1. Lilly – using internal insight to drive
improved multichannel performance
Presented by Monica Vidal (Lilly)
and Kay Wesley (Complete Digital)
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2. We thought that...
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• Brand and Marketing Managers seemed only
partially committed to multichannel excellence
We believed this was at least partly because...
• Brand and Marketing Managers were not
emotionally engaged with or passionate about e-
channels and digital marketing

3. “A deep understanding of customer
motivations and behaviour; a
penetrating perception that unlocks
opportunities and generates ideas”
Complete Clarity
Insight?
4
“A discovery of something
enlightening about your core
target that opens the door to an
opportunity for your brand”
Brand Vision – Daniel Taylor
“The generation of new
information about customers /
use of product / services by
the realisation of fresh facts or
by the fresh connecting of
facts already known”
The Market Research
Society
“A profound understanding of
consumers that leads to a
business idea which drives
profitable growth”
Consumer Goods Company
FMCG Company Definition
“An insight is a fresh and
unexpected perspective. It
gets the following reaction
from those involved”:
”Wow, yes, you’re right. I’d
never thought of it like that
before, but you’re absolutely
right. You really understand
what’s going on here”
Building Brands

4. Our process for finding internal insights for
e-execution excellence
• Business issue we
currently face
• Explore impact of
different stakeholders
on the issue
• Issue converted into a
particular high priority
stakeholder
perspective
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Step 1
Refine the
Issue
Step 2
Access
the
Information
Step 3
Crystallise
insights
Step 4
Engage
the
stakeholders
• What we currently
know about
stakeholder behaviour
attitudes and beliefs
relevant to the
challenge
• Gathering further data
to add to our
knowledge and fill
gaps
• Collate, cluster and
theme our knowledge
• Drill into themes to
identify nuggets
• Crystallise nuggets
into insights
• Validate insights
• Apply insights via
creative execution to
address the issues

5. eManagers identified a number of issues as they
perceived them...
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eMarketing
is optional
Lack of
experience
Fear and
discomfort
I’m not a
believer

6. Affiliate Workshops were used to learn more…
 Workshops across Europe
 Participants were marketers and brand
managers
• All brands represented, various job levels
• Not “self-selected”, not particular
e-advocates
 eManagers did NOT attend workshops
 Assured participants of confidentiality and
“warmed up” with exercises to produce
insightful state
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Step 1
Refine the Issue
Step 2
Access
the
Information
Step 3
Crystallise
your
insights
Step 4
Engage
the
stakeholders
Great
interaction and
energetic
participation
by everyone
involved!

7. We thought that...
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• Brand and Marketing Managers across the Lilly ACE
region are only partially committed to e-execution
excellence
We believed this was at least partly because...
• Brand and Marketing Managers across the Lilly ACE
region are not emotionally engaged with or
passionate about e-channels and digital marketing
This is no longer true! We believe
eMarketing is mandatory, not just
because our leaders say so but
because we really are passionate about
the opportunity with e-channels
So what IS hindering
multichannel
excellence?

8. 5 key blockers found, and prioritised for action
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All channels
are equal, but
some are
more equal
than others
We are keen
but it seems
like an
ongoing battle
Deep context
specific
expertise
about digital is
lacking in the
brand teams
Best practice
exists but is
not actively
used &
shared
eMarketing is
viewed by
brand teams as
standalone, a
‘channel’ not
a capability

9. Blocker 1
10
We are keen
but it seems
like an ongoing
battle

10. Blocker 1
12
We are keen
but it seems
like an ongoing
battle
There is no
common view about
how the regulations
should be
interpreted
Level of IT and
e-support perceived
as inadequate
We have to bring
the other functions
with us
E-Metrics are about
input and quantity
not output and
quality
The approval
process is slow,
painful and we do it
differently each time

11. Blocker 2
13
All channels
are equal, but
some are more
equal than
others
Sales targeting
driven by the
channel and
access, not by
potential – e is not
considered as part
of segmentation
process
e is perceived as a
deliverable not a
relationship builder
“e is mandatory, but
not as mandatory
as field force”
“All our activities are
about push – there’s
no pull strategies”
People do not seem
to be applying
learning from their
private lives

12. Blocker 3
14
Deep context
specific
expertise about
digital is
lacking in the
brand teams
Expertise cannot
be limited to
eManagers
– why is eMarketing
separate
department to
marketing?
Brand managers
need the knowledge
to get over the
internal hurdles
eAssociates are
inexperienced and
move on quickly so
they end up getting
up to speed and
doing operational
support Do we really know
what our customers
want from digital?
Occasional poor
execution, e.g.
dumping a detail aid
onto a screen = an
eDetail?

