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| 16th December 2013
In today’s multiscreen, always-on world, the rules of customer engagement have changed, shifting from push to content-based, multichannel interactions. Whilst pharma companies have realised the importance of developing multichannel strategies, most are still on the journey to achieving multichannel excellence.
Multichannel is about planning, implementing, and integrating multiple touch points and stakeholders to deliver improved return on investment. To achieve multichannel excellence, pharma must incorporate the following five core elements into their strategies in equal measure:
The first pillar of multichannel engagement strategy is centred on developing great insight, by uncovering real customer needs, behaviours, and preferences. This insight helps to focus your multichannel strategy on the customer’s perspective, rather than solely on your business objectives.
To generate in-depth customer insight, you need to speak to your customers to understand what really matters to them. This insight, in addition to iterative user testing, will inform your decisions around content development, as you’ll understand which content is most valuable and relevant to your customers at each stage of their information-seeking journey.
In addition to this, you should look at operational data to understand exactly who the target customer for your brand really is, by seeing which segments and channels have generated the most engagement and conversion in relation to your key performance indicators.
In order for your multichannel strategy to work, it’s essential that you develop an integrated multichannel plan, which aligns multiple functional teams behind a central objective.
All functions should be involved in this process, as whilst Sales, Marketing, and Medical teams have insight from customer interactions, colleagues from Legal and Regulatory are central to the content approval process. And that’s not to mention Business Technology, Training, and other functions, which multichannel activity is also reliant upon. Without this multi-functional collaboration, your multichannel activity will suffer as everyone continues to work within their siloes and not fully buy-in to the overarching plan.
It’s within multichannel planning that important decisions need to be made around your targeted audience, required content, and channels to be employed based on customer insight. It’s also at this point you need to set your multichannel KPIs, based on industry standards and your own internal benchmarks, to show success.
The cross-functional alignment around your multichannel strategy, which is achieved through continuous collaboration, will set your organisation up to deliver an integrated customer experience. Delivering an exceptional customer experience will help to differentiate your brand from competitors.
Your customer insight should help you to design an exceptional customer experience by allowing you to look from the customer’s perspective, looking from the ‘outside in’.
Your cross-functional team are your invisible multichannel customers, normally forgotten about when building out a multichannel strategy. However, as mentioned above, it’s important to communicate and collaborate with the colleagues that will deliver multichannel activity, to achieve buy-in. Still, this is just the first step, as even when your colleagues are bought in, this doesn’t mean they have multichannel experience or expertise.
You must investigate your organisation’s multichannel maturity to find out where there are gaps in resource, training, organisational structure, business culture, and technology. You can then make the necessary investments to start to fill these gaps, and ensure multichannel success.
Once you begin executing your multichannel activity, it’s important to measure your performance against set KPIs, which should be created during multichannel planning. By doing this, you can understand the return on investment achieved, and improve activities that are not delivering expected results.
Problems frequently arise when teams are reliant on a variety of reporting systems, which provide totally unintegrated information. Equipping your team with a singular measurement dashboard, which incorporates a variety of metrics, will allow them to better understand trends in activity and identify areas for optimisation, rather than feeling swamped by a sea of data that they don’t know how to interpret.
The dashboards and reports should be used to improve your service in a meaningful way through a series of iterative improvements.
Ultimately, without a cohesive approach to multichannel, with investment of time and money into each of the five pillars, your strategy will suffer. This is because each of them helps feed into your strategy in a slightly different way:
We understand how tough it is to get all five wheels in motion within your organisation. However, with the right knowledge and expertise, you’ll be able to achieve so much more with your multichannel strategy.
| 21st June 2017
Medical congresses are one of the most important and intensive marketing activities a company can undertake. Here Dolan Desai and Dale Choate give you the practical tools and tips you need to create a leading congress experience.
| 15th June 2017
The 21st Century Cures Act was signed into law last December during the Obama administration. It brings numerous changes to the US drug development landscape, impacting patients, academia, research institutions, and industry. Over the last number of months Blue Latitude have been engaging with US pharma companies to help our clients understand its implications and how it could be leveraged.
| 23rd May 2017
What drives us at BLH is the opportunity to make a real difference – and for our clients, that difference is measured both in customer outcomes and commercial outcomes. In the Executional Excellence edition of Perspective magazine, we explore topics around the ‘executional excellence’ theme – creating work that works.