mcm maturity index - indegene€¦ · levels in the mcm maturity model ... customers (healthcare...

MCMMATURITY

INDEX

“Indegene’s perspective on understanding the maturity of multichannel marketing (MCM) initiatives of pharma companies with consideration to 2 main attributes – customer centricity and operational efficiency also elaborating on the key enablers that are pivotal to improving an organization’s MCM Maturity quotient.”

AN INDEGENE PERSPECTIVE

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Contents

Executive Summary .........................................................................03

Research Scope..................................................................................04

Introduction .........................................................................................05

Multichannel Marketing in Pharma .........................................................................................05

Levels in the MCM Maturity Model.................................................................................. 06

Levers of the MCM Model........................................................................................................07

Indegene’s approach to arriving at the MCM Maturity Score .................. 09

Epilogue and Closing Thoughts ................................................ 10

MCM MATURITY INDEX

© PHARMAFUTURE™. All rights reserved.

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Executive SummaryAlthough initially perceived as reluctant adopters, pharma companies are riding on the wave

of digital revolution these days. They cannot risk standing on the periphery by only providing

transactional, point-in-time solutions and are hence making the transition by implementing

digital campaigns and initiatives that support content that is sourced globally, yet is tailored

to local needs. They are exploring a multitude of initiatives to engage better with the

customers (healthcare providers [HCPs]) across various channels. However, it remains to be

seen if the efforts invested in these initiatives are actually leading to fruition.

One of the approaches to appraise the efforts of the pharma companies is a Multichannel

Maturity Model that provides a holistic perspective on the effectiveness of their initiatives on 2

broad parameters, namely customer experience (Cx) and operational excellence (Ox).

To qualify as an organization that is truly ahead of its competitors in terms of MCM maturity,

pharma companies should ensure that several enablers such as content, analytics, channels,

culture, infrastructure, operations, and organization structure are all moving in tandem with

each other and in the right direction. This report seeks to lay a foundation to elucidate the

MCM maturity model as well as briefly describe the key enablers that should be focused upon

to improve an organization’s MCM maturity quotient.

I. CUSTOMER EXPERIENCE

The voice of customers (HCPs) gauges the

efforts driven by the pharma companies, with a

focus on customer centricity

II. OPERATIONAL EXCELLENCE

It is the degree of efficiency in channeling the

organization’s resources while delivering

customer experience

MCM MATURITY INDEX


Research Scope

To gauge the feedback of these target customers, we reached out to a pool of HCPs (in the

USA) as a part of our research for the whitepaper to understand their take on the MCM

initiatives of the pharma companies.

Companies mentioned in this report are as follows:

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MCM MATURITY INDEX


IntroductionMultichannel Marketing in Pharma

Pharma companies are exploring and leveraging a slew of MCM strategies backed by

robust analytics to increase their engagement with HCPs. They should push the

envelope by exploring new technologies and channels to make the experience more

valuable, convenient, and personalized for their customers. Digitally mature industries

have set the benchmark very high in terms of how they engage with their customers.

Pharma companies can take a page from their book to implement similar customer

engagement initiatives by moving all critical levers (content, infrastructure, channels,

etc.) in a synchronized manner, while also being able to optimize these initiatives

through analytics enablement to track performance. However, it still remains to be

seen if these efforts also eventually translate into value add for the end customers –

the HCPs.

The survey results reveal that only 37% of the HCPs feel that their preferred mode of

channel (such as iDetail aid/Email/Web/MSL/Seminar, etc.) is able to address their

content-related requirements from the pharma companies. This brings us to the point

that we are trying to drive home that pharma companies should become more

cognizant and receptive of customer feedback while at the same time should be able

to optimize on their MCM operations. A pertinent question to be asked at this juncture

is – how can pharma companies identify the areas that they need to focus on in order

to realize the value of all the investments that they are making on the digital front?

What can be the roadmap to success on the digital journey and what would be the

next steps that can be undertaken in this direction?

One way to look at all the above questions would be to assign an MCM Maturity score

to all pharma companies, which will not only give them a relative ranking as to how

they fare with respect to each other but also help them to zero in on tactical measures

that would help them move forward on the maturity continuum. Hence, without further

ado, let us take a deep dive into the crux of the report – The MCM Maturity Model.

1We surveyed HCPs based out of the US and from specialties – Neuro, Oncology, and Metabolic.

05 \

MCM MATURITY INDEX


Holistic MCM Maturity Model

• Majority of the

engagement is via

traditional/legacy

channels (non-digital) and

is product centric

• Limited/few channels in

the MCM stack initiated

Indegene MCM Maturity Model for driving unified customer experience is Indegene’s point of

view on how this digital transformation journey can be planned. The overall maturity is measured

over 2 key parameters – Cx and Ox. A balance between both these parameters is imperative to

ensure that all the possible levers are streamlined to move in tandem with each other. The

various levels in the continuum are defined as below:

LEVEL 0Traditional Product

Centric Outreach

• Multiple channels apart

from the legacy ones are in

use (good mix of digital and

non-digital tactics in play)

• There is little/no

integration across channels

(siloed operations)

