostic include:
•• Degree of integration of customer
information
•• Granularity of campaign segments
•• Brand process for planning and
executing campaigns across channels
•• Accessibility of campaign data / reports
•• Timing and frequency for campaign
optimization
•• Types of marketing technologies
used and degree of integrations with
other systems (e.g., link with sales
The advent of tablet computers allows the
or finance)
integration of brief surveys into the detail
process. These surveys automatically capture,
collect and report attitudinal data on how a
prescriber feels about the launch of a new drug or indication. Collecting this information across an entire
sales team produces invaluable insight for improving the next campaign.
Engaging sales personnel in the campaign both improves their effectiveness and mitigates concerns
they might have about being displaced by electronic promotion. In reality, multichannel programs
work best where a sales rep has already established a relationship with the HCP. Non-personal tactics
can help seal gaps that might exist in the rep’s access to a doctor – but companies get the most out of
multichannel when it extends and is nurtured by an existing relationship.
4. Metrics to monitor: While each company has its own metrics tailored to its campaigns, there are
common flags to evaluate that may suggest adjustments. Pay attention to spikes in opt-out rates around
particular messages, channels or segments. These can be a warning sign that frequency is too high or
the message is not connecting with a given audience. Likewise, tracking which customers are making it
through the full campaign journey and which are dropping out early can inform how to better segment
customers and tailor messages. Some companies are also looking beyond traditional campaign metrics
and tracking studies to monitor social media sentiment for signals about the positive or negative impact
of a given promotional effort. This has become easier for companies to manage with the advent of
compliant tools for monitoring social media and managing adverse event reporting processes.4
(2014) Engage with confidence: Managing online adverse event reporting. pharmaphorum. Retrieved at:
4
http://www.pharmaphorum.com/white-papers/engage-with-confidence-managing-online-adverse-event-reporting
IMS Health | Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt
Page 7
AUTOMATE, LEARN, ADAPT
9
Adapt
Once you have the right tools and processes in place to collect insights from real world customer behavior, the
next step is to quickly adapt campaigns to the lessons learned. This means optimizing campaigns while they are
still in market rather than waiting six months to conduct a post facto assessment. While retrospective analysis is
Once you have the right tools and processes in place to collect insights from real world customer behavior,
still the norm for many companies, it is not optimal because it comes too late to affect the outcome of the original
the next step is to quickly adapt campaigns to the lessons learned. This means optimizing campaigns
campaign. When the goal is maximizing the ROI of every dollar invested in marketing, the ability to make
while they are still in market rather than waiting six months to conduct a post facto assessment. While
evaluations
and adjustments
is critical.
Here
are some key
factorsbecause
for the adapt
phase:
retrospective
analysis is midstream
still the norm
for many
companies,
it issuccess
not optimal
it comes
too late to
Adapt
affect the outcome of the original campaign. When the goal is maximizing the ROI of every dollar invested
1. Access to data: Identifying improvement opportunities quickly has been a major challenge in the
in marketing, the ability to make evaluations and adjustments midstream is critical. Here are some key
past because life sciences marketers have not had fast, direct access to campaign performance data.
success factors for the adapt phase:
It may not have been accessible at all or could only be accessed at a significant lag by submitting a
1. Access
to data:
improvement
quickly
been
a major
in the past
formal
request
to anIdentifying
internal data
steward oropportunities
even an external
3rdhas
party
(see
Figurechallenge
6). Any potential
for
because
life
sciences
marketers
have
not
had
fast,
direct
access
to
campaign
performance
data.
It
may
adjustments or optimizations often fade as the delay in obtaining the data typically stretches for weeks.
not have been accessible at all or could only be accessed at a significant lag by submitting a formal
requesteven
to anafter
internal
data steward
or even an
Moreover,
an insight
is identified
rd
external
3
party
(see
Figure
6).
Any
potential for Figure 6: Many life sciences marketers lack
it has been historically challenging to make
FIGURE 6: MANY LIFE SCIENCES MARKETERS LACK
adjustments
or
optimizations
often
fade
as the
Direct access
to campaign
performance data
adjustments while a campaign is active. Moving
DIRECT
ACCESS TO
CAMPAIGN PERFORMANCE
DATA
delay
in
obtaining
the
data
typically
stretches
from retrospective to predictive and dynamic
for weeks.
analysis allows activity to be targeted based on
Moreover,
even after
an provide
insight isweb‑based
identified
insight.
