MCMMATURITY
INDEX
“Indegene’s perspective on understanding the maturity of multichannel marketing (MCM) initiatives of pharma companies with consideration to 2 main attributes – customer centricity and operational efficiency also elaborating on the key enablers that are pivotal to improving an organization’s MCM Maturity quotient.”
AN INDEGENE PERSPECTIVE
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Contents
Executive Summary .........................................................................03
Research Scope..................................................................................04
Introduction .........................................................................................05
Multichannel Marketing in Pharma .........................................................................................05
Levels in the MCM Maturity Model.................................................................................. 06
Levers of the MCM Model........................................................................................................07
Indegene’s approach to arriving at the MCM Maturity Score .................. 09
Epilogue and Closing Thoughts ................................................ 10
MCM MATURITY INDEX
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Executive SummaryAlthough initially perceived as reluctant adopters, pharma companies are riding on the wave
of digital revolution these days. They cannot risk standing on the periphery by only providing
transactional, point-in-time solutions and are hence making the transition by implementing
digital campaigns and initiatives that support content that is sourced globally, yet is tailored
to local needs. They are exploring a multitude of initiatives to engage better with the
customers (healthcare providers [HCPs]) across various channels. However, it remains to be
seen if the efforts invested in these initiatives are actually leading to fruition.
One of the approaches to appraise the efforts of the pharma companies is a Multichannel
Maturity Model that provides a holistic perspective on the effectiveness of their initiatives on 2
broad parameters, namely customer experience (Cx) and operational excellence (Ox).
To qualify as an organization that is truly ahead of its competitors in terms of MCM maturity,
pharma companies should ensure that several enablers such as content, analytics, channels,
culture, infrastructure, operations, and organization structure are all moving in tandem with
each other and in the right direction. This report seeks to lay a foundation to elucidate the
MCM maturity model as well as briefly describe the key enablers that should be focused upon
to improve an organization’s MCM maturity quotient.
I. CUSTOMER EXPERIENCE
The voice of customers (HCPs) gauges the
efforts driven by the pharma companies, with a
focus on customer centricity
II. OPERATIONAL EXCELLENCE
It is the degree of efficiency in channeling the
organization’s resources while delivering
customer experience
MCM MATURITY INDEX
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Research Scope
To gauge the feedback of these target customers, we reached out to a pool of HCPs (in the
USA) as a part of our research for the whitepaper to understand their take on the MCM
initiatives of the pharma companies.
Companies mentioned in this report are as follows:
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MCM MATURITY INDEX
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IntroductionMultichannel Marketing in Pharma
Pharma companies are exploring and leveraging a slew of MCM strategies backed by
robust analytics to increase their engagement with HCPs. They should push the
envelope by exploring new technologies and channels to make the experience more
valuable, convenient, and personalized for their customers. Digitally mature industries
have set the benchmark very high in terms of how they engage with their customers.
Pharma companies can take a page from their book to implement similar customer
engagement initiatives by moving all critical levers (content, infrastructure, channels,
etc.) in a synchronized manner, while also being able to optimize these initiatives
through analytics enablement to track performance. However, it still remains to be
seen if these efforts also eventually translate into value add for the end customers –
the HCPs.
The survey results reveal that only 37% of the HCPs feel that their preferred mode of
channel (such as iDetail aid/Email/Web/MSL/Seminar, etc.) is able to address their
content-related requirements from the pharma companies. This brings us to the point
that we are trying to drive home that pharma companies should become more
cognizant and receptive of customer feedback while at the same time should be able
to optimize on their MCM operations. A pertinent question to be asked at this juncture
is – how can pharma companies identify the areas that they need to focus on in order
to realize the value of all the investments that they are making on the digital front?
What can be the roadmap to success on the digital journey and what would be the
next steps that can be undertaken in this direction?
One way to look at all the above questions would be to assign an MCM Maturity score
to all pharma companies, which will not only give them a relative ranking as to how
they fare with respect to each other but also help them to zero in on tactical measures
that would help them move forward on the maturity continuum. Hence, without further
ado, let us take a deep dive into the crux of the report – The MCM Maturity Model.
1We surveyed HCPs based out of the US and from specialties – Neuro, Oncology, and Metabolic.
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MCM MATURITY INDEX
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Holistic MCM Maturity Model
• Majority of the
engagement is via
traditional/legacy
channels (non-digital) and
is product centric
• Limited/few channels in
the MCM stack initiated
Indegene MCM Maturity Model for driving unified customer experience is Indegene’s point of
view on how this digital transformation journey can be planned. The overall maturity is measured
over 2 key parameters – Cx and Ox. A balance between both these parameters is imperative to
ensure that all the possible levers are streamlined to move in tandem with each other. The
various levels in the continuum are defined as below:
LEVEL 0Traditional Product
Centric Outreach
• Multiple channels apart
from the legacy ones are in
use (good mix of digital and
non-digital tactics in play)
• There is little/no
integration across channels
(siloed operations)
LEVEL 1Multichannel Product
Centric Experience
• The Channels operate in
sync
• Data integration is done
across all the channels
LEVEL 2Integrated
Customer Outreach
• Unified and integrated
experience is delivered by
global/regional/country
teams across brands,
across channels, and
across business units (BUs)
• Organization-wide
customer centricity is
initiated
LEVEL 3Omni-organizational
Integrated Experience
• Highly personalized
experience is provided for
specific/individual
customer segments (eg,
HCP segments)
• Accountable MCM
communication is initiated
(strong correlation
between MCM and
business outcomes)
LEVEL 4Personalized Experience With
Operational Accountability
• Orchestration of
personalized experiences
is initiated across diverse
customer segments (Key
Opinion Leaders [KOLs],
HCPs, patients,
government bodies,
think-tanks, and policy
makers)
LEVEL 5Personalized Multi Stakeholder
Journey with Overall Accountability
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MCM MATURITY INDEX
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Vertical Levers of the MCM Model
These are the functional levers that should be pushed and moved in an integrated manner to
help an organization achieve its MCM objectives.
This model offers a calibrated approach to ascertain the current maturity level of an organization
on a set of 7 levers – 3 Vertical Levers and 4 Horizontal Levers. These levers are defined as
follows:
Channel
Standards in channel
operations in context
of supporting rich and
personalized
customer experience
Data and Analytics
Quality of data aggregation
across customer
touchpoints and integration
with operations and
business outcomes
Content
Degree of personalization,
atomicity, analytics
enablement, KPI
optimization, and
automation
Horizontal Levers of the MCM Model
The horizontal layer comprises the enablers at the organizational level that are like hygiene
factors for any MCM initiative to work well.