LEVEL 1Multichannel Product

Centric Experience

• The Channels operate in

sync

• Data integration is done

across all the channels

LEVEL 2Integrated

Customer Outreach

• Unified and integrated

experience is delivered by

global/regional/country

teams across brands,

across channels, and

across business units (BUs)

• Organization-wide

customer centricity is

initiated

LEVEL 3Omni-organizational

Integrated Experience

• Highly personalized

experience is provided for

specific/individual

customer segments (eg,

HCP segments)

• Accountable MCM

communication is initiated

(strong correlation

between MCM and

business outcomes)

LEVEL 4Personalized Experience With

Operational Accountability

• Orchestration of

personalized experiences

is initiated across diverse

customer segments (Key

Opinion Leaders [KOLs],

HCPs, patients,

government bodies,

think-tanks, and policy

makers)

LEVEL 5Personalized Multi Stakeholder

Journey with Overall Accountability

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MCM MATURITY INDEX


Vertical Levers of the MCM Model

These are the functional levers that should be pushed and moved in an integrated manner to

help an organization achieve its MCM objectives.

This model offers a calibrated approach to ascertain the current maturity level of an organization

on a set of 7 levers – 3 Vertical Levers and 4 Horizontal Levers. These levers are defined as

follows:

Channel

Standards in channel

operations in context

of supporting rich and

personalized

customer experience

Data and Analytics

Quality of data aggregation

across customer

touchpoints and integration

with operations and

business outcomes

Content

Degree of personalization,

atomicity, analytics

enablement, KPI

optimization, and

automation

Horizontal Levers of the MCM Model

The horizontal layer comprises the enablers at the organizational level that are like hygiene

factors for any MCM initiative to work well.

Operations

Quality of workflows,

processes, and division of

labor across functions and

across vendor ecosystem

Availability and application of

marketing technology stack

across the digital supply

chainInfrastructure

Team structures and

capabilities across brands,

across BUs, and across

markets

Collaboration,

decision-making, and

risk-taking abilities across

teams and across functionsOrganization Culture

07 \

MCM MATURITY INDEX


Pharma companies are leaving no stone unturned to realize return on investment (ROI) on

their initiatives on the digital front; however, in spite of all these efforts, and unfortunately so,

such initiatives have often not lived to their full potential and have fallen short of the original

promise.

Perhaps, the single biggest reason is lack of robust and well-coordinated interplay among all

the underlying levers – content, channel, data and analytics, infrastructure, organization,

culture, and operations. With reference to the example below (Figure 1), even though an

organization may have made greatest investments in state-of-the-art marketing tech stack,

the overall MCM maturity could still be toward the lower end of the spectrum, as other levers

such as infrastructure, operations, and culture have not been pushed in the right direction. For

pharma companies, this portends a need to make systemic and integrated efforts at the

organizational level rather than operating in silos.

All these levers must move in tandem and like a well-oiled

machinery to enable an organization to move in the right

direction of the MCM Maturity Continuum

Content

Channel

Analytics

Infrastructural

Operational

Organizational

Cultural

Traditional

Product

Centric

Outreach

Multichannel

Product

Centric

Experience

Integrated

Customer

Outreach

Omni

Organizational

Integrated

Experience

Personalized

Experience

With

Operational

Accountability

Personalized

Multi Stakeholder

Journey With

Overall

Accountability

Figure 1: Illustrative variation of maturity levels across all levers.

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MCM MATURITY INDEX


Indegene’s approach to arriving at theMCM Maturity score

To arrive at an organization’s MCM maturity, a thorough assessment of the current state can

be deployed that includes several data inputs such as surveys, audits, etc. At Indegene, the

Indegene Discover Methodology (Figure 2) includes a comprehensive diagnostic tool to

assign a score to each of the 7 critical levers. Based on the score for each lever, holistic

organizational MCM maturity is calculated. Once the maturity level has been gauged, a

thorough gap analysis can be conducted. Indegene partners with its customers to

co-develop a customized roadmap to determine how each lever can be moved to nudge the

organization toward greater holistic MCM maturity. To enable this transition, the repertoire

includes a comprehensive suite of templates (financial, governance, and processes),

operating models, and technology/platform recommendations that are tailor made and

optimized to cater to the client’s unique needs.

This bundled offering is rolled out for the client and is monitored over short-, medium-, and

long-term milestones. Quick wins are established and an entire benefits realization track is

formulated to gauge the success of this approach.

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MCM MATURITY INDEX


Draft

Customized

Roadmap

Conduct

Gap

Analysis

Indegene Discover Methodology is a comprehensive

diagnostic tool that gauges the current MCM maturity of an

organization by triangulating data from sources such as

end-customers surveys (HCP surveys), interviews across

various client stakeholder groups, independent asset

audits, and Indegene’s benchmarking data repository from

other clients. A cumulative score emanating from these

data sources indicates how the organization is performing

currently and helps identify the gaps that need to be

plugged to move to the next level.

Current State

MCM Maturity

Score

*Algorithm

*Algorithm: assigning weightages to all parameters and normalizing data to arrive at cumulative scores

Figure 2: Indegene Discover Methodology.

