With the sophistication of online targeting techniques and the rapid development of connected medical devices, the management and exploitation of data is becoming a crucial issue for Big Pharma.
The public debt crisis, following the
last financial jolt, led many governments, among those
developed countries, to take measures to stem the
health expenditure, a quasi-continuous phenomenon since the last thirty years.
Faced with this new political and economic situation, the major laboratories
pharmaceutical companies have embarked on cost reduction programs,
significantly impacting sales budgets, with
first line medical visitors. Thus, between 2011 and 2013, we note the
removal of 19% of resources dedicated to promotion and marketing,
the five largest European markets, and 16% in the United States (while
Instead, resources were strengthened in emerging markets such as
Brazil, Russia and China).
At the origin of this continuous reduction of efforts
promotion, and beyond purely macroeconomic constraints, we find
a plurality of industry-specific factors among which; the weak
number of new products placed on the market, the impact of the loss of
patents, exacerbated competition from generic drugs, less
less "blockbusters" … To these factors
"Market" is added elements related to the environment
current regulatory regime; on the one hand the compliance guidelines that make
particularly complex the use of traditional promotional channels
(a priori control of advertising material intended for the general public and
professionals, mandatory visa issuance by ANSM etc.) and other
on the one hand, the reinforced framework of relations between industrialists and professionals
health (or post-Mediator effect).
Therefore, the promotional strategy of the big
pharma groups tend to redeploy around two goals
- Focus on a ROiste approach promotional investments (returns
quantifiable and therefore measurable).
- Establish a "direct" relationship with the
patientat the time when the latter,
better and better informed, becomes a player in his care path.
Digital marketing, long neglected by the
health sector in general, represents a substitute for choice in the face of
classical approaches, and allows precisely to answer this double challenge.
Take advantage of a mass of
Recall, if it is useful, that the health industries
spend an average of 2.2% of their turnover on marketing
digital (source: Gartner 2013), nearly 660 million euros at the
worldwide for a laboratory like Sanofi. Nearly half of these expenses concern
the development and maintenance costs of corporate websites, destinations
important in terms of traffic because of the patients-Internet users in search
information about taking a medication. Next are the actions
direct marketing (the predominant part of e-mailing), the creation and
content distribution, then social media and display.
That said, reducing digital to these few
spending would be to not capture the true extent of current issues. In
Indeed, digital technology tends to cover much broader aspects than
simple web communication.
Whether it's digitalization
of the medical examination (rise of the e-detailing), the follow-up of
real-life patients (online community creation and animation),
provision of medical equipment connected, we can only see the
multiplication of "digital" devices, the common point of which is
to generate a massive flow of data
heterogeneous. It is indeed in the medical field and in particular the
clinical development that the exploitation of big data presents the most
great breakthrough and breakthrough opportunities for the industry.
Therefore, in order to optimize media spending
on the one hand and getting closer to patients on the other, the level of effectiveness
in collection, analysis and
processing of these data becomes a major competitive advantage.
Data Management Platform:
the solution ?
Much more than just a fashion, the "DMP subject" is
long-term trend, the pharmaceutical sector is not
no exception. In concrete terms, this type of platform makes it possible to create
custom audience pools using a combination of data
owners or "first-party" (eg data from a
corporate website), partner data (eg prescription data
collected by IMS Health) and third-party data (eg purchase of cookies
qualified dealers). While these platforms
differ by publisher, they generally offer the same possibility of segmentation
allowing a precise measurement of the effectiveness of this or that campaign in
the goal of optimizing it (display, emailing etc …).
The use of these targeting technologies presents many
advantages for the industry: creation of customized campaigns (possibility
to address specific patient groups according to a pathology or
given treatment), direct marketing (eg for medicines without
prescription), followed by treatments, closed-loop
marketing … As many devices to meet the double
problematic of the marketing departments of the sector: getting closer to
patient while enjoying a better control of its acquisition cost.
Use case : "Targeted email for a
OTC medication »
Still organizational obstacles
While these few concrete examples would be of a nature
to please the most optimistic, however, it is important not to neglect the challenges
related to the implementation of a DMP within the company. In
effect, beyond the regulatory constraints specific to the
particularly as regards the securing and anonymisation of data, it is
exist endogenous factors related to the internal organization of pharmaceutical companies
may actually slow down the adoption of this type of approach. For example, many
are the laboratories that still today refuse to develop their
own data system as their business lines are very
often impervious to each other, and although each of them collects a
significant amount of data, this is stored separately. Also, we
understands that the bursting of the silos,
at the very heart of the marketing divisions, remains a critical element. More than a
simple technological advance, setting up a DMP requires a change
deep mentalities (transparency, cooperation) that can not be driven
than at the highest level.
With the rapid development of the Internet of Things and
Connected medical devices, the management and exploitation of the data
is becoming more and more strategic for Big Pharma
(as evidenced by the recent SANOFI-GOOGLE link). The digital,
previously seen as a mere additional channel of communication, tends to
to carve out a place of choice in the very heart
Care path, thus generating ever more data
relevant but also more and more sensitive. This silent revolution
comes to reshuffle the cards of a sector in full mutation, penetrated by the
digital technologies, thus paving the way for a possible
"Uberisation" on a large scale. The degree of relevance of the strategies
used to cope with it will depend on the emergence of the big winners of the
health of tomorrow.