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2011
EMEA digital marketing
survey for life sciences

Across Health
Managing Partner

For several years now, Across Health has been
running a unique digital landscape survey among life
sciences leaders. This year‟s edition reached a
record amount of respondents and gives you a 360 °
view on the status, challenges and future of
“The New Normal”, aka digital, in life sciences.

I‟m convinced you‟ll find these results inspiring and
trust they will help you reach the next level…

Thanks again for your participation and enjoy the
hot-off-the press findings!

Fonny Schenck
Managing Partner, Across Group
CEO, Across Health

May 3, 2011 Across Health digital Survey EMEA 2011 2

Executive summary


Table of contents
• Executive summary

• Key survey statistics

• The digital landscape: as-is situation
• eBiz satisfaction
• Benchmark against competitors and other industries
• Most common eTactics

• Key challenges
• Bottlenecks
• Digital understanding & processes
• ROI measurement

• The future of digital in life sciences
• Digital integration & budgets
• Trends in eTool adoption & new stakeholders

• CRM minisurvey


Digital survey EMEA 2011
Executive summary
• Digital satisfaction is still very low
• Digital activities continue to be fragmented and
stand-alone
• Regulatory/legal issues and lack of digital
strategy remain the 2 key bottlenecks for success
• Lack of internal knowledge is moving up quickly as
a hurdle, while ROI questions are losing importance
• Digital budgets continue to be low, and the rate of
growth is only marginal “It‟s not about being
digital anymore, it‟s
• eMarketing, eMedical and eSales are the top value
now about being
generators
clever with digital.”
• CRM is gradually being embraced by the business,
but it will be a long and winding road...
Peter Hinssen


Key statistics


Table of contents



• Key challenges
• Bottlenecks
• ROI measurement


• CRM minisurvey


Key stats
at a glance
• 196 respondents from EMEA life
sciences companies completed the
online survey between Feb – Mar 2011

• Industry spread
Pharma, biotech, generics companies, medical
devices
• Functional spread
Marketing, medical, sales, digital, IT, CRM,
other
• Geographic spread
Across EMEA
• Local vs international spread
Global, regional/EMEA, local


Most respondents from traditional pharma

Pharmaceutical company 87%

Medical devices company 6%

Biotechnology company 5%

Generics company 2%

OTC company 0,5%


Participant • Good representation of all levels,
profile with exception of the most senior
functions
• Predominantly top-10 company
stakeholders joined the survey

Director Medium-
26% sized
VP or company
higher 26% Global
4% 34% Local
43%
Small
Reporting company
Manager Leading
49% to manager 13%
21% company
60% EMEA/
Start-up
International
company 23%
1%


Functional • Marketing and digital represent
spread 65% of all answers
• 3 major segments can be defined:
• Sales, Marketing and Medical
• eBiz
Other
11%
Marketing
• CRM, IT
44%
IT
9%

CRM
5%

eBusiness/
Digital Sales
21% 8% Medical
3%


Current adoption


Table of contents



• Key challenges
• Bottlenecks
• ROI measurement


• CRM minisurvey


Current adoption of digital
Executive summary
• Satisfaction with digital is still very low
• The sentiment around activities towards
HCPs goes down, while digital patient
programmes are inching up, so that both
reach around 15% satisfaction
• The gap with other industries is huge and is
only hesitantly being closed “The great thing in
the world is not so
• Most investments in the eTool mix still go to
much where we
“websites”, and particularly the stand, as in what
product/disease/company site triangle... direction we are
• But several new tools, like mobile marketing moving.”
and tablet eDetailing are rising fast
Oliver W. Holmes


Only 12% are satisfied with their current digital activities …

On a scale from 0 to 5, how satisfied are you with your current digital activities?

34% 34%

18%

11%

2% 1%

Total EMEA
0 1 2 3 4 5

Extremely Extremely
Dissatisfied Satisfied
Average
score 2,4


... and satisfaction has not changed much compared to last year

On a scale from 0 to 5, how satisfied are you with your current digital activities?