Benchmarking DataIndegene’s repository

gathered across

engagements with top

pharma companies

Secondary Review

(Independent

audit of client’s

assets)

Primary Questionnaire

(End-customer/HCP

surveys + Pharma

Marketer surveys)

�Process Due Diligence

(Interviews across the

various client stakeholder

groups)

Future State

MCM Maturity

Score

/ 10

MCM MATURITY INDEX


Epilogue andClosing Thoughts

Pharma companies are re-strategizing their priorities in order to become digitally

savvy. In doing so, they are making internal organizational realignments, investing in

marketing technologies, and partnering with strategic vendors to enable

transformation.

To support this transition seamlessly, the Indegene MCM Maturity Score is the prism to

offer pharma companies a 360 degree viewpoint to gauge if they are pressing the right

buttons to reap maximum benefits and stay ahead of the competition. Through our

well-researched and holistic “Indegene Discover” methodology, we can help pharma

companies with the assessment of their current state in terms of MCM Maturity. With

this analysis as the baseline, we will conduct a gap analysis and devise a customized

roadmap to help our client climb up on the maturity continuum.

If you are a Pharma Marketer and are keen to understand more about how your digital

capabilities fare vis-à-vis your competitor, please contact us at

[email protected] to understand more about our consultative “Indegene

Discover” methodology and how it may benefit your business.

• All findings, inferences, and data shared in this report are solely the views of the respondents and may, or may not

represent the views of any organization.

• PharmaFuture™ bears no liability in any capacity to the authenticity, accuracy, or completeness of the information shared.

• PharmaFuture™ has in no way modified or influenced the results presented in this report, which contains information in

summary form and is therefore intended for general guidance only. It is not intended to be a substitute for detailed

research or the exercise of professional judgment. PharmaFuture is not liable for any loss occasioned to any person

acting, or refraining from acting, as a result of any material in this publication.

• If you intend to reuse, copy, or reproduce any content in the report in any form, due credit has to be given to Indegene by

mentioning “Source: MCM MATURITY INDEX” as the source of information for all reproductions.

• To reproduce, copy, or use any or all parts of this report for commercial, non-commercial, or academic purposes, express

written permission must be sought by writing to [email protected]

Disclaimer

11 \11 \

MCM MATURITY INDEX


MCMMATURITY

INDEXAN INDEGENE PERSPECTIVE


PharmaFuture™ (www.pharmafuture.org) is a global thought-leadership forum for senior

pharmaceutical executives. Its objective is to present the market realities through credible market

research and bring together senior leaders of the industry in an interactive setting to discuss key

challenges facing the industry, to share experiences, and to brainstorm ideas and solutions to drive

better health and business outcomes.

PharmaFuture™ is an initiative of Indegene—a leading global healthcare solutions company that

integrates medical/pharma expertise, technology, analytics, and operational excellence to address

some of the big challenges in the industry.

ABOUT PHARMAFUTURE™

CONTENTMATURITY


“Indegene’s perspective on understanding the maturity of multichannel marketing initiatives of pharma companies with consideration to 2 main attributes – customer centricity and operational efficiency, also elaborating on the key enablers that are pivotal to improving an organization’s CONTENT Maturity quotient.”

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CONTENT MATURITY INDEX


Contents

Executive Summary .........................................................................03

Spotlight | Content Maturity Model.........................................05

A Deep Dive Into The Content Lever.....................................................................................05

Content Maturity Debrief..................................................................................................................05

Key Parameters for Gauging the Operational Excellence ..................................07

Adaptive.................................................................................................................................................... 10

Analytics Enabled ..............................................................................................................................11

Intelligent Automation...................................................................................................................12

Key Parameters for Gauging Customer Experience.................................................14

Personalization ................................................................................................................................... 16

Key Performance Indicator (KPI) Optimized...............................................................17

Data Analysis and Interpretation .............................................. 19

Interpretation.........................................................................................................................................19

What Do These Scores Mean for the Pharma Companies? .......................19

Customer Experience Scores | Insights........................................................................20

Operational Excellence Scores | Insights.................................................................... 22

Research Methodology .................................................................. 25

Data Sources Leveraged........................................................................................................... 25

Epilogue and Closing Thoughts ................................................27


03\© PHARMAFUTURE™. All rights reserved.

Executive SummaryPharma companies invest heavily in effort and resources to produce content across a

multitude of channels, which can be shared with the end customers – the healthcare

professionals (HCPs). The channels span from iDetails to websites to print media (such as

newsletters, print banners, etc) to emails (rep-triggered mails and mass mailers). In order to

understand the return on investment (RoI) of the shareable content, it is imperative for these

companies to gauge how effective and useful the content deployed is for the HCPs.

One of the methods to gauge this is the Content Maturity framework which is an approach by

Indegene to appraise the efforts of the pharma companies’ Multichannel Marketing (MCM)

Maturity Model with reference to content deployment and provides a holistic perspective on

the effectiveness of their initiatives on 2 broad parameters:

The scores achieved by the pharma companies on the Content Maturity framework show the

best practices of the top performers. Insights of this report are highly beneficial for others to

alter their strategies and achieve what it takes to be successful in today’s digital age.

I. CUSTOMER EXPERIENCE (Cx)

Refers to the voice of customers (HCPs) and is

an appraisal of the efforts that the pharma

companies are driving with focus on customer

centricity

II. OPERATIONAL EXCELLENCE (Ox)

Refers to the degree of efficiency in

channelizing the organization’s resources

while delivering great customer experience


/04 © PHARMAFUTURE™. All rights reserved.

