Pharmaceutical Digital Marketing

$1,995.00

Use this report to develop digital marketing strategies that complement healthcare audiences’ increased digital presence. Companies worldwide deploy social media platforms, mobile websites and mobile applications to reach their target audiences. These channels provide information on disease states, treatment options and branded products. Report findings focus on existing digital marketing budgets, structures and media mixes — including the extent to which companies use mobile applications and social media. Use data to learn what activities to outsource and which responsibilities are better left in-house. Discover benchmarks for building the most effective digital marketing team. Implement best practices for integrating digital and traditional marketing strategies, and leverage social media to raise awareness and engage consumers. Finally, see how teams address ROI strategy challenges and use both hard and soft metrics to measure return on digital marketing

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Pharmaceutical Digital Marketing Report Details

 

  • Published March 2014
  • 221 Pages
  • 5 chapters + an Executive Summary
  • 45+ participating companies
  • 115+ charts and graphics

Augment social media and mobile app use to enhance brand value:

  • Discover the right marketing mix, balancing traditional and digital approaches.
  • Determine resource levels needed in aligning digital marketing with brand/corporate team goals.
  • Orchestrate in-house capabilities and vendor expertise to make the most out of digital initiatives.
  • Integrate strong, customer-focused content into a multichannel marketing strategy.
  • Raise patient support and physician education using social media initiatives and mobile technology.
  • Leverage a mixture of hard and soft metrics to gauge digital marketing returns.

Highlights include:

  • In-depth data showing companies’ outsourcing patterns and preferences
  • Guidelines for balancing in-house responsibilities with vendors’ digital expertise
  • Comprehensive analysis of how specific social media and mobile apps provide valuable experiences for end users
  • Companies’ marketing mixes by year (2012–2014)
  • Strategic recommendations and insights on navigating current and future social media marketing trends
  • Detailed benchmarks and analysis on ROI and ROE (return on engagement/experience)
  • Case studies and metrics detailing usage of and therapeutic area presence on social media platforms, including:
    • Facebook
    • Twitter
    • YouTube
    • Pinterest
    • Vimeo
  • Digital team staffing profiles for:
    • Top 20 and affiliate
    • Top 50
    • Small pharma
    • Corporate/brand teams
  • Data are split, where relevant, by company and team type:
    • Brand teams
    • Corporate teams
    • Top 20 pharma
    • Top 50 pharma
    • Small pharma
    • Affiliate pharma

Top Reasons to Buy This Pharmaceutical Digital Marketing Report

Measure and Demonstrate ROI for Digital Campaigns: The landscape for pharmaceutical digital marketing is changing rapidly.  But some companies still lag behind the curve when it comes to utilizing this powerful communication channel.  Often, the inability to demonstrate return on investment prevents companies from pursuing more robust pharmaceutical digital marketing strategies.  This study aims to solve that challenge for pharmaceutical executives with detailed benchmarks and analysis on ROI and ROE.  The report examines the groups involved and the timelines necessary for companies to collect data and analyze initiatives’ ROI. It also includes best practices for combining formal ROI and ROE studies to connect return of pharmaceutical digital marketing initiatives to increased sales and achieve stakeholder buy-in.

Anticipate Consumer Needs and Reach Them Through Pharmaceutical Digital Marketing Channels:  In this day and age, virtually no one is without a cell phone nearby.  Drug and device companies are investing frequently in mobile apps and social media channels to tap into our increasingly digital environment.  Surveyed companies are using social media  target patients.  Furthermore, 80% of companies use mobile applications to target physicians.  Stay ahead of the curve with the strategic recommendations and insights contained in this report.  They will help you navigate current and future social media marketing and mobile application trends.

Establish a Balanced Marketing Media Mix that Incorporates Pharmaceutical Digital Marketing Channels: Among surveyed companies, some differences on how to focus a pharmaceutical digital marketing strategy emerged.  The analysis in this report will guide marketing teams in their understanding of how significant a role digital channels should play in the overall media mix.  The report includes benchmarks for companies’ annual media mixes from 2012 through 2014.  The data show growth in digital channels — such as social media and mobile apps — in companies’ media mixes since last year.