Operations
Quality of workflows,
processes, and division of
labor across functions and
across vendor ecosystem
Availability and application of
marketing technology stack
across the digital supply
chainInfrastructure
Team structures and
capabilities across brands,
across BUs, and across
markets
Collaboration,
decision-making, and
risk-taking abilities across
teams and across functionsOrganization Culture
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MCM MATURITY INDEX
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Pharma companies are leaving no stone unturned to realize return on investment (ROI) on
their initiatives on the digital front; however, in spite of all these efforts, and unfortunately so,
such initiatives have often not lived to their full potential and have fallen short of the original
promise.
Perhaps, the single biggest reason is lack of robust and well-coordinated interplay among all
the underlying levers – content, channel, data and analytics, infrastructure, organization,
culture, and operations. With reference to the example below (Figure 1), even though an
organization may have made greatest investments in state-of-the-art marketing tech stack,
the overall MCM maturity could still be toward the lower end of the spectrum, as other levers
such as infrastructure, operations, and culture have not been pushed in the right direction. For
pharma companies, this portends a need to make systemic and integrated efforts at the
organizational level rather than operating in silos.
All these levers must move in tandem and like a well-oiled
machinery to enable an organization to move in the right
direction of the MCM Maturity Continuum
Content
Channel
Analytics
Infrastructural
Operational
Organizational
Cultural
Traditional
Product
Centric
Outreach
Multichannel
Product
Centric
Experience
Integrated
Customer
Outreach
Omni
Organizational
Integrated
Experience
Personalized
Experience
With
Operational
Accountability
Personalized
Multi Stakeholder
Journey With
Overall
Accountability
Figure 1: Illustrative variation of maturity levels across all levers.
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MCM MATURITY INDEX
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Indegene’s approach to arriving at theMCM Maturity score
To arrive at an organization’s MCM maturity, a thorough assessment of the current state can
be deployed that includes several data inputs such as surveys, audits, etc. At Indegene, the
Indegene Discover Methodology (Figure 2) includes a comprehensive diagnostic tool to
assign a score to each of the 7 critical levers. Based on the score for each lever, holistic
organizational MCM maturity is calculated. Once the maturity level has been gauged, a
thorough gap analysis can be conducted. Indegene partners with its customers to
co-develop a customized roadmap to determine how each lever can be moved to nudge the
organization toward greater holistic MCM maturity. To enable this transition, the repertoire
includes a comprehensive suite of templates (financial, governance, and processes),
operating models, and technology/platform recommendations that are tailor made and
optimized to cater to the client’s unique needs.
This bundled offering is rolled out for the client and is monitored over short-, medium-, and
long-term milestones. Quick wins are established and an entire benefits realization track is
formulated to gauge the success of this approach.
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MCM MATURITY INDEX
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Draft
Customized
Roadmap
Conduct
Gap
Analysis
Indegene Discover Methodology is a comprehensive
diagnostic tool that gauges the current MCM maturity of an
organization by triangulating data from sources such as
end-customers surveys (HCP surveys), interviews across
various client stakeholder groups, independent asset
audits, and Indegene’s benchmarking data repository from
other clients. A cumulative score emanating from these
data sources indicates how the organization is performing
currently and helps identify the gaps that need to be
plugged to move to the next level.
Current State
MCM Maturity
Score
*Algorithm
*Algorithm: assigning weightages to all parameters and normalizing data to arrive at cumulative scores
Figure 2: Indegene Discover Methodology.
Benchmarking DataIndegene’s repository
gathered across
engagements with top
pharma companies
Secondary Review
(Independent
audit of client’s
assets)
Primary Questionnaire
(End-customer/HCP
surveys + Pharma
Marketer surveys)
�Process Due Diligence
(Interviews across the
various client stakeholder
groups)
Future State
MCM Maturity
Score
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MCM MATURITY INDEX
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Epilogue andClosing Thoughts
Pharma companies are re-strategizing their priorities in order to become digitally
savvy. In doing so, they are making internal organizational realignments, investing in
marketing technologies, and partnering with strategic vendors to enable
transformation.
To support this transition seamlessly, the Indegene MCM Maturity Score is the prism to
offer pharma companies a 360 degree viewpoint to gauge if they are pressing the right
buttons to reap maximum benefits and stay ahead of the competition. Through our
well-researched and holistic “Indegene Discover” methodology, we can help pharma
companies with the assessment of their current state in terms of MCM Maturity. With
this analysis as the baseline, we will conduct a gap analysis and devise a customized
roadmap to help our client climb up on the maturity continuum.
If you are a Pharma Marketer and are keen to understand more about how your digital
capabilities fare vis-à-vis your competitor, please contact us at
[email protected] to understand more about our consultative “Indegene
Discover” methodology and how it may benefit your business.
• All findings, inferences, and data shared in this report are solely the views of the respondents and may, or may not
represent the views of any organization.
• PharmaFuture™ bears no liability in any capacity to the authenticity, accuracy, or completeness of the information shared.
• PharmaFuture™ has in no way modified or influenced the results presented in this report, which contains information in
summary form and is therefore intended for general guidance only. It is not intended to be a substitute for detailed
research or the exercise of professional judgment. PharmaFuture is not liable for any loss occasioned to any person
acting, or refraining from acting, as a result of any material in this publication.
• If you intend to reuse, copy, or reproduce any content in the report in any form, due credit has to be given to Indegene by
mentioning “Source: MCM MATURITY INDEX” as the source of information for all reproductions.
• To reproduce, copy, or use any or all parts of this report for commercial, non-commercial, or academic purposes, express
written permission must be sought by writing to [email protected]
Disclaimer
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MCM MATURITY INDEX
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MCMMATURITY
INDEXAN INDEGENE PERSPECTIVE
© PHARMAFUTURE™. All rights reserved.
PharmaFuture™ (www.pharmafuture.org) is a global thought-leadership forum for senior
pharmaceutical executives. Its objective is to present the market realities through credible market
research and bring together senior leaders of the industry in an interactive setting to discuss key
challenges facing the industry, to share experiences, and to brainstorm ideas and solutions to drive
better health and business outcomes.
PharmaFuture™ is an initiative of Indegene—a leading global healthcare solutions company that
integrates medical/pharma expertise, technology, analytics, and operational excellence to address
some of the big challenges in the industry.