Companies featured in this report



Spotlight | Content Maturity ModelA deep dive into the content lever

The MCM Maturity Model hinges on 7 key components: Content, Channel and Analytics,

Infrastructure, Operations, Organization, and Culture. Each of these significantly contributes to

evolution of the comprehensive model. In the current report, although we are addressing only

the content lever, we have also captured the interplay of all the horizontal and other vertical

levers within this lever. The other levers will be discussed in the subsequent editions of this

report.

Content maturity debrief

Pharma companies maintain a fine balance between delivering a great customer experience

and optimizing their operational efficiency. Taking this into account, the Content Maturity

Model evaluates an organization on 2 key parameters:

III. CUSTOMER EXPERIENCE (Cx)

The voice of customers (HCPs) that helps to

gauge the level of efficiency and effectiveness

of the content being shared by the pharma

companies

IV. OPERATIONAL EXCELLENCE (Ox)

The degree of efficiency in channelizing

the organization’s resources while

delivering great customer experience



A balance between both these scores is crucial to ensure that

the organization delivers efficacious customer experiences in

a sustainable manner.

Figure 1: The Content Maturity Model plots organizations on 2 main dimensions,

thereby creating 4 broad buckets.

Cu

sto

me

r E

xpe

rie

nce

(Cx)

Operational Excellence (Ox)

INTROSPECTORS

MAGNUMS

GREENHORNS

Magnums

Efficient and institutionalized setup

to deliver rich customer experience

Introspectors

Conservative in leveraging digital

channels but optimal operational

setup

Greenhorns

Minimal adoption of digital

pan-organization and suboptimal

operational setup

Orchestrators

Deliver great digital content across

channels but lack optimal

operational setup

ORCHESTRATORS



Key parameters for gauging the operational excellence

The various parameters measure operational excellence of pharma companies to optimize

their operations and realize efficiencies on costs, time, and efforts.

The tenets of an operationally optimized system include:

Table 1 elaborates the variation of Ox parameters across 5 levels (Levels 1 to 5, where

5 reflects the most mature system).

Scalable

Covers all channels and all markets

Automated

Rapid, compliant, and consistent

Intelligent

Data-driven content strategy

Considerations

Adaptive

Analytics Enabled

Siloed Content

Each country developing content for each channel for each campaign

Hard-Coded Tags, No TMS in Place

Low degree of site/CLM analytics with tags hard-coded (adhoc) and no

standards in place

L1 – Rudimentary

Limited or No Automation

Mostly manual with disintegrated system

Intelligent Automation

In order to quantify both the Cx and Ox attributes, a few key parameters have been defined.



Considerations

Adaptive

Analytics Enabled

Regional, Global Masters

Extensive usage of templates for content, defined channel content standards,

savings are quantified, overall speed to market

Mix of TMS (Enterprise Platform or Multiple Platforms)

Fragmented Site/CLM analytics with some standards in place

L2 – Foundational

Inconsistent Automation

Robotic process automation with procedural task automated


Considerations

Adaptive

Analytics Enabled

Chapters and Choices

Representation of content as chapters of content with choices, core messages

are identified and are adapted across different channel types

Inconsistent Enterprise TMS

Well-defined channel level TMS in place enabling standard/consistent

site/CLM analytics

L3 – Defined

Data-Driven Operational Optimization

Unified OS in place for coordinated workflow across content chain (content

strategy, content production, content storage, and content reuse)




Considerations

Adaptive

Analytics Enabled

Brand/Campaign/Content Pack

Content is packaged at brand/campaign level to make it more flexible and

hence consumable across all stakeholder groups

Enterprise TMS With All Third-Party and Site Analytics

Enterprise platform-of-record for TMS and standards for integration in place

for selected channels

L4 – Integrated

Intelligent Process Automation With AI and Learning System

Virtual Content Creator and AI-Driven Content Reuse exist to drive speed and

efficiencies


Considerations

Adaptive

Analytics Enabled

Fully Responsive Content

Content is available on demand to be picked up by the channel (anywhere in the

world), content is also aware which means that the various stages that the content

has been through can be tracked

Single Platform-of-Record Used – Enterprise-wide

Centralized and formalized enterprise wide tagging of content across all MCM

channels

L5 – Optimized

Data-Driven Business Optimization

Adaptive Infrastructure is in place to support new needs on Content Strategy

and Content Deployment




Adaptive

“Adaptive” refers to how easily the content can be broken down into components or

modularized to be adapted for use across various channels/campaigns/markets. By making

the content easily adaptive, pharma companies can significantly reduce redundancies and

realize time and cost savings in creation of content for a desired channel from the base

content (to any other channel). Additionally, it also results in reduced time for

Medical-Legal-Regulatory (MLR) review cycle and greater speed to market. It has been

observed that content modularization can help companies realize significant benefits.