2011 18% 34% 34% 11%

2010 4% 18% 34% 32% 10%

2009 5% 24% 26% 35% 8%

0% 20% 40% 60% 80% 100%

Extremely 0 1 2 3 4 5 Extremely
Dissatisfied Satisfied


15% feel they are ahead in using digital towards healthcare
professionals

How would you rank your company versus your competitors in using digital marketing
initiatives targeted at healthcare professionals?

39%

26%

13% 13%

7%
2%

No opinion Far behind Behind Average Ahead Far ahead

15%
HCPs

The 2011 overall sentiment strengthens the negative trend of 2010

initiatives targeted at healthcare professionals?

50%

40% 26%
30%
19%
25%
15%
20% 17%
13%
10%
1% 2% 2%
0%
2009 2010 2011


HCPs

In terms of digital consumer/patient activities, 17% feel they are
ahead

initiatives targeted at consumers/patients?

33%
30%

15%
13%

7%
2%


17%
Patients

... and the number has been increasing year by year ...

initiatives targeted at consumers/patients?

40%
36%
32% 32% 33%
31% 30%
30%
23% 15% 17%
20%
9% 14% 15%
13% 13%

10% 8%
7%
3% 4%
1% 2% 2%
0%
2009 2010 2011


Patients

… reaching similar scores for consumers/patients as for HCP
activities in 2011

initiatives targeted at consumers/patients? (% ahead + % far ahead)

40%

26%

20% 19%
17%
15% 15%

9%

0%
2009 2010 2011

HCP Consumer


67% of the participants feel they are behind in leveraging the
internet when comparing with other industries

How would you rank your company versus leading other industries
in optimally leveraging the internet?

36%

31%

17%
12%

3%
1%


67%

Digital vs other industries

But, although very limited, the positive feeling is increasing year by
year…while the “far behind” group stays stable, hinting at a market with 2
dynamics: the leaders are ramping up fast, while the laggards stay behind?
How would you rank your company versus leading other industries
in optimally leveraging the internet?
50%
41%
40% 36%
33% 33%
31% 31%
30% 13%
24% 9%
20% 6% 17%
15%
12%
10% 8%
6%
4% 3% 3%
0% 1% 1%
0%
2009 2010 2011


Digital vs other industries

Digital Strategy
in the New Normal

Once we cross over into the times where digital is
the New Normal, the way we interact with our
customers will change completely. The worst
mistake you could make is to take your existing
analog interaction patterns with customers and
transfer them to the web. Don‟t transfer, but
re-think. It‟s all about intelligence. It‟s all about the
contact, it‟s all about “you”.

As the master of marketing, Philip Kotler, once
said: “Marketing takes a day to learn. Unfortunately
it takes a lifetime to master.”
You‟ve got a couple years, max.

Peter Hinssen
Managing Partner, Across Health

For more information on Peter’s recent book “The
New Normal”, click to neonormal.com.


Similar to the previous years, most respondents still think about “a website”,
when asked about digital tools… but web conferencing is moving up fast and
relatively new tools like mobile & tablet detailing are intensely being piloted
Company website 83% 10% 5% 2%
Product website 67% 17% 13% 2%
Disease website 65% 16% 16% 3%
eMail marketing 54% 24% 17% 5%
Web conference 50% 24% 22% 4%
Web analytics 45% 21% 29% 5%
Online market research 44% 29% 21% 6%
Web banners 44% 24% 24% 7%
SEO 39% 24% 27% 10%
HCP self-service portal 36% 29% 30% 5%
Online slide library 35% 19% 40% 6%
OnlineMedEd 34% 32% 31% 4%
SEA 34% 23% 33% 11%
Tablet eDetailing 33% 39% 23% 5%
eCME 28% 26% 37% 9%
Online eDetailing 15% 34% 44% 6%
Social media 13% 31% 53% 3%
Online advisory board 12% 27% 55% 7%
eRep 12% 31% 52% 6%
Mobile marketing 9% 44% 45% 3%
eMSL 8% 23% 59% 10%

Often / Standard practice (3&4) Pilot planned or ongoing (2)
Never (1) Do not know (0)

Search engine marketing:
US vs Europe

Search engine advertising (SEA) is a key
component of the marketing mix in the United
States, also in life sciences. In Europe, this
high-impact tactic is used much less often...
It has been in the lower half of key tactics for
3 years in a row and surprisingly seems to
drop even further this year... High time for
marketers and their digital consultancy or
agency to explore this option more fully... if
you build it, they will NOT come!