ABOUT PHARMAFUTURE™
CONTENTMATURITY
INDEXAN INDEGENE PERSPECTIVE
“Indegene’s perspective on understanding the maturity of multichannel marketing initiatives of pharma companies with consideration to 2 main attributes – customer centricity and operational efficiency, also elaborating on the key enablers that are pivotal to improving an organization’s CONTENT Maturity quotient.”
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CONTENT MATURITY INDEX
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Contents
Executive Summary .........................................................................03
Spotlight | Content Maturity Model.........................................05
A Deep Dive Into The Content Lever.....................................................................................05
Content Maturity Debrief..................................................................................................................05
Key Parameters for Gauging the Operational Excellence ..................................07
Adaptive.................................................................................................................................................... 10
Analytics Enabled ..............................................................................................................................11
Intelligent Automation...................................................................................................................12
Key Parameters for Gauging Customer Experience.................................................14
Personalization ................................................................................................................................... 16
Key Performance Indicator (KPI) Optimized...............................................................17
Data Analysis and Interpretation .............................................. 19
Interpretation.........................................................................................................................................19
What Do These Scores Mean for the Pharma Companies? .......................19
Customer Experience Scores | Insights........................................................................20
Operational Excellence Scores | Insights.................................................................... 22
Research Methodology .................................................................. 25
Data Sources Leveraged........................................................................................................... 25
Epilogue and Closing Thoughts ................................................27
CONTENT MATURITY INDEX
03\© PHARMAFUTURE™. All rights reserved.
Executive SummaryPharma companies invest heavily in effort and resources to produce content across a
multitude of channels, which can be shared with the end customers – the healthcare
professionals (HCPs). The channels span from iDetails to websites to print media (such as
newsletters, print banners, etc) to emails (rep-triggered mails and mass mailers). In order to
understand the return on investment (RoI) of the shareable content, it is imperative for these
companies to gauge how effective and useful the content deployed is for the HCPs.
One of the methods to gauge this is the Content Maturity framework which is an approach by
Indegene to appraise the efforts of the pharma companies’ Multichannel Marketing (MCM)
Maturity Model with reference to content deployment and provides a holistic perspective on
the effectiveness of their initiatives on 2 broad parameters:
The scores achieved by the pharma companies on the Content Maturity framework show the
best practices of the top performers. Insights of this report are highly beneficial for others to
alter their strategies and achieve what it takes to be successful in today’s digital age.
I. CUSTOMER EXPERIENCE (Cx)
Refers to the voice of customers (HCPs) and is
an appraisal of the efforts that the pharma
companies are driving with focus on customer
centricity
II. OPERATIONAL EXCELLENCE (Ox)
Refers to the degree of efficiency in
channelizing the organization’s resources
while delivering great customer experience
CONTENT MATURITY INDEX
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Companies featured in this report
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CONTENT MATURITY INDEX
Spotlight | Content Maturity ModelA deep dive into the content lever
The MCM Maturity Model hinges on 7 key components: Content, Channel and Analytics,
Infrastructure, Operations, Organization, and Culture. Each of these significantly contributes to
evolution of the comprehensive model. In the current report, although we are addressing only
the content lever, we have also captured the interplay of all the horizontal and other vertical
levers within this lever. The other levers will be discussed in the subsequent editions of this
report.
Content maturity debrief
Pharma companies maintain a fine balance between delivering a great customer experience
and optimizing their operational efficiency. Taking this into account, the Content Maturity
Model evaluates an organization on 2 key parameters:
III. CUSTOMER EXPERIENCE (Cx)
The voice of customers (HCPs) that helps to
gauge the level of efficiency and effectiveness
of the content being shared by the pharma
companies
IV. OPERATIONAL EXCELLENCE (Ox)
The degree of efficiency in channelizing
the organization’s resources while
delivering great customer experience
CONTENT MATURITY INDEX
/06 © PHARMAFUTURE™. All rights reserved.
A balance between both these scores is crucial to ensure that
the organization delivers efficacious customer experiences in
a sustainable manner.
Figure 1: The Content Maturity Model plots organizations on 2 main dimensions,
thereby creating 4 broad buckets.
Cu
sto
me
r E
xpe
rie
nce
(Cx)
Operational Excellence (Ox)
INTROSPECTORS
MAGNUMS
GREENHORNS
Magnums
Efficient and institutionalized setup
to deliver rich customer experience
Introspectors
Conservative in leveraging digital
channels but optimal operational
setup
Greenhorns
Minimal adoption of digital
pan-organization and suboptimal
operational setup
Orchestrators
Deliver great digital content across
channels but lack optimal
operational setup
ORCHESTRATORS
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CONTENT MATURITY INDEX
Key parameters for gauging the operational excellence
The various parameters measure operational excellence of pharma companies to optimize
their operations and realize efficiencies on costs, time, and efforts.
The tenets of an operationally optimized system include:
Table 1 elaborates the variation of Ox parameters across 5 levels (Levels 1 to 5, where
5 reflects the most mature system).
Scalable
Covers all channels and all markets
Automated
Rapid, compliant, and consistent
Intelligent
Data-driven content strategy
Considerations
Adaptive
Analytics Enabled
Siloed Content
Each country developing content for each channel for each campaign
Hard-Coded Tags, No TMS in Place
Low degree of site/CLM analytics with tags hard-coded (adhoc) and no
standards in place
L1 – Rudimentary
Limited or No Automation
Mostly manual with disintegrated system
Intelligent Automation
In order to quantify both the Cx and Ox attributes, a few key parameters have been defined.
