Building a Center of Excellence
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Building a Center of Excellence in MCM and how to execute your strategy effectively. (Neil Keene Pharma Force Austin, TX 9/21.)
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Building a Center of Excellence
- 1. BUILDING A CENTER OF EXCELLENCE FORM & FUNCTION OF CUSTOMER ENGAGEMENT Neil Keene
- 2. ABOUT ME Neil Keene Neil Keene is a pharmaceutical marketing innovator and digital/MCM expert with over 20 years of progressive experience ranging from large organizations to startups. Neil began his career in the marketing agency arena in NYC, playing a strategic role with global firms Wunderman (Y&R), FCB and DraftWorldwide. He transitioned into the Pharmaceutical space in 2000, working with market-leading pharmaceutical companies GSK, Teva Pharmaceuticals and Forest Laboratories. Neil was on the management launch team that received FDA approval of Viibryd and executed the successful sale of Trovis Pharmaceuticals to Forest Labs (FRX) for $1.3B in 2011. Neil has worked with multiple large pharmaceutical and biotech companies on development and improvement of CoE for Customer Engagement Management
- 3. AGENDA Evolution of Strategic Marketing 2000-2017 CoE and Customer Engagement Marketing (CEM) efforts? Evaluating Challenges Creating a Framework for Success Structure, Function, Process Measuring KPIs and Engagement Q&A 1 2 3 4 5 6 7
- 4. DIGITAL EXECUTION HAS CHANGED AND ORGANIZING STRATEGY HAS EVOLVED Database Marketing CRM Customer Engagement Management Building a Center of Excellence for Customer Engagement 4
- 5. EVOLUTION OF STRATEGIC MARKETING 2000-2017 DATABASE MARKETING CRM CUSTOMER ENGAGEMENT MANAGEMENT MULTI- CHANNEL MARKETING Building a Center of Excellence for Customer Engagement 5
- 6. WHAT SHOULD A CoE DO FOR YOUR ORGANIZATION? A center of excellence for MCM/CEM should drive and coordinate the organization’s the entire efforts This provides guidance on how the organizations core digital assets and IT systems can be leveraged, freeing leadership teams to focus on what is unique about their markets and brands. A successful approach can balance the need to be cost effective with the creativity essential to meet the needs of segments of one, allowing for seamless execution and ease of analysis for ROI Building a Center of Excellence for Customer Engagement 6
- 7. EVALUATING YOUR ORGANIZATIONS’ CHALLENGES People come first then ‘Systems’ Define the solution first, then Create the solution Thread through the solution should be the framework Involve your vendors and agencies and make them ‘partners’ Building a Center of Excellence for Customer Engagement 7
- 8. INTEGRATION & TRAINING THROUGHOUT YOUR RE-INVENTION Brand teams play an essential part in successful CoE implementation with brand marketing incorporating CES in their brand plans and provide MCM-ready content. Lack of Innovation: CoE engagement have issues due to lack of understanding, employing only known tools and past strategies in strategic planning. Introduce Important CoE Processes into how Marketing Tactics and Strategies are planned and executed. Marketing Excellence: Channel mix, Targeting, Segmentation, Analysis Successful companies have embarked on a rigorous program to train their brand teams to produce Content Marketing: Include all stakeholders and CoE in brand strategies whenever possible. Building a Center of Excellence for Customer Engagement 8 1 2 3
- 9. CREATING A FRAMEWORK OF STRUCTURE, FUNCTION & PROCESS
- 11. MAPPING CoE STRUCTURE WILL REQUIRE DEEP EXPERIENCE IN CULTURAL CHANGE MANAGEMENT What positions and leaders should be in what organizational structure of your CoE? - Linking with corporate strategy and establishing a new improved culture Define processes and elements - increased synergies Document and map out the vision for the future – increased ROI Building a Center of Excellence for Customer Engagement 11 Important Considerations 1. Creating structure alignment with roles and responsibilities 2. Implementation plans 3. Executive and Marketing buy-in
- 12. ONLY 23% OF B2B MARKETERS claim to have a customer-centric organizational structure–versus a channel- or product-centric structure. Scale your B2B Customer Obsession with a Go-to-Customer Strategy. Forrester’s Strategic Plan: The B2B Marketing Playbook
- 13. CREATING A FRAMEWORK: HOW DOES THE CoE FUNCTION?