Craig Parnell
Managing Partner, North America


No significant changes in experience between 2010 and 2011,
except for tablet detailing ...

Often / Standard Practice
100%
90% 2010 2011
80%
70%
60%
50%
40%
30%
20%
10%
0%


… while mobile marketing and tablet detailing are being piloted
even more intensively than in 2010, next to Online MedEd and eMSL

Pilot Planned or Ongoing
50%

2010 2011
40%

30%

20%

10%

0%


eRep and eMSL
in the mix

More and more often, HCPs don‟t have
enough time for a decent visit by a sales rep
or medical advisor. This endangers the main
channel through which life sciences
companies currently communicate with their
customers.

Through the internet, an innovative and
convenient alternative way emerges for reps
and MSLs to connect with their doctors. A
webcall is not only more flexible: the overall
attention span and thus message recall is
also higher.

Beverly Smet
Managing Director, Belgium


Key challenges


Table of contents



• Key challenges
• Bottlenecks
• ROI measurement


• CRM minisurvey


Key challenges
Executive summary
• Introducing digital is still very challenging
• Regulatory or legal issues and lack of digital
strategy are still the main issues. ROI stills holds
the 3rd spot, but is gradually losing in
importance...
• Interestingly, lack of internal knowledge is
quickly moving up, while also lack of internal
staff to support digital is moving up slightly
• These results may reflect a more widespread “When you're
adoption of digital, leading to the realization that finished changing,
the internal organization is not ready, pointing to a
you're finished.”
need for an integrated approach in digital training.

Benjamin Franklin


53% find it challenging to extremely challenging to adopt digital

On a scale from 0 to 5, how challenging is it to adopt digital activities in your organization?

44%

27%

14%
9%
6%
1%

0 1 2 3 4 5
Not at all Extremely
challenging challenging


… and this stays at a quite constant level in time

On a scale from 0 to 5, how challenging is it to adopt digital activities in your organization?

2011 6% 14% 27% 44% 9% 3,3

2010 7% 19% 22% 39% 11% 3,2

2009 2% 17% 32% 35% 14% 3,4

Avg score
0% 20% 40% 60% 80% 100%
0 1 2 3 4 5

Not at all Extremely
challenging challenging


Setting up the
digital organization

There are no silver bullets in adjusting an
organization to the digital age. It requires the
right knowledge and the right mindset. It
needs setting up new business and
technology processes. A good integration of
channels in marketing/sales activities is
essential, and only a correct measurement of
the results enables us to generate valuable
learning insights.

Think long term, act short term!

Ruud Kooi
Chief Operations Officer


Regulatory issues, strategies and ROI questions are the three
main bottlenecks for digital within organizations

Regulatory or legal issues 28% 17% 11%

No clear eBusiness strategy 19% 12% 14%

ROI questions 12% 13% 11%

Not enough internal knowledge in this area 8% 11% 11%

Healthcare compliance concerns 8% 14% 6%

No headcount to support this 5% 6% 10%

N/A 4% 5% 11%

Pharmacovigilance issues (adverse event…3% 7% 6%

No budget 2% 4% 7%

No senior management support 5% 3% 3%

Customers are not ready 4% 4% 4%

Other (please specify) 2%2%3%

No expert agencies with pharma background… 3%
2%

0% 10% 20% 30% 40% 50% 60%

Most important Second most important Third most important


While some structural bottlenecks are losing importance, lack of
internal knowledge is quickly moving up
57%
Regulatory or legal issues 63%
45%
No clear eBusiness strategy 45%
36%
ROI questions 41%
30%
Not enough internal knowledge in this area 25%
28%
Healthcare compliance concerns 24%
20%
No headcount to support this 18%
11%
No senior management support 18%
13%
No budget 18%
20%
N/A 17%
16%
Pharmacovigilance issues 12%
11%
Customers are not ready 9%
7% 2011
Other 8% 2010
5%
No expert agencies with pharma background available 2%

0% 10% 20% 30% 40% 50% 60% 70%


Barriers to
digital adoption

Digital adoption is an organization-wide
process. Not only marketing and sales are
changing the way they operate, but also
regulatory and legal have to adapt.

