Hensley Evans co-wrote this blog post with Sharon Suchotliff.
In our previous blog post, we shared three key trends that are driving direct-to-consumer marketing into a state of flux. These forces—the exit of big DTC spenders due to loss of exclusivity, specialty brands driving investment in TV only, and shifts in consumer behavior and marketing mix—are behind the 4.7% decline in spending that we saw between 2016 and 2017.
customer engagement journeys,
This post is the third in a four-part series on how pharmaceutical companies can elevate their forecasting operations. To learn more about next-generation analytics in forecasting, check out Matt’s session at the ZS Impact Summit, held Nov. 6-7 in Chicago.
Advances in data availability and the technology needed to harness that data have led many to ask how new technology could be used to implement advanced forecasting platforms for regional or global use. These platforms are typically software that sits online to enhance a forecasting process, whether specific to a country or used globally. Often, these questions are focused on increasing the efficiency of the existing forecasting team. While increasing the efficiency is important, it typically doesn’t generate enough organizational impact relative to the investment required to build and maintain a sophisticated piece of software. Platforms should strive to enable better decisions faster and more broadly than just reducing forecaster effort.
forecasting in pharma,
Impact Summit 2018
Brand performance tracking is an indispensable asset for helping pharmaceutical companies develop robust brand strategies. A strong brand tracker helps monitor changes in brand awareness and perception, shifts in competitive positioning, and the impact of marketing efforts over time. However, many pharma marketers feel that tracking studies require continuous upkeep but don’t provide a lot of value, and some marketers don’t know how to best use their trackers.
brand performance tracker
This post is the third in a three-part series on how pharma companies can achieve customer centricity.
In our second blog post, we highlighted the difference between point change—where a change program is focused on a single, new capability—and system change, where the change program is focused on redesigning a process of how several capabilities work together. We see companies purchasing new capabilities—cloud-based marketing automation tools, digital asset management tools, data science capabilities, etc.—but introducing these capabilities via point change. This reinforces the siloed structure that most companies have today and limits the value of these new capabilities. The better approach is to recognize that these tools and capabilities are designed to be integrated, and to redesign the marketing process to be more automated and integrated across functions. In other words, use the tools and capabilities to break the silos by deploying them via system change.
customer-centric pharma organizations,
This year has been a watershed moment for data privacy. In March, the data of millions of Facebook users was harvested by the U.K.-based firm Cambridge Analytica, and was purportedly used to manipulate public opinion. While news of the Facebook/Cambridge Analytica situation went viral, it was just one of more than a dozen data breaches in 2018 alone, which have led to an increasing focus on users’ data privacy.
general data protection regulation,