Leveraging Multi-Channel and Closed Loop Marketing · Leveraging Multi-Channel and Closed Loop Marketing Customer Centric Sales and Marketing for Health Care Professionals 3 ... Sales

Leveraging Multi-Channeland Closed Loop Marketing

Customer Centric Sales and Marketing for Health Care Professionals

Life Sciences the way we see it

The Life Sciences Sales andMarketing Conundrum:

Challenges continue to mount in theworld of Life Sciences sales andmarketing.

■ Physicians have less time andwillingness to see salesrepresentatives, resulting in a declinein reach and frequency of face-to-faceselling time.

■ Increased regulatory environmenttightening is focused on health careprofessionals’ (HCPs) aggregate spendtracking and other compliance areas.

■ Cost pressures are forcing LifeSciences companies to reassess salesand marketing tactics and to focus onefficiency and effectiveness.

However, HCPs still need ready accessto a tremendous amount of diverseinformation to maintain their expertise.For example:

■ HCPs are struggling to balancepatient, practice and learning needs.

■ Life Sciences companies are receivingincreased requests to developdifferentiated and personalizedinformation delivery.

■ HCPs are increasingly using internet-based information sources as part oftheir regular practice activities andcontinuous learning.

As a result, Life Sciences companies areopting to supplement the traditionalsales force face-to-face model with amulti-channel integrated campaign

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Figure 1. Closed Loop Marketing Overview

Life Sciences Leading Practices

� Strategic promotional planning f rom cycle to cycle� Targeted campaigns and tactics with well-def ined

customer groups and segments� Managed marketing spend and compliance

enabled by analytical tools and processes

Business Practices

� Shorter, f lexible and more business cycles for ref inement of campaigns and tactics

� Advanced analytics and reporting to monitor marketing spend

� Actionable insights generated f rom end of cycle performance indicators and reporting

� Discipline and accountability in marketing budget and spend

Business Benefits

� Increased awareness and transparency of sales and marketing spend

� Spend compliance� Cycle time reductions� Reduced cost� Improved promotional ROI

Closed Loop Marketing Cycle

Analytics

Feedback

Execution

MarketingPlanning

Customer Centric Marketing

Marketing Planning

ExecutionFeedback

Analytics

� Comprehensive analysis of channel feedback, sales, and customer data

� Enables ref inement of customer segments

� Customer informationtracked f rom all channels

� Feedback cycles accelerated

� Enables multiple short iterations

� Messages and channel mix tailored to segments

� Closer functional alignment between sales and marketing

� Personalized services delivered through HCP-preferred channels

approach. In doing so, they are mixingtraditional channels such as call center,web portal and speaker events withnew channels such as web-basedsampling, web publishers and socialmedia.

Despite the diversity this approachimplies, there are commondenominators:

1. The promotional model is movingfrom a push to a pull model:

– Enabling feedback from customerson channel/content preferencesand activity

– Driving interactions withcustomers and learning from theseinteractions

2.Providing revised value-addedservices based on customerinteraction feedback

comprehensive planning, focusedproject management andimplementation effort, andorganizational investment. As we willsee later, the latter manifests itself notonly in resource investment but alsoorganizational change management.

That said, there are several basicbuilding blocks that make up the“central nervous system” of Multi-Channel and Closed Loop Marketing.These building blocks are illustrated inFigure 2 below.

These building blocks need to beenabled by designing andimplementing a techno-functionalarchitecture that integratesHCP/customer interfaces, applications,decisions and operations support,reporting, and analytic insights withtechnology infrastructure.

3.Creating a robust analytics enginethat drives promotional decisionmaking

This integrated Multi-Channel portfolioof services needs to be coupled withClosed Loop Marketing to deliver a truecustomer and HCP personalizedexperience based on needs andpreferences.

How Do You Get There?