Defining a well-rounded and comprehensive
digital strategy linked to the business
objectives, as well as building the right
competences and setting up specific
processes are essential steps towards moving
to the “New Normal”, and being clever with
digital (v.s. just “being there”).

Hans-Fredrik Gustafsson
Director, France


68% feels NOT having sufficient knowledge about digital

Do you feel that you have sufficient knowledge of all opportunities offered by the internet for
your business activities?

68%

42%

24%
21%

10%
2%

Totally insufficient Insufficient
Between sufficient and insufficient Sufficient
More than sufficient (expert)

Internal knowledge

The need for more internal knowledge increased dramatically in
the past year

Do you feel that you have sufficient knowledge of all opportunities offered by the internet for
your business activities?

2011 2% 24% 42% 21% 10%

2010 4% 20% 31% 34% 10%

2009 4% 24% 27% 31% 14%

0% 20% 40% 60% 80% 100%

Totally insufficient Insufficient
Between sufficient and insufficient Sufficient
More than sufficient (expert)

Internal knowledge

There is still quite some room to improve knowledge sharing

Are there any formal processes to share the information about digital strategies within your
company?

Do not
No, it is not
know
Yes required
11%
45% 7%

No, but
should be in
place
37%

Knowledge sharing

This did not significantly change in the past years

Are there any formal processes to share the information about digital strategies within your
company?

2011 11% 7% 37% 45%

2010 8% 6% 47% 39%

2009 9% 43% 48%

0% 20% 40% 60% 80% 100%

Do not know No, it is not required No, but should be in place Yes

Knowledge sharing

Although ROI is a major hurdle, 77% of respondents do measure it
sometimes or always

Do you measure the impact of your digital activities?

77%

47%

30%

14%

4% 6%

Never - not relevant Never - would love to, but do not know how
Rarely Sometimes
Always

ROI

Which also did not significantly change compared to last year

Do you measure the impact of your digital activities?

48% 47%

34%
30%

13% 14%

4% 6%
3% 2%

2010 2011
Never - not relevant
Never - would love to, but do not know how
Rarely
Sometimes
Always


KPI measurement
and analytics

Most often the metrics used for digital projects
stay very standard: views, clicks, average
time on a page, .. These are some perfect
metrics for improving a website, but don‟t
necessarily reflect its success.

One needs to go back to the business goals
of the project to establish the right KPIs and
then look for a way to (approximately)
measure this.

HITS : How Idiots Track Success.

Edwin de Fouw
Managing Director, The Netherlands


The future of digital
In Life Sciences


Table of contents



• Key challenges
• Bottlenecks
• ROI measurement


• CRM minisurvey


The future of digital
in Life Sciences
Executive summary
• Digital opportunities are now being included in the
marketing process
• Digital budgets continue to be low vs total marketing
spend (around 7%)
• Digital budgets will continue to increase, but the
absolute growth will remain limited due to the low
base: 20% growth on 7% will yield only 8.4% next year.
• Digital budgets will be released by shifting budget away
from traditional channels: advertising, direct mail and
“My interest is in the
primary care sales force future because I am
• eMarketing, eMedical and eSales are the top value
going to spend the
generators rest of my life there.”
• Specialists, KOLs and GPs are the main target groups,
with payers on the rise Charles F. Kettering


78% of respondents are including digital opportunities in the
marketing planning process

Are digital opportunities included in the budget and marketing planning processes?

53%

Not at all
26%
No, but it is changing 18%

Yes, this is the case for several brands
4%
Yes, this is the case for all brands


This is more and more often the case for all brands, pointing to an
significantly improving integration of digital in marketing

Are digital opportunities included in the budget and marketing planning processes?

52% 53%

26%
Not at all 23%
19% 18%
No, but it is changing

Yes, this is the case for several brands 6%
4%
Yes, this is the case for all brands

2010 2011


eMarketing, eMedical and eSales are the top 3 value generators for
digital

In which areas do you believe that digital could generate the highest value to you and your
customers?

e-Marketing initiatives 38% 31% 15%
e-Medical education… 25% 17% 25%
e-Sales initiatives 27% 19% 19%
e-PR initiatives 15% 15%
Market access 8% 10%
Health Economics 8%
e-Medical initiatives

e-R&D initiatives

Other

0% 50% 100%

Highest value Second highest Third highest


Digital marketing budgets are still low compared to other
industries

If you oversee a product budget, which percentage of it is allocated to digital marketing
THIS YEAR?