You may also be interested in CEIConnect: The Lifesciences Industry’s On-Demand Research Resource as well as our individual marketing research reports.

Excerpt from Pharmaceutical Digital Marketing

As with social media, surveyed corporate teams have had mobile strategies in place longer than brand-level teams (Figure 4.5). That being said, most corporate initiatives are often .mob websites — meaning websites that are adapted to mobile formats — or general health-awareness apps. Hence, corporate strategies are usually simpler than brand-level ones that target specific consumers. This difference could explain why many surveyed companies established corporate strategies before brand-level
strategies.

Pharmaceutical Digital Marketing

Table of Contents

9             Executive Summary

15           Study Methodology

16           Study Definitions

17           Digital Marketing: Five Principles for Success

25           Developing Budgeting and Outsourcing Strategies to Support Digital Marketing Activities

26           Gaining Resource Support for Digital Initiatives

35           Outsourcing Digital Marketing Activities

57           Collaborating with Vendors

63           Digital Structures and Staffing Practices to Drive Brand Strategies

64           Structure Digital Teams to Optimize Strategy and Focus

88           Optimize Digital Marketing Staffing to Implement Strategies Effectively

102         Digital Marketing Team Profiles

108         The Multichannel Marketing Mix: Integrating Digital and Traditional Channels

110         Develop Digital Strategy Early

116         Connect Digital Initiatives to Established Company Strategies

118         Understanding the Drivers Behind Companies’ Use of Multichannel Strategy

119         Consolidate Diverse Marketing Platforms to Promote Efficient Multichannel Strategy

122         Companies’ Reported Marketing Mixes Showcase the Growth of Mobile Platforms

130         Leveraging Social Media and Mobile Technology to Engage and Educate Consumers

131         Connect New Digital Initiatives to Overarching Content Strategy

140         Using Digital Channels to Educate and Communicate with Consumers

155         Company Initiative and Therapeutic Area Determine Social Media Platform Selection

170         Mobile Technology Facilitates Disease Management and Education

183         Increase Consumer Privacy and Update Mobile Apps to Improve New Digital Initiatives

189         Promote Increased Connectivity and Engagement through New Digital Channels

193         Measuring the True Return on Digital Marketing Initiatives

197         Tracking the Value of Digital Marketing Initiatives

200         Assigning ROI Responsibilities: Defining and Simplifying the Evaluative Process

208         Integrating Hard and Soft Metrics When Guiding ROI Strategy

Charts and Graphics

9              Executive Summary

10           Figure E.1: Marketing Mix from 2012 to 2014: All Companies

12           Figure E.2: Companies’ Leading Challenges When Evaluating Digital Marketing ROI

17           Digital Marketing: Five Principles for Success

19           Figure E.3: Preferred Digital Marketing Outsourcing Strategy, by Company Type

21           Figure E.4: Types of Digital Marketing Group Structures: All Companies

25           Developing Budgeting and Outsourcing Strategies to Support Digital Marketing Activities

26           Gaining Resource Support for Digital Initiatives

27           Figure 1.1: Percentage of Teams Reporting a Dedicated Digital Marketing Budget, by Team Type

29           Figure 1.2: Selected Corporate Teams’ Digital Marketing Budgets, by Company

30           Figure 1.3: Selected Brand Teams’ Digital Marketing Budgets, by Company

35           Outsourcing Digital Marketing Activities

37           Figure 1.4: Percentage of Companies Outsourcing Some Portion of Digital Marketing Activities

38           Figure 1.5: Ratings of Perceived Importance of Vendors in Digital Marketing Initiatives, by Company Type

40           Figure 1.6: Companies’ Average Ratings of Vendors’ Digital Marketing Capabilities

41           Figure 1.7: Distribution of Brand Teams’ Digital Marketing Responsibility, by Company

42           Figure 1.8: Distribution of Corporate Teams’ Digital Marketing Responsibility, by Company

44           Figure 1.9: Preferred Digital Marketing Outsourcing Strategy, by Company Type

45           Figure 1.10: Preferred Digital Marketing Outsourcing Strategy, by Team Level

48           Figure 1.11: Percentage of Companies Using Vendors to Assist with Digital Marketing Strategy Development

49           Figure 1.12: Percentage of Companies Using Vendors to Assist with Digital Marketing Strategy Development, by Company Type