In a way, Closed Loop Marketing is nota new concept; its origins stem frommanufacturing process constructs suchas TQM’s Plan, Act, Measure aspects.However, based on the experience ofmany Life Science companies, the pathto building Multi-Channel and ClosedLoop Marketing requires careful,

Leveraging Multi-Channel and Closed Loop Marketing Customer Centric Sales and Marketing for Health Care Professionals 3


Figure 2 . Closed Loop Marketing Building Blocks

Analytics

Brand

Planning Execution Feedback

Data

To-be

Building

Blocks

Analytics

1.Analyze data from multiple sources / channels

2.Conduct behavioral and attitudinal segmentation

3.Conduct ongoing simulation and predictive analytics

4.Develop, distribute and drive relevant implementation of actionable insights

Brand Planning

1.Finalize customer segmentation and message positioning

2.Develop brand tactical plan

3.Provide direction to agencies on content development

4.Develop customer contact strategies

Campaign

Management

1.Based on brand tactical plan: organize, allocate and prioritize campaigns

2.Consider how Closed Loop Marketing will be implemented in the field (impact on plan of action)

3.Track progress vs. plan

4.Ensure budgetary oversight against plan

5.Fine-tune, adjust and optimize campaigns

Execution

Sales Force Enablement1.Execute campaigns

within sales force 2.Communicate to sales

force regarding campaigns in other channels

Multi-Channel Enablement1.Execute campaigns by

leveraging other channels

Feedback Data

1.Collect feedback from multiple channels. For example:

i. HCP interaction data from Tablet PC

ii.HCP call center interaction data

iii.Data from speaker programs

Campaign

Management

Brand and

Content Management

Technology aspects of Multi-ChannelClosed Loop Marketing include severaldimensions — all of which need to bemanaged in a step-wise and holistic,integrated manner. These technologydimensions include:

■ Customer-facing applications (tabletdetailing, contact center, webapplications, social mediaapplications, etc.)

■ Processes and technology to managethe flow of data from central sales andmarketing channels (HCP/customertargeting and content out to thechannels; activity tracking back)

■ Content management processes andsystems to manage, create, review,measure and optimize Multi-Channelmessaging

■ Data repositories for HCPtransactional activity and as part ofenterprise data warehouse

■ Customer master data management(including customer & HCPprofiles/history and changegovernance).

■ Integration with other key systems(including: SFA, CRM, ERP, HCPaggregate spend and others).

Moreover, companies that have beensuccessful in achieving Multi-ChannelClosed Loop Marketing have succeededin coupling techno-functionalarchitecture with the vision of how thepeople, process and technology aspectsof the business will change. In doingso, they have thought through how toachieve a consistent customer experience

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Figure 3. Multi-Channel & Closed Loop Marketing Conceptual Architecture

Market &

Brand Insights

Master data, data warehouse, and operational data store:

Sales force automation, customer & HCP profiles/history

Marketing

Platforms

Sales

Platforms

Customer

Services & Support Platforms

HCP & Consumer Interfaces

eChannel

activity

insights

Analytics

& modeling

Survey

Segmentation

Brand

planning

MMarkkettiing SSalles CCusttomer

Customer-Facing Application Decision & Operations Support

� Samples management

� E-sourcing & E-procurement

� Distribution & logistics

� Reporting & analysis

� Data services

� Database marketing

� Analytics

� Campaign management

� Content management

� Interactive marketing

� Tablet detailing

� Tele-sales

� Samples, couponing and vouchers

� Payormanagement

� Case management

� Help desk

� E-sampling

� Video detailing

� Social media

� Web & mobile content management

E-Mail Face-to-Face Web/Self-Service Call Center

� Inquiries� Couponing� Sales call requests

� E-detailing� Tablet-assisted visits� KOL & other events

� Social media� Web� Mobile on-demand

� Detailing� Sales call follow-up

CCCuusstttoommeerr-FFFaacciiinngg AAAppppllliiiccaatttiiioonn DDDeecciiissiiioonn &&& OOOppeerraatttiiioonnss SSSuuppppoorrtttrrr

Sales call requests KOL & other events Mobile on demand

Cross-Channel Campaign & Customer Experience Management,

Customer Engagement Business Rules & Cross-Channel Optimization

■ Providing content accessibility to thecontent owners for the variouschannels

■ Accepting a variety of content filetypes that are used to develop thecontent

■ Storing content tagging and metadatainformation

■ Documenting which channels areutilizing each piece of content

■ Tracking versions, notifying contentusers of updates, and verifying thatthe updates are applied

Content Tagging is CriticalRobust content tagging and metadataare necessary to facilitate the effectiveanalyses of content use. A standardizedmethodology is needed in the contentmanagement process that allowscontent creators to tag content in a waythat is meaningful and consistent. Thisenables those who analyze CLMreporting data to link HCP activitieswith tagged content. This informationshould be stored and approved via thecontent management system. This iscritical — if the content subsets are notproperly tagged, their use cannot beeffectively tracked.