46%

30%

Less than 5% 24%

Between 5 and 10%

More than 10%

EMEA


Although more and more companies are slowly closing the gap
and crossing the 5% or 10% level

If you oversee a product budget, which percentage of it is allocated to digital marketing
THIS YEAR?

60%
52%
46%

40%
31% 30%
24%
Less than 5% 20% 17%
Between 5 and 10%

More than 10%
0%
2010 2011


Life sciences
spending on digital
Life science companies are spending about 8% of their overall
marketing budget on digital activities, and intend to increase
this by less than 20% in 2012 – bringing the total to less than
10%. More importantly, the marketing budgets are quite small
vs the sales budget (30% vs 70%, on average). Hence, digital
budgets are less than 2.5% of the total sales & marketing
budget...

In other industries, 15 tot 20% of total marketing budgets are
the rule rather than the exception...and the marketing budgets
there represent a much higher % of the total sales & marketing
spend.

Clearly this spend trend does not reflect the interest in and
value of these channels for physicians and consumers...we
expect to see more disruptive spend trends in digital going
forward with companies that NEED to change as well as
innovator companies that WANT to change.

Patric Jarchow
Managing Director, Germany


The overall marketing budget will decline, while digital budgets will
increase…but the rate of increase is still limited in view of the low base
(8% of marketing budget for digital)
How do you think your overall marketing budget and digital budget will evolve?

58%
Overall
Digital

39%
33%

21%
17%
14%

4% 4% 3% 4%
1% 0% 0% 1%

Decrease Decrease No change Increase Increase Increase Increase
(> 25%) (1-24%) (1-20%) (21-50%) (50-100%) (> 100%)


The digital budget increase is funded by shifting money away from the
traditional marketing budget…there is no “free” pilot money anymore!

How are you planning to fund the increase in digital spending?

9%

91%

We will increase digital budget by shifting money away from the
traditional marketing budget
We will increase digital budget but will not shift money away from
the traditional marketing budget


Digital’s share of the marketing budget is steadily increasing, but
still stays rather small

How do you think your overall marketing budget and digital budget will evolve? *

-5% -2% -2%

+10% +16% +14%

2009 2010 2011 2012

* Graph calculated using averages of expectations and estimations
classified in intervals; for illustrative purposes only


The budget shift is mostly at the expense of advertising, direct
mail and the primary care sales force

From which of the following traditional channels will you shift money away to digital?

Advertising 29% 26% 26%

Direct mail 13% 26% 23%

Primary care salesforce 26% 6% 13%

Specialist salesforce 19% 16% 3%

Other 13% 10% 16%

Newsletter 6% 10%

Medical education 6% 6%

Public relations 3%3%

0% 20% 40% 60% 80% 100%

Most important Second most important Third most important


Only 26% rely on an actual framework around marketing mix, while
another 37% has at least some foundation for their decisions

How do you define your marketing mix?

37%
26%
23%

16%
13% 14%

6%
2%

EMEA
Based on econometric modeling
Based on last year's budget
Based on customer feedback
Based on market research
Based on a conceptual framework on marketing mix
Based on experience/gut feeling
Other


Marketing mix
assessment
Albeit slowly, companies are shifting budgets away
from traditional channels to digital.
The key question then becomes: which channels
can I safely reduce and to which new channels
should I allocate those budgets? And how much
should I invest in each channel to ensure I have at
least the same impact as before at a lower cost?

In times of change, it is very tricky to rely on
experience or “gut feeling”, as this may lead to the
wrong investments or, possibly even worse,
underinvestment.

A marketing mix assessment is an objective and
powerful basis for making these crucial decisions,
as many of our clients have already realized.

Bernard Depaepe
Senior Management Consultant


Growth is expected across the board, while the outliers are
product websites, mobile marketing & tablet eDetailing

How often will you use the following tools to by end of 2012?