49           Figure 1.13: Percentage of Brand Teams Using Vendors to Assist with Digital Marketing Strategy Development

50           Figure 1.14: Percentage of Corporate Teams Using Vendors to Assist with Digital Marketing Strategy Development

51           Figure 1.15: Extent of Companies’ Responsibility for Digital Marketing Execution

52           Figure 1.16: Extent of Brand Teams’ Responsibility for Digital Marketing Execution

53           Figure 1.17: Extent of Corporate Teams’ Responsibility for Digital Marketing Execution

54           Figure 1.18: Average Distribution of Companies’ Mobile Initiative Development, by Activity

55           Figure 1.19: Average Distribution of Brand Teams’ Mobile Initiative Development, by Activity

56           Figure 1.20: Average Distribution of Corporate Teams’ Mobile Initiative Development, by Activity

57           Collaborating with Vendors

58           Figure 1.21: Companies’ Preferred Digital Marketing Vendor Type

59           Figure 1.22: Brand Teams’ Preferred Digital Marketing Vendor Type

60           Figure 1.23: Corporate Teams’ Preferred Digital Marketing Vendor Type

63           Digital Structures and Staffing Practices to Drive Brand Strategies

64           Structure Digital Teams to Optimize Strategy and Focus

66           Figure 2.1: Percentage of Companies with a Dedicated Digital Marketing Group

67           Figure 2.2: Percentage of Companies with a Dedicated Digital Marketing Group, by Company Type

68           Figure 2.3: Percentage of Corporate Teams with a Dedicated Digital Marketing Group

69           Figure 2.4: Percentage of Brand Teams with a Dedicated Digital Marketing Group

70           Figure 2.5: Age of Companies’ Dedicated Digital Marketing Group

71           Figure 2.6: Age of Companies’ Dedicated Digital Marketing Group, by Company Type

72           Figure 2.7: Age of Corporate Teams’ Dedicated Digital Marketing Group

73           Figure 2.8: Age of Brand Teams’ Dedicated Digital Marketing Group

74           Figure 2.9: Advantages of Digital Marketing Structures: Centralized vs. Decentralized

77           Figure 2.10: Types of Digital Marketing Group Structures: All Companies

77           Figure 2.11: Types of Digital Marketing Group Structures: Top 20 and Affiliate Companies

78           Figure 2.12: Types of Digital Marketing Group Structures: Top 50 Companies

78           Figure 2.13: Types of Digital Marketing Group Structures: Small Companies

79           Figure 2.14: Corporate Teams’ Digital Marketing Group Structures

79           Figure 2.15: Brand Teams’ Digital Marketing Group Structures

81           Figure 2.16: Functions Involved in Developing Companies’ Digital Marketing Strategy

82           Figure 2.17: Functions Involved in Developing Corporate Teams’ Digital Marketing Strategy

82           Figure 2.18: Functions Involved in Developing Brand Teams’ Digital Marketing Strategy

84           Figure 2.19: Function Housing Digital Marketing Group, by Team Type

85           Figure 2.20: Function Housing Digital Marketing Group, by Company Type

86           Figure 2.21: Level of Executive Leading Digital Marketing Teams, by Team Type

87           Figure 2.22: Level of Executive Leading Digital Marketing Teams, by Company Type

88           Optimize Digital Marketing Staffing to Implement Strategies Effectively

89           Figure 2.23: Total Digital Marketing Staffing

90           Figure 2.24: Digital Marketing Staffing: Senior Management

91           Figure 2.25: Digital Marketing Staffing: Middle Management

91           Figure 2.26: Digital Marketing Staffing: Community Manager Staffing

92           Figure 2.27: Digital Marketing Staffing: Design