CONTENT MATURITY INDEX
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Considerations
Adaptive
Analytics Enabled
Regional, Global Masters
Extensive usage of templates for content, defined channel content standards,
savings are quantified, overall speed to market
Mix of TMS (Enterprise Platform or Multiple Platforms)
Fragmented Site/CLM analytics with some standards in place
L2 – Foundational
Inconsistent Automation
Robotic process automation with procedural task automated
Intelligent Automation
Considerations
Adaptive
Analytics Enabled
Chapters and Choices
Representation of content as chapters of content with choices, core messages
are identified and are adapted across different channel types
Inconsistent Enterprise TMS
Well-defined channel level TMS in place enabling standard/consistent
site/CLM analytics
L3 – Defined
Data-Driven Operational Optimization
Unified OS in place for coordinated workflow across content chain (content
strategy, content production, content storage, and content reuse)
Intelligent Automation
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CONTENT MATURITY INDEX
Considerations
Adaptive
Analytics Enabled
Brand/Campaign/Content Pack
Content is packaged at brand/campaign level to make it more flexible and
hence consumable across all stakeholder groups
Enterprise TMS With All Third-Party and Site Analytics
Enterprise platform-of-record for TMS and standards for integration in place
for selected channels
L4 – Integrated
Intelligent Process Automation With AI and Learning System
Virtual Content Creator and AI-Driven Content Reuse exist to drive speed and
efficiencies
Intelligent Automation
Considerations
Adaptive
Analytics Enabled
Fully Responsive Content
Content is available on demand to be picked up by the channel (anywhere in the
world), content is also aware which means that the various stages that the content
has been through can be tracked
Single Platform-of-Record Used – Enterprise-wide
Centralized and formalized enterprise wide tagging of content across all MCM
channels
L5 – Optimized
Data-Driven Business Optimization
Adaptive Infrastructure is in place to support new needs on Content Strategy
and Content Deployment
Intelligent Automation
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CONTENT MATURITY INDEX
Adaptive
“Adaptive” refers to how easily the content can be broken down into components or
modularized to be adapted for use across various channels/campaigns/markets. By making
the content easily adaptive, pharma companies can significantly reduce redundancies and
realize time and cost savings in creation of content for a desired channel from the base
content (to any other channel). Additionally, it also results in reduced time for
Medical-Legal-Regulatory (MLR) review cycle and greater speed to market. It has been
observed that content modularization can help companies realize significant benefits.
By being able to identify core elements and components of assets, content can be adapted
across different channels without the need to reinvent the wheel from ground zero. While
working with a top 10 pharma, the Indegene team estimated that this approach can help the
client realize benefits and savings worth 45% annually. In the same vein, a similar case in point
is the feedback received from another top 20 pharma company, wherein by content
repurposing, Indegene helped the company achieve cost savings to the order of 60% and
reduce the time for production by 44%. In addition, the client was also able to get higher
quality output than previous years. Moreover, driving the use of content within templates can
reduce duplication of effort on the creative and production side and is the cornerstone for
enabling content repurpose across channels.
Variation across levels of the maturity model
There are different levels of the model. At the most nascent level of the maturity model,
content production is decentralized to the extent that it is produced separately across
different countries and channels. At the second level, it moves on to a stage wherein
organizations start establishing content standards. At the third level the “chapters and
choices” approach is leveraged. In this approach, the core elements of the content (such as
images, data/references, audio/video, etc) are identified to prepare master assets. These
master assets can be tweaked and customized while adapting across different channels and
geographies. At the fourth stage the content is packaged at brand/campaign level to make it
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CONTENT MATURITY INDEX
Analytics Enabled
“Analytics Enabled” implies leveraging a standard tagging framework, site analytics,
third-party tags, etc for assessing the performance across different channels to analyze which
assets are performing well and which are not. An effective tag management system (TMS) in
place leads to comprehensive understanding of engagement stemming from unique paid
assets in market, with analytics granularity down to placement level. It improves actionable
analysis and insights by creating time efficiencies realized in time spent in pulling out and
organizing data, which in turn leads to improvements in the data automation process.
In Indegene’s experience of implementing a TMS at a top 10 US-headquartered pharma
company, the client realized an increase in annual time savings by 90% compared with the
legacy platform that they were using. Additionally, adoption of a standardized browser QA
process led to efficiencies to the tune of 30% realized by decreased QA time for website
analytics.
more flexible and hence consumable across all stakeholder groups. The other end of the
spectrum (Level 5) on the content maturity continuum envisions “content-on-demand.” The
content at this stage of the maturity model is fully responsive and dynamic. With preset
algorithms, the next best action is picked up by the channel, meanwhile, the content is also
tracked intelligently across the journey.
In all, 90% of the pharma marketers do not see a high
degree of reuse of content both between global and local
assets and across different channels.
CONTENT MATURITY INDEX
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Intelligent Automation
“Intelligent Automation” refers to the degree of automation that pharma companies apply
across the various stages of the content life cycle. The various stages of the content life cycle
are planning and project initiation, creative and copy development, content production and
deployment, data capturing, and performance tracking. Automation can be applied at each of
these stages of the content life cycle.
Variation across levels of the maturity model
At the lowest end of the spectrum, content analytics are out of the box, that is, there are no
set and consistent standards that apply to the practices. There is no TMS in place, tags are
hard coded, and formalized media tracking process in place is nonexistent. At the next stage
of the maturity model, organizations graduate to leveraging some bit of TMS; however, still
there is no enterprise- or brand-specific standard solution in place. The next stage sees all
brands using enterprise TMS but not consistently for both site analytics and third-party
tracking (no enterprise policy). Additionally, there is no hard coding of tags. At Level 4, there
are multiple platforms-of-record for the TMS, and there are minimal or few enterprise-wide
standards in place. As organizations become more digitally mature, at Level 5, multiple
platforms evolve into a single platform-of-record at the enterprise level. There are
enterprise-level media tagging naming conventions and an enterprise-controlled process for
providing tagging and QA for media assets.
Only 10% of the pharma marketers have formal and robust
analytics in place for capturing data regarding
performance of different content across channels.
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CONTENT MATURITY INDEX
With Artificial Intelligence (AI), Machine Learning (ML), etc trending on the horizon of digital
initiatives, many companies are exploring this white space to see how these can be adapted
to fit their requirements. Transcreation of assets across different channels can be expedited
through the use of an AI-powered disruptive approach on a platform that will create
sub-assets from master assets leveraging automation. Indegene’s proprietary Virtual Content
Creator (VCC) is an example of one such tool that combines ML-based content reuse with a
data-driven approach for faster, economical, and better content creation with potential
savings of a ballpark 35%. Another similar example is that of Virtual Engagement Manager
(VEMA). VEMA is Indegene’s cloud-based platform to support workflow automation, access to
templates and best practices, AI-driven asset tagging to drive content reuse, and real-time
status reporting. VCC and VEMA are a powerful combination to address content-related
automation requirements of pharma companies.
Variation across levels on the maturity model
The Level 1 organizations are those that use mostly manual processes with least intervention
of automation. At Level 2, organizations start using robotic process automation for individual
tasks. From there on, as organizations start realizing the benefits of automation, they start to
leverage a unified operating system for coordinated workflow across the content chain
(including Content Strategy, Content Production, Content Storage, and Content Reuse). The
unified workflow helps to optimize the resources as well as the development timelines.
Further evolution on the automation front sees the finer nuances of AI and ML coming into
play with VCC and AI-driven content reuse. At the most mature level, all technology as well as
infrastructure enablers become increasingly adaptive and responsive to support new needs,
thereby paving the way for end-to-end automation of content strategy and content
deployment.