- 14. Your CoE Customer-Centric Digital Discovery Starting point, SWOT, Gap Analysis Strategy & Execution Starting point, SWOT, Gap Analysis Change Management & Scale Adoption, Change Agents, Digital Acceleration Digital Governance Accountability, KPIs, Roles & Responsibilities Digital Academy Best Practices, Train the Trainer, Training Reskilling Methodology Tools & Platforms Agile & Incremental, Insights & Feedback, Marketing Technologies Digital Lab Ideation & Innovation, Testing, New Technology
- 15. INNOVATION AND NEW SYSTEMS OF MARKETING OTT Advertising AR/VR Big Data AI/Machine Learning Programmatic Marketing Dynamic Online Tools
- 17. EACH CORE PROCESS OF SUCCESS WILL BE A PILLAR WITHIN YOUR ORGANIZATION Targeting Building a Center of Excellence for Customer Engagement 17 Segmentation Channel Mix Methodology Analysis & Reporting Message Mapping
- 18. HOW DO YOU MEASURE CE ROI KPIs Value/Quality of Engagement Creating a Center for Learning Building a Center of Excellence for Customer Engagement 18
- 19. Digital ROI is Facing ‘Moment of Truth’ Building a Center of Excellence for Customer Engagement 19 P&G conglomerate has a $2.4 Billion U.S. ad budget 20-30% of waste in media supply chain ”It’s high time that the industry collectively grows up and adheres to common standard.” Unilever announced plans to cut its global roster of agencies in half from 3,000 to 1,500 shops and crank out 30% fewer ads. During the first half of 2017, lowered agency spend by 17 percent.
- 20. WHAT STRATEGIC DECISIONS ARE NECESSARY TO CAPTURE THE ELUSIVE ROI? • Determining the ‘Payoff’ of MCM and CE • Structure of CoE will breed your philosophy throughout organization • KPIs need to be based on value not click rates or visits to apps • Function of matching digital activity to value is not a KPI or a reliable measure • Transform the entrenched Process of ‘test and control’ in your organization • Plan for change and required patience to change • Measurement of customer engagement depends on relevance Building a Center of Excellence for Customer Engagement 20
- 21. SUMMARY Executive buy-in, leadership and ownership. Center of Excellence objectives are driven by line of business leaders but captured and managed by the Center of Excellence in light of the vision and mission of the company. The Center of Excellence is empowered to be an organizational change agent. Cross-departmental collaboration is enabled, supported and rewarded. 1 2 3 4
Notes de l'éditeur
- This provides guidance on how the organizations core digital assets and IT systems can be leveraged, freeing leadership teams to focus on what is unique about their markets and brands. A successful approach can balance the need to be cost effective with the creativity essential to meet the needs of segments of one, allowing for seamless execution and ease of analysis for ROI Digital iPad question: What do you see as the main benefits of a successful CoE? (more customer centric organization, more innovation
- -To overcome inertia, some companies go so far as to require brand teams to devote a certain minimum share of the marketing budget to digital channels. In addition, a mentoring program, in which MCM experts coach and tutor brand managers, can be a successful way to promote MCM capabilities within the brand teams. - Also, many MCM initiatives have suffered delayed updates of content—such as material for an e-CME program or a website—as well as content that was not designed specifically for the channels in question; rather, it was a mere recycling of traditional field-force material.
- Creating alignment, governance, and convergence of all CoE-related services within organization with the aim to increase synergies and consistency, ultimately leading to increased return on investment. In his book, Good to Great, Jim Collins creates a lasting and memorable metaphor by comparing a business to a bus and the leader as a bus driver. He emphasizes that it is crucial to continuously ask “First Who, Then What?” You are a bus driver. The bus, your company, is at a standstill, and it’s your job to get it going. You have to decide where you’re going, how you’re going to get there, and who’s going with you. Most people assume that great bus drivers (read: business leaders) immediately start the journey by announcing to the people on the bus where they’re going—by setting a new direction or by articulating a fresh corporate vision. In fact, leaders of companies that go from good to great start not with “where” but with “who.” They start by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats. And they stick with that discipline—first the people, then the direction—no matter how dire the circumstances.
