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Lilly

Optimizing Customer Touch Points

Challenges

  • Lilly currently invests >$400 million* in customer channels without consistent qualitative nor quantitative, formal nor informal measures. *(excludes sales force, samples, and DTC mass TV).
  • Current financial tradeoffs are requiring increasing sophistication for investment decision making
  • Lilly currently lacks the foundational customer marketing data platforms, methodologies, organizational structure, and required analytics & reporting capability to guide investment decisions made by marketers and their management
  • Lilly lacked understanding into the magnitude of the infrastructure required to track ongoing marketing activities and the ability to systematically report on cross-channel touch point effectiveness

Approach

  • Define prioritized customer touch points via inventory
  • Conduct data inventory and assessment to include relevant trusted data sources
  • Perform IT platform assessment to include platform interdependencies and relevant data flows
  • Assess organizational capacity to deliver improved Reporting and Analytics, Closed-Loop Customer Feedback, and Lifecycle Marketing
  • Pilot program with 3 customer “pathfinder” groups representing different geographic markets, target customers, brands, multi-channel touch points

Results

  • Optimized activity spend to deliver unparalleled customer experiences and long term business objectives through consistently informed tradeoff decisions
  • Enabled a new capability to determine the return on investment associated with customer touch points
  • Supported a global change in business operating process and strategy

Case Study Lilly EMM

Transforming Marketing In The Pharmaceutical Industry

Challenges

  • Highly regulated industry. No marketing materials allowed to reach the marketplace without explicit regulatory/legal review & approval
  • Significant bottleneck at the regulatory/legal review board: huge volume, no visibility into upcoming schedules, 90% first-review reject rate
  • Geographically dispersed project teams collaborating on production of all jobs, including external agencies that are heavily involved in all aspects of material development
  • Little consistency across products and brands, no consolidation of information
  • Change in business process and strategy occurring concurrently with the deployment of an EMM platform

Approach

  • Leverage Workflow Manager to enforce a structured process for the ideation, development and review/approval of marketing materials
  • Define explicit checkpoints along the work stream to dramatically reduce bad or incomplete data from reaching the regulatory/legal review board.
  • Define electronic Job Jackets to manage all marketing tactics
  • Enforce a common regulatory and legal review process across all brands with clear audit trail
  • Facilitate the overall change management burden with both “curbside” and “virtual” one-on-one support via EMM Care services

Results

  • Deployed a structured material development and review process across all products and brands teams
  • Gained visibility into regulatory/legal review schedules and resulting compliance data
  • Centralized management and consolidation of marketing data
  • Support and enablement of a broad change in business operating process and strategy

 

Case Study Lilly MSE

 

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