93           Figure 2.28: Digital Marketing Staffing: Technical Development

93           Figure 2.29: Digital Marketing Staffing: Quality Assurance

94           Figure 2.30: Total Number of Dedicated FTEs Supporting Each Mobile Initiative

95           Figure 2.31: Number of Technical Developers per Mobile Initiative

96           Figure 2.32: Total Number of Dedicated FTEs per Mobile Platform

97           Figure 2.33: Number of Technical Developers per Mobile Platform

98           Figure 2.34: Total Number of Dedicated FTEs per Social Media Platform

99           Figure 2.35: Number of Community Managers per Social Media Platform

102         Digital Marketing Team Profiles

103         Figure 2.36: Staffing Profile: Company 22

104         Figure 2.37: Staffing Profile: Company 23

105         Figure 2.38: Staffing Profile: Company 24

106         Figure 2.40: Staffing Profile: Company 25

107         Figure 2.39: Staffing Profile: Company 10

108         The Multichannel Marketing Mix: Integrating Digital and Traditional Channels

110         Develop Digital Strategy Early

112         Figure 3.1: A General Look at Companies’ Preliminary Market Research Process

113         Figure 3.2: Process for Conducting Market Research to Improve Digital Initiatives: Company E (Small Pharma)

116         Connect Digital Initiatives to Established Company Strategies

118         Understanding the Drivers Behind Companies’ Use of Multichannel Strategy

119         Consolidate Diverse Marketing Platforms to Promote Efficient Multichannel Strategy

122         Companies’ Reported Marketing Mixes Showcase the Growth of Mobile Platforms

123         Figure 3.3: Marketing Mix from 2012 to 2014: All Companies

123         Figure 3.4: Percentage Change in Marketing Mix from 2012 to 2014: All Companies

125         Figure 3.5: Marketing Mix from 2012 to 2014: US Companies

125         Figure 3.6: Marketing Mix from 2012 to 2014: Non-US Companies

126         Figure 3.7: Marketing Mix from 2012 to 2014: Top 20 and Affiliate Companies

127         Figure 3.8: Marketing Mix from 2012 to 2014: Top 50 Companies

127         Figure 3.9: Marketing Mix from 2012 to 2014: Small Companies

128         Figure 3.10: Marketing Mix from 2012 to 2014: Brand Teams

129         Figure 3.11: Marketing Mix from 2012 to 2014: Corporate Teams

130         Leveraging Social Media and Mobile Technology to Engage and Educate Consumers

131         Connect New Digital Initiatives to Overarching Content Strategy

133         Figure 4.1: Age of Social Media Strategy, by Company Type

134         Figure 4.2: Age of Social Media Strategy, by Team

135         Figure 4.3: Approximate Age of Selected Brand Teams’ Social Media Strategy

136         Figure 4.4: Age of Mobile Strategy, by Company Type

137         Figure 4.5: Age of Mobile Strategy, by Team

138         Figure 4.6: Approximate Age of Selected Brand Teams’ Mobile Strategy

140         Using Digital Channels to Educate and Communicate with Consumers

141         Figure 4.7: Companies’ Target Audiences for Social Media Initiatives

142         Figure 4.8: Brand Teams’ Target Audiences for Social Media Initiatives

142         Figure 4.9: Corporate Teams’ Target Audiences for Social Media Initiatives

144         Figure 4.10: Companies’ Target Mobile Audiences

145         Figure 4.11: Brand Teams’ Target Mobile Audiences

145         Figure 4.12: Corporate Teams’ Target Mobile Audiences

147         Figure 4.13: Companies’ Primary Social Media Objectives

149         Figure 4.14: Brand Teams’ Primary Social Media Objectives

150         Figure 4.15: Corporate Teams’ Primary Social Media Objectives

151         Figure 4.16: Companies’ Primary Mobile Objectives