Pharma marketers report that maximum automation is seen
during the deployment stage of the content life cycle.
CONTENT MATURITY INDEX
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Considerations
Personalization
KPI optimized
Mass Content (Customer Segment Agnostic)
No personalization across channels (mostly) or at best limited personalization
such as <Name Tags> in emails
Nascent
Low/adhoc content performance tracking in place and analysis is limited to
slicing and dicing of data and providing manually to stakeholders requesting
information/insights
L1 – Rudimentary
Table 2 elaborates the variation of Cx parameters across 5 levels (Levels 1 to 5, where
5 reflects the most mature system).
Key parameters for gauging customer experience
The parameters while defining the customer experience capture the voice of customers that
points to tailoring the content and made more specific to the requirements of the target
customers. The tenets of delivering a great customer experience are as follows:
Measured
performance traction of content
Contextualized
tailored and hyper-segmented
Considerations
Personalization
Segmented but fixed content
Predetermined content for each customer segment) but segmentation uses
single-channel data (often misses multi-dimensional data)
Pre-adoption
Content performance tracking is fragmented by
brands/channels/geographies (pockets of excellence may exist) and there is
weak correlation between content analytics and business outcomes
L2 – Foundational
KPI optimized
15\© PHARMAFUTURE™. All rights reserved.
CONTENT MATURITY INDEX
Considerations
Adaptive Hyper-segmented but fixed content
Segmentation uses multichannel/multi-dimensional data
Early adoption
Data-driven strategy guiding content decisions and unified architecture is
conceived and business starts deriving meaningful insights from the POCs/
application of analytics to marketing activities (some channel, some assets)
L3 – Defined
KPI optimized
Considerations
Adaptive
Individual-Level Predetermined Content
Personalization offers hyper-targeted individual-level information and uses
multichannel/multidimensional data with predetermined business rules
Intermediate Adoption
Well-defined data and analytics governance models exist; however, correlation
between analytics consumption and business outcomes is yet to be fully
established pan-organization (all channels and all asset types)
L4 – Integrated
KPI optimized
Considerations
Personalization
Individual-Level Dynamic Content
Personalization offers hyper-targeted Individual-level information relevance
and uses multichannel/multidimensional data to learn and act algorithmically
Mature/Visionary
Most of the analytics services are available in self-serve mode and teams are
capable of consuming these services with no/minimal support, there exist
ample use cases that demonstrate strong correlation between analytics and
business outcomes
L5 - Optimized
KPI optimized
CONTENT MATURITY INDEX
/16 © PHARMAFUTURE™. All rights reserved.
Personalization
In order to ensure a seamless customer experience, pharma companies need to continually
work toward delivering content that is relevant, contextual, valuable, and reliable. In short,
they must customize the content so as to ensure that it is conveying the right message at the
right place and at the right time to the right stakeholder. As companies move along the
continuum by tweaking and customizing content for HCPs, they are working toward making
content hyper-segmented and dynamic so that the content addresses the individual needs of
the HCPs through the use of intelligent algorithms and the content can be personalized for
each individual dynamically. Any customization to the content as per the needs of the end
customers will go a long way in boosting the scores on the personalization parameter and
thereby impact the Cx scores as well.
Variation across levels of the maturity model
At the lowermost level of the maturity spectrum, the content being generated by the pharma
companies is customer agnostic and mass produced with limited personalization, which
could include name tags in emails and the likes. At the next level, content is personalized to
offer segment-level information relevance. Segmentation uses single-channel data (often
misses out on multidimensional data) and inputs.
At the next stage too, the content is personalized to offer targeted segment-level information
but is still fixed. At Level 4, there is high level of automation in place to deliver dynamic
content using predetermined business rules (if/then/else logic). Multiple variables in the
ecosystem are looked into for generating content, such as cross-device data, geo data, and
stakeholder interaction data. Level 5 envisions organizations to create content on the go,
which is also targeted as per the individual customer’s requirements. Rich algorithms
determine what content is best suited for the particular customer as well as the channel while
relying on a cross-section of variables.
Key Performance Indicator Optimized
This parameter refers to the ability to run analysis on the data created and use the insights to
optimize the content for Key Performance Indicator (KPIs). Data interpretation can be the
tricky part and at times may need an expert’s intervention to decipher the implications.
Marketers require data that can be easily consumed and acted upon. As companies evolve
toward Level 5 of the maturity model, their KPIs (across all channels) are increasingly linked
with the business outcomes. Additionally, most of the analytics services are available in
self-service mode, which can be easily consumed by teams with no/minimal support.
By tracking these KPIs, pharma companies can not only gauge the popularity or relevance of
the content among the target customers but also link back the efforts invested with the gains
reaped in future. This will help pharma companies to optimize on the content that they are
churning out and hence result in significant cost savings.
Variation across levels of the maturity model
At the nascent level, marketers are unaware and uninitiated on the potential benefits of
performance tracking of content. Most analyses are just slicing and dicing of data and
providing numbers to stakeholders requesting information/insight.
At the next level too, the decisions are made in the absence of data. Data tracking and
analytics is still rudimentary and there is a weak correlation between analytics and business
outcomes. As organizations realize the importance of analytics and KPIs, they put in place a
unified architecture and a basic data warehouse for number crunching.
Additionally, they start rolling out pilots and testing strategies based on the insights being
generated. Organizations thus graduate to the next stage of the maturity model, wherein they
consider data and analytics as an established competitive differentiator for themselves. Data
is managed on a real-time basis. There are ample use cases that show a strong correlation
between analytics and business outcomes.
17 \© PHARMAFUTURE™. All rights reserved.
CONTENT MATURITY INDEX
Approximately 75% of HCPs do not feel that their
content-related needs are addressed adequately by their
preferred channel.
Key Performance Indicator Optimized
This parameter refers to the ability to run analysis on the data created and use the insights to
optimize the content for Key Performance Indicator (KPIs). Data interpretation can be the
tricky part and at times may need an expert’s intervention to decipher the implications.
Marketers require data that can be easily consumed and acted upon. As companies evolve
toward Level 5 of the maturity model, their KPIs (across all channels) are increasingly linked
with the business outcomes. Additionally, most of the analytics services are available in
self-service mode, which can be easily consumed by teams with no/minimal support.