Cloud-based
tools
it has been
historically
to make
dashboards
with
live data challenging
on campaign
adjustments
while
a
campaign
is
active.
performance accessible to key stakeholdersMoving
like
from
retrospective
to
predictive
and
dynamic
centralized multichannel marketing groups,
analysis allows activity to be targeted based on
brand managers, analytics teams and agencies.
insight. Cloud‑based tools provide web‑based
More importantly, there are tools that enable
dashboards with live data on campaign
yourperformance
customer communication
flows
to be
accessible to key
stakeholders
like
changed
in
an
instant.
centralized multichannel marketing groups,
How accessible are data/reports
for your campaigns? (N=17)
12%
6%
35%
brand managers, analytics teams and agencies.
More importantly, there are tools that enable
your customer communication flows to be
changed in an instant.
47%
No access
Cloud‑based tools provide web‑based
dashboards
with liveweb‑based
data on campaign
Cloud-based
tools provide
performance
to key
dashboards
with liveaccessible
data on campaign
performance
accessible to key stakeholders
stakeholders
Infrequent reports with limited data
Data pulls require request to another group,
require turnaround time
Personally have direct and immediate 24/7 access
Source: IMS Health MCM Diagnostic Workshop, April 2014
www.imshealth.com
IMS Health | Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt
Page 8
It is important to maintain a focus on the needs, interests and attitudes of the customer
The result is that brands can adapt live campaigns in any manner deemed necessary to address what
has been learned, including:
• Swap out a specific communication, such as an email asset, and replace it with a refined version;
• Trigger additional communications based on real-time campaign data such as survey responses;
• Add or delete segments in the campaign journey based on who is most responsive;
• Add communication streams to increase the number of follow-ups or address a potential customer response you did not initially anticipate;
• Immediately pause the entire campaign across all channels if it is not performing.
2. Field integration: As in the learning phase, field integration is essential for adapting programs to
achieve multichannel excellence. This can take the form of triggering rep follow up when customers
are not responsive at a given step in the campaign journey as well as reps triggering non-personal
tactics. With the right integration of sales and marketing systems, companies can enable reps to trigger
pre‑approved multichannel follow-up activities specific to their particular customers based on what
they learn in a call. This helps them become micro-marketers in their territories, fills the gaps between
calls, and, importantly, increases their support for multichannel outreach to their customers.5
3. Focus on the customer: Adaptation is all about getting results from the 360-degree perspective of the
customer and the capabilities established to operate effectively. At a fundamental level, MCM is a
combination of three basic elements: customers, content and channels (including the rep). The central
and most neglected component of this process is invariably the customer. So while a lot of conversation
about multichannel focuses on the technology or the channel, it is important to maintain a focus on
the needs, interests and attitudes of the customer in both designing your outreach and identifying
improvements over time.
Mobile Micromarketing: Driving performance from strategy through execution. Retrieved at:
5
http://us.imshealth.com/Marketing/GTMN/MobileMicromarketing_WhitePaper_Final.pdf
IMS Health | Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt
Page 9
Conclusion
Effective multichannel capabilities must enable
meaningful engagement through a process of
automate, learn and adapt.
It all comes back to understanding the customer
buying process and the patient journey. This
requires in-depth knowledge of preferences
and interests, advanced segmentation to tailor
communication and promotional messages, better
alignment between strategic plans and campaign
execution, optimizing budgets to invest in the
right channels and good communication between
marketing stakeholders to collaborate across
personal and non‑personal channels.
Key Success Factors In
Multichannel Marketing
•• Automate, learn and adapt
•• 360‐degree customer understanding
•• Customer preference identification
based on collected data
•• Follow through and continuous
communication
•• Continuity and consistency across
channels
•• Analysis in time for adaptation
The power of MCM is to enable you to learn about
customers as you engage them, applying data and
insights to optimize campaigns and maximize ROI.
Contributors
Gareth Dabbs
Gareth Dabbs is a Principal in the IMS Health London office leading technology & service efforts
in the UK; he is also responsible for IMS Health’s MCM efforts across North Europe & Africa.
Gareth has partnered extensively with clients to deliver value across a range of initiatives in a
career that started in R&D.
[email protected]
Christine McAllister
Christine McAllister is an Account Director within the within the client relationship team of
Technology and Applications at IMS Health. Christine works with a key pharmaceutical client
to deliver their multichannel marketing goals through utilization of the Nexxus Marketing
platform.
[email protected]
IMS Health | Getting the Most Out of Technology for Multichannel Marketing: Automate, Learn, Adapt
Page 10
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