By being able to identify core elements and components of assets, content can be adapted

across different channels without the need to reinvent the wheel from ground zero. While

working with a top 10 pharma, the Indegene team estimated that this approach can help the

client realize benefits and savings worth 45% annually. In the same vein, a similar case in point

is the feedback received from another top 20 pharma company, wherein by content

repurposing, Indegene helped the company achieve cost savings to the order of 60% and

reduce the time for production by 44%. In addition, the client was also able to get higher

quality output than previous years. Moreover, driving the use of content within templates can

reduce duplication of effort on the creative and production side and is the cornerstone for

enabling content repurpose across channels.

Variation across levels of the maturity model

There are different levels of the model. At the most nascent level of the maturity model,

content production is decentralized to the extent that it is produced separately across

different countries and channels. At the second level, it moves on to a stage wherein

organizations start establishing content standards. At the third level the “chapters and

choices” approach is leveraged. In this approach, the core elements of the content (such as

images, data/references, audio/video, etc) are identified to prepare master assets. These

master assets can be tweaked and customized while adapting across different channels and

geographies. At the fourth stage the content is packaged at brand/campaign level to make it



Analytics Enabled

“Analytics Enabled” implies leveraging a standard tagging framework, site analytics,

third-party tags, etc for assessing the performance across different channels to analyze which

assets are performing well and which are not. An effective tag management system (TMS) in

place leads to comprehensive understanding of engagement stemming from unique paid

assets in market, with analytics granularity down to placement level. It improves actionable

analysis and insights by creating time efficiencies realized in time spent in pulling out and

organizing data, which in turn leads to improvements in the data automation process.

In Indegene’s experience of implementing a TMS at a top 10 US-headquartered pharma

company, the client realized an increase in annual time savings by 90% compared with the

legacy platform that they were using. Additionally, adoption of a standardized browser QA

process led to efficiencies to the tune of 30% realized by decreased QA time for website

analytics.

more flexible and hence consumable across all stakeholder groups. The other end of the

spectrum (Level 5) on the content maturity continuum envisions “content-on-demand.” The

content at this stage of the maturity model is fully responsive and dynamic. With preset

algorithms, the next best action is picked up by the channel, meanwhile, the content is also

tracked intelligently across the journey.

In all, 90% of the pharma marketers do not see a high

degree of reuse of content both between global and local

assets and across different channels.




“Intelligent Automation” refers to the degree of automation that pharma companies apply

across the various stages of the content life cycle. The various stages of the content life cycle

are planning and project initiation, creative and copy development, content production and

deployment, data capturing, and performance tracking. Automation can be applied at each of

these stages of the content life cycle.


At the lowest end of the spectrum, content analytics are out of the box, that is, there are no

set and consistent standards that apply to the practices. There is no TMS in place, tags are

hard coded, and formalized media tracking process in place is nonexistent. At the next stage

of the maturity model, organizations graduate to leveraging some bit of TMS; however, still

there is no enterprise- or brand-specific standard solution in place. The next stage sees all

brands using enterprise TMS but not consistently for both site analytics and third-party

tracking (no enterprise policy). Additionally, there is no hard coding of tags. At Level 4, there

are multiple platforms-of-record for the TMS, and there are minimal or few enterprise-wide

standards in place. As organizations become more digitally mature, at Level 5, multiple

platforms evolve into a single platform-of-record at the enterprise level. There are

enterprise-level media tagging naming conventions and an enterprise-controlled process for

providing tagging and QA for media assets.

Only 10% of the pharma marketers have formal and robust

analytics in place for capturing data regarding

performance of different content across channels.



With Artificial Intelligence (AI), Machine Learning (ML), etc trending on the horizon of digital

initiatives, many companies are exploring this white space to see how these can be adapted

to fit their requirements. Transcreation of assets across different channels can be expedited

through the use of an AI-powered disruptive approach on a platform that will create

sub-assets from master assets leveraging automation. Indegene’s proprietary Virtual Content

Creator (VCC) is an example of one such tool that combines ML-based content reuse with a

data-driven approach for faster, economical, and better content creation with potential

savings of a ballpark 35%. Another similar example is that of Virtual Engagement Manager

(VEMA). VEMA is Indegene’s cloud-based platform to support workflow automation, access to

templates and best practices, AI-driven asset tagging to drive content reuse, and real-time

status reporting. VCC and VEMA are a powerful combination to address content-related

automation requirements of pharma companies.

Variation across levels on the maturity model

The Level 1 organizations are those that use mostly manual processes with least intervention

of automation. At Level 2, organizations start using robotic process automation for individual

tasks. From there on, as organizations start realizing the benefits of automation, they start to

leverage a unified operating system for coordinated workflow across the content chain

(including Content Strategy, Content Production, Content Storage, and Content Reuse). The

unified workflow helps to optimize the resources as well as the development timelines.

Further evolution on the automation front sees the finer nuances of AI and ML coming into

play with VCC and AI-driven content reuse. At the most mature level, all technology as well as

infrastructure enablers become increasingly adaptive and responsive to support new needs,

thereby paving the way for end-to-end automation of content strategy and content

deployment.

Pharma marketers report that maximum automation is seen

during the deployment stage of the content life cycle.