13. Blocker 4
16
Best practice
exists but is not
actively used &
shared
It is not about the
way, it is about the
will!
Where are the
recognition and
reward
mechanisms?
Where are the
powerful, personal
stories?
Leadership
messages could be
stronger
Much of our
capability developed
by external
suppliers – should
be internal

14. Blocker 5
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eMarketing is
viewed by
brand teams as
standalone, a
‘channel’ not a
capability
eManagers are
responsible for 5
products – this is
too much
There is no
acceptance that
digital cuts across
functions
Symposia onto
webcasts, eMail
follow up with
delegates – it is not
happening
Structural silos
eg meeting design
We need help in
selling the benefits
to the sales force

15. So, what do we do?
1. Develop business-focused multichannel measures and dashboards
2. Develop customer stories and case studies to demonstrate digital excellence
3. Continue to engage regularly with leadership and brand teams to maintain support
and report on progress
4. Training and mentoring programme for Marketers and MLR
– Critical digital skills to help them choose e-channels, embed in the plan and execute to a high
quality based on Lilly best practices
5. Work with MLR to share these insights and discuss optimal way to streamline and
embed digital approval processes
6. Evaluate and support projects with a Digital Advisory Board
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16. Digital Advisory Board
20%
80%of our sites had
issues that
potentially were
hurting our equity
with our customer
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17. Compliance was top priority
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SOP:
basic requirements
Rectify issues for
business and IT
compliance

Extremely
important and
mandatory
Unparalleled
customer
experience
Objective

18. We needed the right conversations
at the right time…
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Right conversations
before IT work start
Cover the
basics
What Good looks like
in terms of creating
unparalleled
customer experience

19. We developed a new process…
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Leadership agreed to create a process
to help define WGLL and ensure
sustainability of Web, Social Media
and Mobile projects
The Region provided support though
the Digital Advisory Board
A board of subject matter experts
who are there to help affiliates

20. One process with accountability
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Business Owner submits the Customer
Initiative Submission Form to the DABStep 1:
Business Owner presents project to DABStep 2:
DAB responds within 3 daysStep 3:

21. Managed through the intranet
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22. Benefits of the Digital Advisory Board
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 Improve experience for our
customers on Lilly websites /
Social Media /Mobile project
 Business support from the region
and access to best practices
 Build a maintain web/SM/Mobile initiatives
inventory with business information
improving experience sharing and reuse
 More business and customer
focused process
 Facilitate business discussion
before projects are submitted to IT

23. Feedback
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Expectation setting of people who present a project for DAB. We were
not aware this was a rather heavy procedure, we thought it would be a
more informal fast process. This is no critic on the content of the form,
neither on the comments of the board (both were seen as added value
for our project). But always good to know what to expect
What worked well?
I thought that the feedback received was
excellent. There were many suggestions
that were of added value. Also, there was a
lot of expertise on the phone that made the
discussion very useful
Using the submission form
Ahead my presentation I had a
number of questions that help me to
be prepared to discuss it at DAB
What could be
improved?
The submission form was rather large and
complicated, however still quite easy to fill in.
Working through teleconferences with many people
working on different quality lines is rather difficult (not
easy to catch everything). Sometimes maybe a
written handling by emails would be better

24. Conclusions
• Using an internal insight process can help us understand
how to change mind-set and behaviour
• Lilly’s insights have led to a number of work streams that
are helping to embed better multichannel working across
the region
• More on this in Barcelona on 20th March!
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25. Thank You
• Monica Vidal
– Monica.Vidal@Lilly.com
• Kay Wesley
– Kay.Wesley@complete-digital.com
– @kaywesley
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