I. Operational KPIs
These KPIs include the
transactional KPIs such as
number of downloads,
number of visitors, and
impressions
II. Engagement KPIs
These KPIs such as number
of shares or likes of content
denote how the end
customer is perceiving the
content. Hence, even if the
reach of content is weak, it
will organically grow if the
content is engaging
III. Business KPIs
These are parameters
that impact the realization
of long-term benefits and
cost savings incurred
By tracking these KPIs, pharma companies can not only gauge the popularity or relevance of
the content among the target customers but also link back the efforts invested with the gains
reaped in future. This will help pharma companies to optimize on the content that they are
churning out and hence result in significant cost savings.
Variation across levels of the maturity model
At the nascent level, marketers are unaware and uninitiated on the potential benefits of
performance tracking of content. Most analyses are just slicing and dicing of data and
providing numbers to stakeholders requesting information/insight.
At the next level too, the decisions are made in the absence of data. Data tracking and
analytics is still rudimentary and there is a weak correlation between analytics and business
outcomes. As organizations realize the importance of analytics and KPIs, they put in place a
unified architecture and a basic data warehouse for number crunching.
Additionally, they start rolling out pilots and testing strategies based on the insights being
generated. Organizations thus graduate to the next stage of the maturity model, wherein they
consider data and analytics as an established competitive differentiator for themselves. Data
is managed on a real-time basis. There are ample use cases that show a strong correlation
between analytics and business outcomes.
KPIs can be grouped into 3 categories:
CONTENT MATURITY INDEX
/ 18 © PHARMAFUTURE™. All rights reserved.
For example, for a company that lies in the Introspectors quadrant indicates that although the
organization is concentrating on optimizing its operational efficiency, it has relatively less
success in delivering rich and personalized experience to their customers. Hence, a
recommendation for a client in this quadrant would entail key measures to be taken in the
direction of improving content experience for the HCPs. This could mean working on the 2 of 5
attributes of the Content Maturity Model – Personalization and KPI optimization while holding
ground on adaptive, automation, and analytics enablement.
Customer experience scores | Insights
The customer experience (Cx) scores hinge on 2 parameters – Personalization and KPI
optimization of content. The personalization parameter has been gauged from the end
customers themselves through the HCP survey. While KPI optimization inputs have been
gathered by marketer surveys and interviews of the Indegene account teams who work
closely with the clients covered in the reports.
Approximately 65% of the marketing leadership surveyed
for this report, testified that they generate insights from the
performance data captured and optimize the content for
the KPIs across all channels.
Key Performance Indicator Optimized
This parameter refers to the ability to run analysis on the data created and use the insights to
optimize the content for Key Performance Indicator (KPIs). Data interpretation can be the
tricky part and at times may need an expert’s intervention to decipher the implications.
Marketers require data that can be easily consumed and acted upon. As companies evolve
toward Level 5 of the maturity model, their KPIs (across all channels) are increasingly linked
with the business outcomes. Additionally, most of the analytics services are available in
self-service mode, which can be easily consumed by teams with no/minimal support.
By tracking these KPIs, pharma companies can not only gauge the popularity or relevance of
the content among the target customers but also link back the efforts invested with the gains
reaped in future. This will help pharma companies to optimize on the content that they are
churning out and hence result in significant cost savings.
Variation across levels of the maturity model
At the nascent level, marketers are unaware and uninitiated on the potential benefits of
performance tracking of content. Most analyses are just slicing and dicing of data and
providing numbers to stakeholders requesting information/insight.
At the next level too, the decisions are made in the absence of data. Data tracking and
analytics is still rudimentary and there is a weak correlation between analytics and business
outcomes. As organizations realize the importance of analytics and KPIs, they put in place a
unified architecture and a basic data warehouse for number crunching.
Additionally, they start rolling out pilots and testing strategies based on the insights being
generated. Organizations thus graduate to the next stage of the maturity model, wherein they
consider data and analytics as an established competitive differentiator for themselves. Data
is managed on a real-time basis. There are ample use cases that show a strong correlation
between analytics and business outcomes.
Interpretation
Points on the 2 × 2 matrix give an idea on how an organization fares relative to its competitors
and help identify how it is performing on both customer experience and operational
excellence dimensions.
What do these scores mean for the pharma companies?
The scores obtained are an absolute representation of the top 20 pharma companies in the
United States on the customer experience (Cx) as well as the operational excellence (Ox) axes.
• Brand Recall Scores: Please refer to the chart below for a quick view of the top 5 Brand
Recall scores. The scores are reflected as percentages (from 1 to 100). Merck, Pfizer, and
AstraZeneca bag the top spots, and this resonates with their high overall customer
experience scores as well.
19\© PHARMAFUTURE™. All rights reserved.
CONTENT MATURITY INDEX
For example, for a company that lies in the Introspectors quadrant indicates that although the
organization is concentrating on optimizing its operational efficiency, it has relatively less
success in delivering rich and personalized experience to their customers. Hence, a
recommendation for a client in this quadrant would entail key measures to be taken in the
direction of improving content experience for the HCPs. This could mean working on the 2 of 5
attributes of the Content Maturity Model – Personalization and KPI optimization while holding
ground on adaptive, automation, and analytics enablement.
Customer experience scores | Insights
The customer experience (Cx) scores hinge on 2 parameters – Personalization and KPI
optimization of content. The personalization parameter has been gauged from the end
customers themselves through the HCP survey. While KPI optimization inputs have been
gathered by marketer surveys and interviews of the Indegene account teams who work
closely with the clients covered in the reports.
Key Performance Indicator Optimized
This parameter refers to the ability to run analysis on the data created and use the insights to
optimize the content for Key Performance Indicator (KPIs). Data interpretation can be the
tricky part and at times may need an expert’s intervention to decipher the implications.
Marketers require data that can be easily consumed and acted upon. As companies evolve
toward Level 5 of the maturity model, their KPIs (across all channels) are increasingly linked
with the business outcomes. Additionally, most of the analytics services are available in
self-service mode, which can be easily consumed by teams with no/minimal support.
By tracking these KPIs, pharma companies can not only gauge the popularity or relevance of
the content among the target customers but also link back the efforts invested with the gains
reaped in future. This will help pharma companies to optimize on the content that they are
churning out and hence result in significant cost savings.
Variation across levels of the maturity model
At the nascent level, marketers are unaware and uninitiated on the potential benefits of
performance tracking of content. Most analyses are just slicing and dicing of data and
providing numbers to stakeholders requesting information/insight.