Considerations

Personalization

KPI optimized

Mass Content (Customer Segment Agnostic)

No personalization across channels (mostly) or at best limited personalization

such as <Name Tags> in emails

Nascent

Low/adhoc content performance tracking in place and analysis is limited to

slicing and dicing of data and providing manually to stakeholders requesting

information/insights

L1 – Rudimentary

Table 2 elaborates the variation of Cx parameters across 5 levels (Levels 1 to 5, where

5 reflects the most mature system).

Key parameters for gauging customer experience

The parameters while defining the customer experience capture the voice of customers that

points to tailoring the content and made more specific to the requirements of the target

customers. The tenets of delivering a great customer experience are as follows:

Measured

performance traction of content

Contextualized

tailored and hyper-segmented

Considerations

Personalization

Segmented but fixed content

Predetermined content for each customer segment) but segmentation uses

single-channel data (often misses multi-dimensional data)

Pre-adoption

Content performance tracking is fragmented by

brands/channels/geographies (pockets of excellence may exist) and there is

weak correlation between content analytics and business outcomes

L2 – Foundational

KPI optimized



Considerations

Adaptive Hyper-segmented but fixed content

Segmentation uses multichannel/multi-dimensional data

Early adoption

Data-driven strategy guiding content decisions and unified architecture is

conceived and business starts deriving meaningful insights from the POCs/

application of analytics to marketing activities (some channel, some assets)

L3 – Defined

KPI optimized

Considerations

Adaptive

Individual-Level Predetermined Content

Personalization offers hyper-targeted individual-level information and uses

multichannel/multidimensional data with predetermined business rules

Intermediate Adoption

Well-defined data and analytics governance models exist; however, correlation

between analytics consumption and business outcomes is yet to be fully

established pan-organization (all channels and all asset types)

L4 – Integrated

KPI optimized

Considerations

Personalization

Individual-Level Dynamic Content

Personalization offers hyper-targeted Individual-level information relevance

and uses multichannel/multidimensional data to learn and act algorithmically

Mature/Visionary

Most of the analytics services are available in self-serve mode and teams are

capable of consuming these services with no/minimal support, there exist

ample use cases that demonstrate strong correlation between analytics and

business outcomes

L5 - Optimized

KPI optimized



Personalization

In order to ensure a seamless customer experience, pharma companies need to continually

work toward delivering content that is relevant, contextual, valuable, and reliable. In short,

they must customize the content so as to ensure that it is conveying the right message at the

right place and at the right time to the right stakeholder. As companies move along the

continuum by tweaking and customizing content for HCPs, they are working toward making

content hyper-segmented and dynamic so that the content addresses the individual needs of

the HCPs through the use of intelligent algorithms and the content can be personalized for

each individual dynamically. Any customization to the content as per the needs of the end

customers will go a long way in boosting the scores on the personalization parameter and

thereby impact the Cx scores as well.


At the lowermost level of the maturity spectrum, the content being generated by the pharma

companies is customer agnostic and mass produced with limited personalization, which

could include name tags in emails and the likes. At the next level, content is personalized to

offer segment-level information relevance. Segmentation uses single-channel data (often

misses out on multidimensional data) and inputs.

At the next stage too, the content is personalized to offer targeted segment-level information

but is still fixed. At Level 4, there is high level of automation in place to deliver dynamic

content using predetermined business rules (if/then/else logic). Multiple variables in the

ecosystem are looked into for generating content, such as cross-device data, geo data, and

stakeholder interaction data. Level 5 envisions organizations to create content on the go,

which is also targeted as per the individual customer’s requirements. Rich algorithms

determine what content is best suited for the particular customer as well as the channel while

relying on a cross-section of variables.

Key Performance Indicator Optimized

This parameter refers to the ability to run analysis on the data created and use the insights to

optimize the content for Key Performance Indicator (KPIs). Data interpretation can be the

tricky part and at times may need an expert’s intervention to decipher the implications.

Marketers require data that can be easily consumed and acted upon. As companies evolve

toward Level 5 of the maturity model, their KPIs (across all channels) are increasingly linked

with the business outcomes. Additionally, most of the analytics services are available in

self-service mode, which can be easily consumed by teams with no/minimal support.

By tracking these KPIs, pharma companies can not only gauge the popularity or relevance of

the content among the target customers but also link back the efforts invested with the gains

reaped in future. This will help pharma companies to optimize on the content that they are

churning out and hence result in significant cost savings.


At the nascent level, marketers are unaware and uninitiated on the potential benefits of

performance tracking of content. Most analyses are just slicing and dicing of data and

providing numbers to stakeholders requesting information/insight.

At the next level too, the decisions are made in the absence of data. Data tracking and

analytics is still rudimentary and there is a weak correlation between analytics and business

outcomes. As organizations realize the importance of analytics and KPIs, they put in place a

unified architecture and a basic data warehouse for number crunching.

Additionally, they start rolling out pilots and testing strategies based on the insights being

generated. Organizations thus graduate to the next stage of the maturity model, wherein they

consider data and analytics as an established competitive differentiator for themselves. Data

is managed on a real-time basis. There are ample use cases that show a strong correlation

between analytics and business outcomes.

17 \© PHARMAFUTURE™. All rights reserved.


Approximately 75% of HCPs do not feel that their

content-related needs are addressed adequately by their

preferred channel.