153         Figure 4.17: Brand Teams’ Primary Mobile Objectives

154         Figure 4.18: Corporate Teams’ Primary Mobile Objectives

155         Company Initiative and Therapeutic Area Determine Social Media Platform Selection

159         Figure 4.19: Percentage of Companies Using Social Media, by Platform Type

160         Figure 4.20: Percentage of Brand Teams Using Social Media, by Platform Type

161         Figure 4.21: Percentage of Corporate Teams Using Social Media, by Platform Type

162         Figure 4.22: Companies’ Perceived Impact of Specific Social Media Platforms

164         Figure 4.23: Specific Brand Teams’ Use of Social Media Platforms, by Therapeutic Area

165         Figure 4.24: Therapeutic Areas with Facebook Initiatives

166         Figure 4.25: Therapeutic Areas with Twitter Initiatives

167         Figure 4.26: Therapeutic Areas with YouTube Initiatives

168         Figure 4.27: Therapeutic Areas with Pinterest Initiatives

169         Figure 4.28: Therapeutic Areas with Other Social Media Initiatives

170         Mobile Technology Facilitates Disease Management and Education

172         Figure 4.29: Percentage of Companies Using Mobile Applications, by Channel

173         Figure 4.30: Percentage of Brand Teams Using Mobile Applications, by Channel

174         Figure 4.31: Percentage of Corporate Teams Using Mobile Applications, by Channel

175         Figure 4.32: Percentage of Corporate Teams Using Mobile Applications, by Channel

176         Figure 4.33: Mobile Initiative Platforms Commonly Used by Digital Marketing Groups

177         Figure 4.34: Number of Mobile Applications, by Brand Team

178         Figure 4.35: Brand Teams’ Target Mobile Audiences

180         Figure 4.36: Therapeutic Areas with Mobile Initiatives Targeted at Patients

182         Figure 4.37: Therapeutic Areas with Mobile Initiatives Targeted at Physicians

183         Increase Consumer Privacy and Update Mobile Apps to Improve New Digital Initiatives

189         Promote Increased Connectivity and Engagement through New Digital Channels

193         Measuring the True Return on Digital Marketing Initiatives

194         Figure 5.1: Percentage of Companies Currently Measuring Digital Marketing Activity ROI

197         Tracking the Value of Digital Marketing Initiatives

200         Assigning ROI Responsibilities: Defining and Simplifying the Evaluative Process

201         Figure 5.2: Companies’ Digital Marketing ROI Evaluation Method

202         Figure 5.3: Groups Involved in Companies’ Digital Marketing ROI Analyses

204         Figure 5.4: Digital Initiative ROI Buy-In Cycle: Company E (Small Pharma)

206         Figure 5.5: Average Amount of Time After Digital Initiative Launch That Companies Begin Measuring Branded ROI

206         Figure 5.6: Average Time After Digital Initiative Launch that Companies Begin Measuring Unbranded ROI

208         Figure 5.7: Companies’ Preferred Digital Marketing ROI Metrics

208         Integrating Hard and Soft Metrics When Guiding ROI Strategy

210         Figure 5.8: Percentage of Companies Using Specific Metrics to Evaluate Digital Marketing Success

212         Figure 5.9: Percentage of Companies Using Specific Methods to Determine Digital Marketing Channels Most Effective in Engaging Viewers

214         Figure 5.10: Incorporating Healthcare Audiences’ Perspectives Into Digital Marketing ROE Analyses: Company G (Top 20 Pharma)

216         Figure 5.11: Companies’ Ratings of Perceived Importance of Specific Digital Marketing ROI Metrics

217         Figure 5.12: Digital Marketing ROI Study: Company G (Top 20 Pharma)

219         Figure 5.13: Companies’ Leading Challenges when Evaluating Digital Marketing ROI