At the next level too, the decisions are made in the absence of data. Data tracking and
analytics is still rudimentary and there is a weak correlation between analytics and business
outcomes. As organizations realize the importance of analytics and KPIs, they put in place a
unified architecture and a basic data warehouse for number crunching.
Additionally, they start rolling out pilots and testing strategies based on the insights being
generated. Organizations thus graduate to the next stage of the maturity model, wherein they
consider data and analytics as an established competitive differentiator for themselves. Data
is managed on a real-time basis. There are ample use cases that show a strong correlation
between analytics and business outcomes.
Data Analysis and Interpretation
Interpretation
Points on the 2 × 2 matrix give an idea on how an organization fares relative to its competitors
and help identify how it is performing on both customer experience and operational
excellence dimensions.
What do these scores mean for the pharma companies?
The scores obtained are an absolute representation of the top 20 pharma companies in the
United States on the customer experience (Cx) as well as the operational excellence (Ox) axes.
Figure 2: Content Maturity Framework
Cu
sto
me
r E
xpe
rie
nce
(Cx)
Operational Excellence (Ox)
ORCHESTRATORS MAGNUMS
INTROSPECTORSGREENHORNS
75.00
50.00
25.0025.00 47.00
• Brand Recall Scores: Please refer to the chart below for a quick view of the top 5 Brand
Recall scores. The scores are reflected as percentages (from 1 to 100). Merck, Pfizer, and
AstraZeneca bag the top spots, and this resonates with their high overall customer
experience scores as well.
CONTENT MATURITY INDEX
/20 © PHARMAFUTURE™. All rights reserved.
For example, for a company that lies in the Introspectors quadrant indicates that although the
organization is concentrating on optimizing its operational efficiency, it has relatively less
success in delivering rich and personalized experience to their customers. Hence, a
recommendation for a client in this quadrant would entail key measures to be taken in the
direction of improving content experience for the HCPs. This could mean working on the 2 of 5
attributes of the Content Maturity Model – Personalization and KPI optimization while holding
ground on adaptive, automation, and analytics enablement.
Customer experience scores | Insights
The customer experience (Cx) scores hinge on 2 parameters – Personalization and KPI
optimization of content. The personalization parameter has been gauged from the end
customers themselves through the HCP survey. While KPI optimization inputs have been
gathered by marketer surveys and interviews of the Indegene account teams who work
closely with the clients covered in the reports.
Interpretation
Points on the 2 × 2 matrix give an idea on how an organization fares relative to its competitors
and help identify how it is performing on both customer experience and operational
excellence dimensions.
What do these scores mean for the pharma companies?
The scores obtained are an absolute representation of the top 20 pharma companies in the
United States on the customer experience (Cx) as well as the operational excellence (Ox) axes.
In the scatter plot, it is observed that the organizations
faring well on the customer experience parameter are
Pfizer, Merck, AstraZeneca, Eli Lilly, and AbbVie. This can
largely be attributed to the fact that these organizations
have a customer-centric approach to tailor the content as
per the requirements of their target segments.
• Brand Recall Scores: Please refer to the chart below for a quick view of the top 5 Brand
Recall scores. The scores are reflected as percentages (from 1 to 100). Merck, Pfizer, and
AstraZeneca bag the top spots, and this resonates with their high overall customer
experience scores as well.
21\© PHARMAFUTURE™. All rights reserved.
CONTENT MATURITY INDEX
For example, for a company that lies in the Introspectors quadrant indicates that although the
organization is concentrating on optimizing its operational efficiency, it has relatively less
success in delivering rich and personalized experience to their customers. Hence, a
recommendation for a client in this quadrant would entail key measures to be taken in the
direction of improving content experience for the HCPs. This could mean working on the 2 of 5
attributes of the Content Maturity Model – Personalization and KPI optimization while holding
ground on adaptive, automation, and analytics enablement.
Customer experience scores | Insights
The customer experience (Cx) scores hinge on 2 parameters – Personalization and KPI
optimization of content. The personalization parameter has been gauged from the end
customers themselves through the HCP survey. While KPI optimization inputs have been
gathered by marketer surveys and interviews of the Indegene account teams who work
closely with the clients covered in the reports.
Interpretation
Points on the 2 × 2 matrix give an idea on how an organization fares relative to its competitors
and help identify how it is performing on both customer experience and operational
excellence dimensions.
What do these scores mean for the pharma companies?
The scores obtained are an absolute representation of the top 20 pharma companies in the
United States on the customer experience (Cx) as well as the operational excellence (Ox) axes.
• Net Promoter Scores (NPS): The NPS scores (calculated from the HCP survey and plotted
as percentages) reveal the inclination of HCPs to share the content with their peers. This is
a valuable metric to be tracked by pharma companies and weighs upon the quality of their
content. In line with the previous observation, the finding that the NPSs for Pfizer are
highest corroborates that HCPs find their content very useful and that it meets their
requirements. The survey reveals that NPSs of Pfizer (48%) are followed by that of Merck
(46%) and AstraZeneca (40%).
Figure 4: Net Promoter Scores
0 10 20 30 40 50
40%
46%
48%
80%
Figure 3: Brand Recall Scores
0 10 20 30 40 50 60 70 80 90
43%
34%
20%
69%
• Brand Recall Scores: Please refer to the chart below for a quick view of the top 5 Brand
Recall scores. The scores are reflected as percentages (from 1 to 100). Merck, Pfizer, and
AstraZeneca bag the top spots, and this resonates with their high overall customer
experience scores as well.
CONTENT MATURITY INDEX
/22 © PHARMAFUTURE™. All rights reserved.
• Additionally, personalization of content is one of the key parameters that can be worked
upon by pharma companies in order to boost their Cx scores. Insights from this report help
pharma companies move the needle on their Cx scores. Upon being asked if the content
being shared with them was enough, the HCPs highlighted that the content could evolve
to include more details apart from the customary information on efficacy, clinical trials,
safety, Mechanism of Action (MoA), etc. The most important aspect emerging from their
feedback is the information pertaining to cost of drug to the patient and any other related
discount cards, etc, if applicable. Some of the other value-add details that could be
included are drug interactions, health outcomes formulary data, and possible side
effects/risks of drugs in question.