I. Operational KPIs

These KPIs include the

transactional KPIs such as

number of downloads,

number of visitors, and

impressions

II. Engagement KPIs

These KPIs such as number

of shares or likes of content

denote how the end

customer is perceiving the

content. Hence, even if the

reach of content is weak, it

will organically grow if the

content is engaging

III. Business KPIs

These are parameters

that impact the realization

of long-term benefits and

cost savings incurred


















KPIs can be grouped into 3 categories:


/ 18 © PHARMAFUTURE™. All rights reserved.

For example, for a company that lies in the Introspectors quadrant indicates that although the

organization is concentrating on optimizing its operational efficiency, it has relatively less

success in delivering rich and personalized experience to their customers. Hence, a

recommendation for a client in this quadrant would entail key measures to be taken in the

direction of improving content experience for the HCPs. This could mean working on the 2 of 5

attributes of the Content Maturity Model – Personalization and KPI optimization while holding

ground on adaptive, automation, and analytics enablement.

Customer experience scores | Insights

The customer experience (Cx) scores hinge on 2 parameters – Personalization and KPI

optimization of content. The personalization parameter has been gauged from the end

customers themselves through the HCP survey. While KPI optimization inputs have been

gathered by marketer surveys and interviews of the Indegene account teams who work

closely with the clients covered in the reports.

Approximately 65% of the marketing leadership surveyed

for this report, testified that they generate insights from the

performance data captured and optimize the content for

the KPIs across all channels.


























Interpretation

Points on the 2 × 2 matrix give an idea on how an organization fares relative to its competitors

and help identify how it is performing on both customer experience and operational

excellence dimensions.

What do these scores mean for the pharma companies?

The scores obtained are an absolute representation of the top 20 pharma companies in the

United States on the customer experience (Cx) as well as the operational excellence (Ox) axes.

• Brand Recall Scores: Please refer to the chart below for a quick view of the top 5 Brand

Recall scores. The scores are reflected as percentages (from 1 to 100). Merck, Pfizer, and

AstraZeneca bag the top spots, and this resonates with their high overall customer

experience scores as well.









































Data Analysis and Interpretation

Interpretation







Figure 2: Content Maturity Framework

Cu

sto

me

r E

xpe

rie

nce

(Cx)

Operational Excellence (Ox)

ORCHESTRATORS MAGNUMS

INTROSPECTORSGREENHORNS

75.00

50.00

25.0025.00 47.00




















Interpretation







In the scatter plot, it is observed that the organizations

faring well on the customer experience parameter are

Pfizer, Merck, AstraZeneca, Eli Lilly, and AbbVie. This can

largely be attributed to the fact that these organizations

have a customer-centric approach to tailor the content as

per the requirements of their target segments.




















Interpretation







• Net Promoter Scores (NPS): The NPS scores (calculated from the HCP survey and plotted

as percentages) reveal the inclination of HCPs to share the content with their peers. This is

a valuable metric to be tracked by pharma companies and weighs upon the quality of their

content. In line with the previous observation, the finding that the NPSs for Pfizer are

highest corroborates that HCPs find their content very useful and that it meets their

requirements. The survey reveals that NPSs of Pfizer (48%) are followed by that of Merck

(46%) and AstraZeneca (40%).

Figure 4: Net Promoter Scores

0 10 20 30 40 50

40%

46%

48%

80%

Figure 3: Brand Recall Scores

0 10 20 30 40 50 60 70 80 90

43%

34%

20%

69%







• Additionally, personalization of content is one of the key parameters that can be worked

upon by pharma companies in order to boost their Cx scores. Insights from this report help

pharma companies move the needle on their Cx scores. Upon being asked if the content

being shared with them was enough, the HCPs highlighted that the content could evolve

to include more details apart from the customary information on efficacy, clinical trials,

safety, Mechanism of Action (MoA), etc. The most important aspect emerging from their

feedback is the information pertaining to cost of drug to the patient and any other related

discount cards, etc, if applicable. Some of the other value-add details that could be

included are drug interactions, health outcomes formulary data, and possible side

effects/risks of drugs in question.

Operational excellence scores | Insights

The insights on operational excellence scores are an aggregated result from the independent

audit of the direct-to-consumer (DTC) websites of the top 20 pharma companies as well as

data collated from the Indegene account teams and marketer surveys. Upon looking at the

operational excellence scores, companies that fare high on this parameter include Pfizer,

Amgen, AstraZeneca, Eli Lilly, and GlaxoSmithKline. Some best practices that can be adopted

looking at these examples are:

• An integrated approach to content development and high degree of content reuse across

multiple channels can help reduce redundancies and result in cost savings. Additionally,

having a centralized Digital Asset Management System (DAMS) in place also facilitates

asset reuse between global and local marketing teams. On that note, Pfizer and

AstraZeneca are setting benchmarks when it comes to content modularization and

content repurposing. As per the benchmarking data available with Indegene across various

engagements, the Content Adaptability scores (on a scale of 1 to 5, where 5 is the highest)

provided below reflect the maturity of clients on the parameter “Adaptive.” As can be

observed, AstraZeneca, and Amgen are the leaders of the pack when it comes to reuse of

content across different channels.



• Significant savings in turnaround time for assets are being realized by the implementation

of automation across different stages of the content life cycle. The content automation

scores are plotted on a scale of 1 to 5 (where 5 is the highest).