Closed Loop Marketing MaturityContinuum – a Roadmap forSuccess

Many companies, including those onthe “bleeding edge” of Closed LoopMarketing, have had success achievingCLM within channels, but difficultyachieving CLM across channels. Inmany ways, this experience illustratesthe importance of thinking through thelong term vision for Multi-ChannelClosed Loop Marketing. Having a

for their go-to-market approach acrosschannels. By doing this, they ensurethat when a HCP moves from channelA to channel B, they will have asimilarly branded experience. This hasproven to be a critical success factor inenhancing brand equity.

Effective Use of Content in Multi-Channel Closed Loop Marketing

Life Sciences companies are utilizingcontent across channels in their Multi-Channel Closed Loop Marketinginitiatives in an effort to achieve theefficiency and value of the “write once,reuse multiple times” vision. But totruly achieve this efficiency, the contentmanagement process still needs toaddress medical, legal and regulatory(MLR) review in a similar manner:“review and approve once, reusemultiple times.” This has been easiersaid than done, with cultural andsystem MLR considerations being slowto change. In many cases, the samecontent is being reviewed in MLR for aprinted patient brochure, and thengoing through another MLR review forthe brand website, and then anotherMLR review for a tablet detailingpresentation. With the increasingnumber of marketing channelscombined with the time and resourcedemands that MLR requires, things canget costly if the content managementprocess does not streamline MLR sothat content is approved for multiplepurposes.

Version ControlWith content being shared acrossmultiple channels, it is important toensure that any content change iscorrectly applied to each of thechannels utilizing it. That is where awell-thought-out content managementsystem can add value by:



vision helps establish a “step-wise”development approach versus aniterative, silo approach. While thelatter may yield quicker gains withineach channel, a siloed approach makesit more difficult to achieve the holisticbenefits of Multi-Channel Closed LoopMarketing.

Also, it is equally important to assessyour current state of CLM maturity.Capgemini often finds companies in the“traditional” state of the CLM maturitycontinuum (Figure 4.), struggling to“band-aid” their commercial modeland/or companies that have conductedsome pilots in the “evolving” band ofmaturity. The current state assessmentadds value not only by identifyingissues that need to be remedied butalso assets and strengths that should bepreserved and nurtured.

The journey to realizing the Multi-Channel Closed Loop Marketing vision

is rarely a project. Multi-ChannelClosed Loop Marketing is a strategicinitiative, a program made up of anumber of projects, all inter-dependentand most developing at different speedsand with different sponsorships.Viewed that way, it is a businesstransformation map, highlighted withmilestones of significant tacticalchanges — and accompanying people,process and technology changes, with aroadmap describing how your go-to-market strategy and tactics will changeover time.

A strong, empowered, centralizedMulti-Channel Closed Loop MarketingProject Management Office (PMO) isneeded to provide the unifyingprogram planning and governancenecessary to ensure the program ismoving effectively toward its vision. Infact, the maturity model illustrated inFigure 4 also serves as animplementation roadmap, highlighting

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Figure 4. CLM Maturity Continuum

Traditional State Evolving State Target State

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is &

Segm

enta

tion

Organization Design Customer Data Channels Technology

Future State

ProductFocus

Product centric Customer-focused planning

CustomerCentricity

Reactive:

Prescription data

Functional / siloed

Silos &

dispar

ate

system

s

Sales

ch

anne

lpri

macy

Ad-h

ocap

plica

tions

Predictive:

Behavioral data

Design around

customer se

gments

Action

able

data

Mul

ti-ch

anne

lin

tegr

atio

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omm

on s

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ce

mod

el

Customer feedback-based strategy

Segmentation-based

modeling

Collaborative &

cross-

functional

structu

re

Unified

view

of

custo

mer

Mul

tiple

ch

anne

ls

Com

mon

mod

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& in

tegr

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ap

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Marketing until your company canbehave toward customers with theprocess, practices and analyticalsophistication of a company likeAmazon.com. In fact, many have beenrecipients of Amazon.com’s suggestionssuch as “since you purchased this, wethought you would like…” or “basedon your past purchase, we thought youwould like…” To make thesesuggestions, Amazon.com uses amathematical engine using a techniqueknown as collaborative filtering thattaps into a huge database about youand many others.