- This capability is concentrated on the central ownership of methodologies and the establishment of a credible authority to define, customize, and enforce standards. The CoE has to become the trusted source of digital and CEM expertise owning all related methods, tools, and techniques. This demands, among others, expertise in governance and resource management.
- Content management audit can also be included in the mix as a sub-segment to Channel mix or by itself.
- Ultimatum that they clean up practices and play by the megabrand’s rules Headline - Procter & Gamble chief brand officer Marc Pritchard, who holds the strings to the conglomerate’s $2.4 billion annual U.S. advertising purse, threatened to yank his company’s spend if they fail to address the growing mess of issues in digital advertising like fraud, brand safety and transparency Waste - 20 to 30 percent of waste in the media supply chain because of lack of viewability, nontransparent contracts, nontransparent measurement of inputs, fraud Fraud detection - In another move to open up ad transparency, P&G’s programmatic partner The Trade Desk partnered with bots-detection company White Ops last week to eliminate ad fraud—before buyers are charged—from inventory offered by supply-side platforms
- The lack of convincing proof that MCM pays off has damaged the reputation of these efforts within companies. Thus, it is critical for companies to create robust methods for tracking return on investment, a move that will help them understand which approaches have hit at least a minimum level of success (so they can be rolled out more broadly) and which have not (so they can be corrected). Measuring ROI involves tracking KPIs such as click rates, number of users for a website or app, call durations, and physician satisfaction levels. But most pharmaceutical-industry MCM pilots have been too small to allow for a reliable ROI measurement, too brief for adequate testing, or designed in a way not suitable for measurement. Key shortcomings in pilot design have included the lack of a clear definition of the baseline performance and the failure to establish a control group of physicians to show how a marketing program will perform in the absence of MCM. MCM is no longer a “nice to have” capability. In the current challenging pharmaceutical industry, MCM’s potential to boost revenues and cut costs are compelling reasons to make the institutional changes necessary for this new means of connecting with physicians in the digital world. Companies certainly have the data right now to deliver on MCM. Effective marketing approaches can make use of that wealth of data, allowing pharmaceutical companies to tailor their content and channel mix to maximum effect. What many companies lack, however, is a plan for change and the organizational patience required to transform entrenched processes, incentives, and ways of thinking. Both elements are required in a highly connected world where success in reaching physicians and patients depends on the relevance of content and the quality of the interaction. The question now is whether the industry will make the investments required to build an MCM approach that yields reliable execution and healthy returns.
- The lack of convincing proof that MCM pays off has damaged the reputation of these efforts within companies. Thus, it is critical for companies to create robust methods for tracking return on investment, a move that will help them understand which approaches have hit at least a minimum level of success (so they can be rolled out more broadly) and which have not (so they can be corrected). Measuring ROI involves tracking KPIs such as click rates, number of users for a website or app, call durations, and physician satisfaction levels. But most pharmaceutical-industry MCM pilots have been too small to allow for a reliable ROI measurement, too brief for adequate testing, or designed in a way not suitable for measurement. Key shortcomings in pilot design have included the lack of a clear definition of the baseline performance and the failure to establish a control group of physicians to show how a marketing program will perform in the absence of MCM. MCM is no longer a “nice to have” capability. In the current challenging pharmaceutical industry, MCM’s potential to boost revenues and cut costs are compelling reasons to make the institutional changes necessary for this new means of connecting with physicians in the digital world. Companies certainly have the data right now to deliver on MCM. Effective marketing approaches can make use of that wealth of data, allowing pharmaceutical companies to tailor their content and channel mix to maximum effect. What many companies lack, however, is a plan for change and the organizational patience required to transform entrenched processes, incentives, and ways of thinking. Both elements are required in a highly connected world where success in reaching physicians and patients depends on the relevance of content and the quality of the interaction. The question now is whether the industry will make the investments required to build an MCM approach that yields reliable execution and healthy returns.