Operational excellence scores | Insights
The insights on operational excellence scores are an aggregated result from the independent
audit of the direct-to-consumer (DTC) websites of the top 20 pharma companies as well as
data collated from the Indegene account teams and marketer surveys. Upon looking at the
operational excellence scores, companies that fare high on this parameter include Pfizer,
Amgen, AstraZeneca, Eli Lilly, and GlaxoSmithKline. Some best practices that can be adopted
looking at these examples are:
• An integrated approach to content development and high degree of content reuse across
multiple channels can help reduce redundancies and result in cost savings. Additionally,
having a centralized Digital Asset Management System (DAMS) in place also facilitates
asset reuse between global and local marketing teams. On that note, Pfizer and
AstraZeneca are setting benchmarks when it comes to content modularization and
content repurposing. As per the benchmarking data available with Indegene across various
engagements, the Content Adaptability scores (on a scale of 1 to 5, where 5 is the highest)
provided below reflect the maturity of clients on the parameter “Adaptive.” As can be
observed, AstraZeneca, and Amgen are the leaders of the pack when it comes to reuse of
content across different channels.
23\© PHARMAFUTURE™. All rights reserved.
CONTENT MATURITY INDEX
• Significant savings in turnaround time for assets are being realized by the implementation
of automation across different stages of the content life cycle. The content automation
scores are plotted on a scale of 1 to 5 (where 5 is the highest).
Indegene’s benchmarking data accrued over several engagements reflect that the top
companies in terms of automation of content include Amgen, AstraZeneca, Pfizer,
GlaxoSmithKline, and Allergan. Allergan, though has a high score on content automation,
does not fare well on the other parameters, resulting in a lower cumulative score.
Figure 6: Content Automation Scores
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
Figure 5: Content Adaptability Scores
4.64
4.62
4.40
4.31
3.45
0.00 0.5 1.0 1.5 2.0 2.5 3.0 3.5
3.5
3.2
3.05
2.9
2.25
CONTENT MATURITY INDEX
/24 © PHARMAFUTURE™. All rights reserved.
• Effective TMS and a system in place to support website analytics help in measuring the
consumption of content across channels/tactics throughout the customer journey. As per
our independent audit of the DTC websites of the pharma companies, Eli Lilly is the top
scorer, followed by Teva and Merck. Eli Lilly scores 62 on a scale of 1 to 100. The high score
is attributable to the fact that Eli Lilly’s product websites are optimized to track content
such as videos and doctor discussion guides. All of these are apart from having a robust
TMS in place and leveraging on Search Engine Optimization (SEO) basics for making the
content more searchable.
Figure 7: DTC Website Analysis Scores
65
48
40
40
40
39
25\© PHARMAFUTURE™. All rights reserved.
CONTENT MATURITY INDEX
This white paper aims to map the top 20 pharma companies in the United States on the basis
of maturity of their content practices. The companies covered as part of this exercise include
AstraZeneca, Pfizer, Novartis, Merck, Bristol-Myers Squibb (BMS), Bayer, GlaxoSmithKline,
Mylan, Amgen, Eli Lilly, Shire, Sanofi, AbbVie, Gilead, Teva, Novo Nordisk, Allergan, Boehringer
Ingelheim, Celgene, and Roche. The parameters that influence content practices include
Adaptive, Personalization, Automation, Analytics, and KPI Optimized.
Data sources leveraged
The research has been very holistic and comprehensive in capturing a 360-degree
perspective from stakeholders including:
Research Methodology
Customer feedback
from HCPs
Self-appraisal of
content practices
by marketers
(marketer surveys)
Independent audit
of publicly
available data of
the DTC websites
of the top 20
pharma
companies
Experience of the
Indegene’s
account teams
who work closely
with the top 20
pharma
companies
/26 © PHARMAFUTURE™. All rights reserved.
CONTENT MATURITY INDEX
Figure 8: Data Sources and Analysis Methodology
(Includes assigning
weightages to all parameters
and normalizing data to arrive at
cumulative scores)
Customer Experiencescore captures how effectively Pharma
companies are meeting their
customer requirements
Cx Score
Ox Score
DATA SOURCES
HCP Survey(61
respondents across US)
ExternalSources Analysis
(DTC Product websites analyzed
for top 20)
Account Manger Interviews
(Interviews of Indegene Account teams for top 20
Pharma)
Marketer Survey
(Top 20 Pharma client
interviewed on their internal
processes and capabilities)
ATTRIBUTES
Automation
Personalization
Adaptive
Analytics Enabled
KPI Optimized
Operational Excellence measures if Pharma companies are able to optimize
their operations
*Algorithm
27 \© PHARMAFUTURE™. All rights reserved.
CONTENT MATURITY INDEX
To support a seamless transition of the pharma companies on the digital maturity
continuum, the Indegene MCM Maturity Score offers pharma companies a
360-degree viewpoint to gauge if they are pressing the right buttons to reap
maximum benefits and stay ahead of the competition. Through our well-researched
and holistic “Indegene Discover” methodology, we can help pharma companies with
the assessment of their current state in terms of digital maturity. With this analysis as
the baseline, we will conduct a gap analysis and devise a customized roadmap to
help our clients climb up on the maturity continuum.
If you are a pharma marketer and are keen to understand more about how your digital
capabilities fare vis-à-vis your competitor, then please contact us at
[email protected] to understand more about our consultative
“Indegene Discover” methodology and the way you could leverage insights to achieve
your business outcomes.
Epilogue andClosing Thoughts
• All findings, inferences, and data shared in this report are solely the views of the respondents and may or may not represent the views of any organization.
• PharmaFuture bears no liability in any capacity to the authenticity, accuracy, or completeness of the information shared.
• PharmaFuture has in no way modified or influenced the results presented in this report, which contains information in summary form and is therefore intended for general guidance only. It is not intended to be a substitute for detailed research or the exercise of professional judgment. PharmaFuture is not liable for any loss occasioned to any person acting, or refraining from acting, as a result of any material in this publication.
• If you intend to reuse, copy, or reproduce any content in the report in any form, due credit has to be given to Indegene by mentioning “Source: MCM MATURITY INDEX” as the source of information for all reproductions.
• To reproduce, copy, or use any or all parts of this report for commercial, non-commercial, or academic purposes, express
written permission must be sought by writing to [email protected]
Disclaimer
© PHARMAFUTURE™. All rights reserved.
PharmaFuture (www.pharmafuture.org) is a global thought-leadership forum for senior pharmaceutical
executives. Its objective is to present the market realities through credible market research and bring
together senior leaders of the industry in an interactive setting to discuss key challenges facing the
industry, to share experiences, and to brainstorm ideas and solutions to drive better health and business
outcomes.
PharmaFuture is an initiative of Indegene – a leading global health-care solutions company that
integrates medical/pharma expertise, technology, analytics, and operational excellence – to address
some of the big challenges in the industry.
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