The good news is that one of CLM’sguiding principles is to provideincremental reporting and analyticcapabilities. We’ll discuss reportingand analytics in the next sections.

Companies who have been successful atmanaging the “data waves” that comewith Multi-Channel Closed LoopMarketing have embraced an importantprinciple — focus on data that is

actionable. For example, a significantpart of the value of Closed LoopMarketing is comparing results vs.expectations. Simply put, what was theplanned result for a given marketingtactic vs. what was actuallyaccomplished? CLM helps not onlymeasure this difference but alsoidentifies key learnings that can beincorporated into future marketingactions.

This data is also available at a verygranular level. For example, it iscommon to receive specific trackinginformation about the channel activityof Dr. Robert Johnson, an Oncologistlocated at 411 Main Street, Rockport,Mass. This level of granularity providesthe ability to build a mosaic of HCPactivity patterns, which can producevery powerful learning for how tomarket to Dr. Johnson and those likehim.

Figure 5 illustrates “bands” of reportingmaturity development from single-

the right time for investments to bemade as well as the cross dependenciesbetween initiatives.

Analytics Development: YouDon’t Have to Eat the ElephantAll at Once

One of the common denominators toMulti-Channel Closed Loop Marketingcompany experiences is that they aregoing to receive new data — lots of newdata. In fact, the amount of new datahas been likened to a series of 35-footwaves crashing toward the shore, withthe challenge to sort the water in thesewaves into neat data categories andreports! As if that weren’t challengingenough, companies have found thatthis data requires significant filteringbefore it can be effective.

Compounding this challenge is thenotion many have developed that youcannot achieve value from Closed Loop



Figure 5. One of CLM’s Guiding Principles Is to Provide Business Value by Delivering Incremental Reporting Capabilities.

Bu

sin

es

s V

alu

e/

Co

mp

lex

ity

of

An

aly

tic

s

Level of Data Integration

Message

use

Single

channel with

sales impact

Single to cross-

channel with

sales impact

Multi-

channel with

sales impact

Multi-

channel

enterprise

view

Analytics

Reporting Capabilities

Data Availability

Sales

performance

Sales

trending

Sales force

optimization

Sales force

effectiveness

Business

intelligenceOperational

business

intelligence

eChannel

data

early viewSingle

channel

Access to

customers

Message

effectiveness

Customer

segmentation

Marketing

mix optimization

Business

performance

management

Predictive

analytics

channel reporting to cross-channelreporting and, finally, to channel mixoptimization. The important point isthat each “maturity band” can yieldsubstantial value to the organization.

Reporting development usuallyprecedes analytic development a bit.For example, it is a solid, leadingpractice to begin by establishingoperational/activity (who, what, when,where) reporting. This type of reportinghelps to identify trends and patternswhich spark questions, often causal innature that starts the analytic process inmotion. The answers to thesequestions result in more detailed andinsightful reports, which, in turn, resultin more questions. This Closed Loop“business intelligence spiral” fuels alearning cycle that enables continuousimprovement of marketing programs.

The Closed Loop analytic process ofanswering increasingly sophisticatedquestions starts with basic businessanalysis tools and requires more

sophisticated tools used at highermaturity levels, which is illustrated inFigure 6 below.

Is Multi-Channel Closed LoopMarketing Worth It?

Consider three data views about threeseparate channels:

1.70% of smart phone/PDA users sayit is essential to professionalpractice, and 34% use it duringpatient consultations. Physicianshave indicated they prefer to use aPDA for prescription dosage,formulary status, and drug referencecompared to a computer.

2.75% of physicians show interest inordering samples online.

3.Three, compelling tablet-detailingcase studies are provided in Figure 7.

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Figure 6. Closed Loop Marketing’s Reporting Enables Progressive Levels of Analytics Maturity Development.