Indegene’s benchmarking data accrued over several engagements reflect that the top

companies in terms of automation of content include Amgen, AstraZeneca, Pfizer,

GlaxoSmithKline, and Allergan. Allergan, though has a high score on content automation,

does not fare well on the other parameters, resulting in a lower cumulative score.

Figure 6: Content Automation Scores

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

Figure 5: Content Adaptability Scores

4.64

4.62

4.40

4.31

3.45

0.00 0.5 1.0 1.5 2.0 2.5 3.0 3.5

3.5

3.2

3.05

2.9

2.25



• Effective TMS and a system in place to support website analytics help in measuring the

consumption of content across channels/tactics throughout the customer journey. As per

our independent audit of the DTC websites of the pharma companies, Eli Lilly is the top

scorer, followed by Teva and Merck. Eli Lilly scores 62 on a scale of 1 to 100. The high score

is attributable to the fact that Eli Lilly’s product websites are optimized to track content

such as videos and doctor discussion guides. All of these are apart from having a robust

TMS in place and leveraging on Search Engine Optimization (SEO) basics for making the

content more searchable.

Figure 7: DTC Website Analysis Scores

65

48

40

40

40

39



This white paper aims to map the top 20 pharma companies in the United States on the basis

of maturity of their content practices. The companies covered as part of this exercise include

AstraZeneca, Pfizer, Novartis, Merck, Bristol-Myers Squibb (BMS), Bayer, GlaxoSmithKline,

Mylan, Amgen, Eli Lilly, Shire, Sanofi, AbbVie, Gilead, Teva, Novo Nordisk, Allergan, Boehringer

Ingelheim, Celgene, and Roche. The parameters that influence content practices include

Adaptive, Personalization, Automation, Analytics, and KPI Optimized.

Data sources leveraged

The research has been very holistic and comprehensive in capturing a 360-degree

perspective from stakeholders including:

Research Methodology

Customer feedback

from HCPs

Self-appraisal of

content practices

by marketers

(marketer surveys)

Independent audit

of publicly

available data of

the DTC websites

of the top 20

pharma

companies

Experience of the

Indegene’s

account teams

who work closely

with the top 20

pharma

companies



Figure 8: Data Sources and Analysis Methodology

(Includes assigning

weightages to all parameters

and normalizing data to arrive at

cumulative scores)

Customer Experiencescore captures how effectively Pharma

companies are meeting their

customer requirements

Cx Score

Ox Score

DATA SOURCES

HCP Survey(61

respondents across US)

ExternalSources Analysis

(DTC Product websites analyzed

for top 20)

Account Manger Interviews

(Interviews of Indegene Account teams for top 20

Pharma)

Marketer Survey

(Top 20 Pharma client

interviewed on their internal

processes and capabilities)

ATTRIBUTES

Automation

Personalization

Adaptive

Analytics Enabled

KPI Optimized

Operational Excellence measures if Pharma companies are able to optimize

their operations

*Algorithm

27 \© PHARMAFUTURE™. All rights reserved.


To support a seamless transition of the pharma companies on the digital maturity

continuum, the Indegene MCM Maturity Score offers pharma companies a

360-degree viewpoint to gauge if they are pressing the right buttons to reap

maximum benefits and stay ahead of the competition. Through our well-researched

and holistic “Indegene Discover” methodology, we can help pharma companies with

the assessment of their current state in terms of digital maturity. With this analysis as

the baseline, we will conduct a gap analysis and devise a customized roadmap to

help our clients climb up on the maturity continuum.

If you are a pharma marketer and are keen to understand more about how your digital

capabilities fare vis-à-vis your competitor, then please contact us at

[email protected] to understand more about our consultative

“Indegene Discover” methodology and the way you could leverage insights to achieve

your business outcomes.

Epilogue andClosing Thoughts

• All findings, inferences, and data shared in this report are solely the views of the respondents and may or may not represent the views of any organization.

• PharmaFuture bears no liability in any capacity to the authenticity, accuracy, or completeness of the information shared.

• PharmaFuture has in no way modified or influenced the results presented in this report, which contains information in summary form and is therefore intended for general guidance only. It is not intended to be a substitute for detailed research or the exercise of professional judgment. PharmaFuture is not liable for any loss occasioned to any person acting, or refraining from acting, as a result of any material in this publication.

• If you intend to reuse, copy, or reproduce any content in the report in any form, due credit has to be given to Indegene by mentioning “Source: MCM MATURITY INDEX” as the source of information for all reproductions.

• To reproduce, copy, or use any or all parts of this report for commercial, non-commercial, or academic purposes, express

written permission must be sought by writing to [email protected]

Disclaimer


PharmaFuture (www.pharmafuture.org) is a global thought-leadership forum for senior pharmaceutical

executives. Its objective is to present the market realities through credible market research and bring

together senior leaders of the industry in an interactive setting to discuss key challenges facing the

industry, to share experiences, and to brainstorm ideas and solutions to drive better health and business

outcomes.

PharmaFuture is an initiative of Indegene – a leading global health-care solutions company that

integrates medical/pharma expertise, technology, analytics, and operational excellence – to address

some of the big challenges in the industry.

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