1 2 3 4

Basic Business

Analytics

Criteria:� Volume� Share� Regional factors � Channel factors � Trend analysis

Segmentation

Analytics

Segmentation is based on a combination of the following criteria:� Business metrics� Behavior, attitudes and

propensities� Personal and

professional information� Preferences and needs

Segmentation can also include:� Regional factors� Volume / value� Event impact

Outcomes include:� Actionable insights � Explanatory power

Collaborative Filtering

Analytics are based on:� Identifying affinities and

linked events within segments

This impacts:� Messaging content� Gap analysis of behaviors � Suggestions about related

messages� Rx bundling

Predictive Analytics

Analytics are based on:� Simulating results of

activities � Comprehensive trend

analysis Results in:� Predictive analysis vs.

expected behavioral change

� Comprehensive rationale to allocate resources

� Enabling better forecasting and sales/ supply chain management

For example, experience has shownthat sales representatives have a “Big-Brother fear” of alternate channels.Experience indicates that salesrepresentatives often fear thatdata/systems will be used to micro-manage them, critique them or tojustify reducing headcount. Manycompanies have painful experiences ofsales representatives rejecting (orgerrymandering) the data and systemsbecause of these beliefs.

However, other companies havesuccessfully managed this risk by beingtransparent with sales representativesabout why and how this data will beused as well as telling them how thedata will not be used. Thesecompanies have used comprehensiveOrganizational Change Managementprograms, including communicationand training, to mitigate these risks.Some companies have gone so far as to“turn off” certain data fields todemonstrate to sales representativestheir commitment to success. Thesecompanies have experienced stunningsuccess, with high adoption rates andmeasureable upticks in market share.

The underlying reason for thesepositive results is that these newapproaches enable the use of richer,more compelling content that containsrich graphics, more data, videos of keyopinion leader and patient case studiesand more. The bottom line is thatMulti-Channel and Closed LoopMarketing offers venues to send morecompelling content and messaging insuch a way as to help increase customerreach, brand awareness and brandequity with efficiency and effectiveness.

But that’s not to say these complexsystems are without pitfalls. In fact,Capgemini has identified a number ofkey Multi-Channel Closed LoopMarketing issues and accompanyinglearnings, which are provided in Figure 8 featured on the next page.

Finally, there is another key learningfrom the experience many companieshave had with tablet detailing. Thislearning actually transcends thatparticular channel and applies to allchannels in the Multi-Channelecosystem; namely user/stakeholderadoption is one of the key factors forsuccess.



Figure 7. Key Benefits from Using Tablet Detailing: Three Pharma Case Studies

� Sales representatives reported more face-to-face time, improved message recall and improved clarity with the physician as a result of using the tablet PC

� Better access to sales-averse physicians

� 65% of physicians felt tablet-equipped sales representatives generated higher-quality interactions

� 62% of physicians found the overall tablet PC call experience to be more valuable than paper

� 75% increase in commitment to brand

� Over 2/3 of physicians found sales representatives to be more credible and calls to be more impactful when a tablet PC was used

� 63% of physicians indicated a preference for e-detailing

Pharma 1 Pharma 2 Pharma 3

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Figure 8. Multi-Channel Closed Loop Marketing: Lessons Learned

� Set-up clear PMO with clear accountabilities and hand-offs across work streams.� Identify CLM organizational gaps early in the project and develop plan to fill those

gaps, specifically with respect to analytics.� Ensure strong leadership and engagement of work streams.

− Clear understanding of the functional interdependencies− Empowered to prioritize over other projects / resource demands

� Prior to launch with an entire sales force, pilot CLM capability with a small group of representatives.

� Create “lessons learned” forums to share insights across work streams from different CLM launches.

Idg

� E−−

� Po

� C

PMO

� Ensure clear understanding of end-to-end “closed loop” process and the associated interdependencies.

� Work closely with client’s Medical/Legal/Regulatory (MLR) group early to define CLM rapid content review process for brands and agencies to follow; process needs to “fit” MLR guidelines and take full advantage of the CLM capabilities.

� Segment customers into manageable number of segments.� Over time, shift from linear message management processes to continuous cycle

of refinement.

a� W

Cn

� S� O

o

Business

Processes

Change

Management

� Foster brand/agency readiness: Involve agencies in the development of the CLM model.

� Involve the sales force in developing the solution; A best practice is to kick-off a “change champion” network and leverage change champions to demonstrate the value of CLM to their peers.

� Be transparent with the sales force to ensure their buy-in. Explain what data will be used and why; Focus on measuring customer responses, not sales rep behaviors.

� Leverage the “change champion” sales representatives as leaders for training —promote change from within.

� Provide sufficient training for marketers as CLM is changing their job significantly (e.g. tagging and tracking content, developing digital content, designing channel strategies.)

� Provide diverse training venues to the sales representatives to ensure that they master the new way of selling.

� Lp

� P(es

� Pm

Training

� Invest effort in developing detailed architecture up front.� Validate and adjust architecture via pilots.� Assess digitization and management of assets/content up front.� Create / leverage customer data repository; ensure data quality.� Leverage DAM, MRM and CM technologies/processes.

� In� V�� A� C� L

Technology

For more information, please contact:

Shakthi KumarVP, Life Sciences LeaderNorth America+1 973 870 [email protected]

Barry O’BrienPrincipal, Life SciencesNorth America+1 732 995 [email protected]

Summary:

Based on research and surveys, it seemsthat tablet detailing has become “tablestakes” with HCPs. That is, usingdigital content for detailing has becomean expectation for HCPs. Companieswho use paper detailing are beginningto have an inherent disadvantage.

Given the reliance HCPs are developingon just-in-time information, whetherobtained on the internet or by phone,Multi-Channel services are becomingan HCP’s expectation, as well. LifeSciences companies that establish wellorganized, effective, integrated Multi-Channel Closed Loop Marketingsystems can achieve significantmarketplace differentiation.

Multi-Channel Closed Loop Marketingsuccess requires comprehensivevisioning; with stepwiseimplementation, guided by a roadmapand integrated project plan.

1.Develop an assessment of yourcurrent closed loop marketingsituation

2.Form your Multi-Channel visionwith key stakeholders

3.Put together an implementationroadmap and a centralized PMO tomanage it

4.Build a techno-functionalarchitecture to support the roadmap

5.Invest in Organizational ChangeManagement to instill soliduser/stakeholder adoption

6.Develop data management processesthat provide organizationalconfidence and exercisedata/reporting transparency tosolidify user/stakeholder buy in

Capgemini, one of theworld’s foremost providers of

consulting, technology and outsourcingservices, enables its clients to transformand perform through technologies.Capgemini provides its clients withinsights and capabilities that boost theirfreedom to achieve superior resultsthrough a unique way of working, theCollaborative Business ExperienceTM. TheGroup relies on its global delivery modelcalled Rightshore®, which aims to get theright balance of the best talent from

multiple locations, working as one team tocreate and deliver the optimum solutionfor clients. Present in more than 40countries, Capgemini reported 2010global revenues of EUR 8.7 billion(approximately USD $11.5 billion) andemploys around 110,000 peopleworldwide.

More information is available atwww.us.capgemini.com.

Rightshore®is a trademark belonging to Capgemini

About Capgemini

The information contained herein is general in nature and is not intended, and should not be construed asprofessional advice or opinion provided by Capgemini U.S. LLC (Capgemini) to the user. While everyeffort has been made to offer current and accurate information, errors can occur. This information isprovided as is, with no guaranty of completeness, accuracy, or timeliness, and without warranty of anykind, express or implied, including any warranty of performance, merchantability, or fitness for a particularpurpose. In addition, changes may be made in this information from time to time without notice to theuser.

The user also is cautioned that this material may not be applicable to, or suitable for, the user’s specificcircumstances or needs, and may require consideration of additional factors if any action is to becontemplated. The user should contact a Capgemini professional prior to taking any action based uponthis information. Capgemini assumes no obligation to inform the reader of any changes in law, businessenvironment, or other factors that could affect the information contained herein.

© Copyright 2011 Capgemini U.S. LLC. All rights reserved. No part of this document may bereproduced, retransmitted or otherwise redistributed in any form or by any means, electronic ormechanical, including by photocopying, facsimile transmission, recording, rekeying, or using anyinformation storage and retrieval system, without written permission from Capgemini. LS

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Leveraging Multi-Channel and Closed Loop Marketing · Leveraging Multi-Channel and Closed Loop Marketing Customer Centric Sales and Marketing for Health Care Professionals 3 ... Sales