3,5

Product website High use
High growth
3,0
Mean score CURRENT USE (0-4 rating)

Company website
Medium use Medium use
Disease website
No/low growth Web analytics
Medium growth
Online slide library
2,5 Web banners SEO eMail marketing
Online advisory board 0 (Not used)
eCME 1 (Strong decrease)
OnlineMedEd
Social media Web conference 2 (Slight decrease)
Online eDetailing SEA
HCP self-service portal 3 (No change)
eMSL 4 (Slight increase)
eRep Online market research
2,0 5 (Strong increase)
Mobile marketing
Low use
Tablet eDetailing High growth
1,5
2,5 3,0 3,5 4,0
Average GROWTH (0-5 rating)


Social media
strategy
Many pharma companies have experimented with
social media, but most efforts are still piecemeal and
opportunistic. As a result, the true value of social
media has not been tapped yet, witness the “medium
investment/medium growth” category it is in.

Using social media is not a strategy in itself. Which
social media to use? How to interact? Where does
the use of social media serve brand value? Does it
make sense altogether to use social media for
these goals and target group in view of the
buying process priorities?

With the internet becoming social it is important
not to blindly fall for this „shiny object‟, but to
challenge our thinking and use it for the better.
.
Gary Monk
Managing Director UK


Mobile
strategy
In February of last year Google revealed its new
strategy: mobile first. Why? Because mobile
internet will overtake desktop internet usage by
2013.

Indeed, smartphones and tablets are finding their
ways at an incredible pace to HCPs, patients and
sales reps. Mobile websites, smartphone apps,
different platforms, location-based opportunities,
real-time connectivity between stakeholders..

Our 2011 digital survey reveals the same trend:
you are seeing high growth in mobile for the
future...but what is your mobile strategy and how
are you going to take advantage of the mobile
opportunity?

Koen Pellegrims
Digital Consultant and Mobile Expert


Specialists and GPs remain top 3 target groups for digital
communication, and its use for KOLs has significantly increased

Who are the main customer groups that you target using digital channels today?

Specialists 49% 36% 6%
General practitioners 23% 15% 15%
Key opinion leaders 14% 23% 15% from 35 to 52.6 %
compared to last year
Patients & consumers 7% 11% 21%
Pharmacists 6% 14%
Nurses & caregivers 8%
Hospitals 7%
Patient associations 7%
Payers/Policy makers/Health authorities 5%
Other

0% 20% 40% 60% 80% 100%

First Second Third

The outlook for the near future is quite similar, with the exception
of a large increase for digital channel use towards payers

Which main customer groups will you be targeting most through digital channels BY THE END
OF 2012?

Specialists 43% 33% 13%
General practitioners 20% 16% 12%
Key opinion leaders 15% 19% 15%
Patients & consumers 12% 14% 17%
Pharmacists 7% 10%
Nurses & caregivers 4% 11%
Payers/Policy makers/Health authorities 4% 10% from 7 to 16 %
compared to last year
Hospitals 6%
Patient associations 5%
Other

0% 20% 40% 60% 80% 100%

First Second Third

Patient awareness
& adherence
The key target groups for digital in our 2011 survey confirm
that pharma still sees the internet very much as an online
extension of the offline world: offline, we focus on
specialists, so we should do the same online...

I agree that some of our digital budget should be spent on
specialists (“incremental innovation”), but I would argue
that we are leaving huge transformational opportunities
on the table, particularly with regard to massively
“underserved” audiences, including GPs (significant
salesforce reduction), pharmacists and... patients.

Indeed, thanks to the ubiquity of the (social) internet &
mobile, a myriad of channels is available to
communicate with patients along the buying process –
from awareness through to patient adherence...

So, what is your patient strategy for digital?

Janne Pamsgaard
Managing Director Denmark (Nordics)


CRM minisurvey


Table of contents



• Key challenges
• Bottlenecks
• ROI measurement


• CRM minisurvey


CRM minisurvey EMEA 2011
Executive summary
• CRM integration is poor
• Still, CRM is considered a strategic asset by the
majority of the respondents
• And even more respondents consider their
organization to be customer-centric, despite the
poor CRM integration
• There are companies all along the spectrum with "We've spent the last
regard to the size of email databases, but overall 30 years focusing on
the score is low the T in IT, and we'll
spend the next 30
years focusing on
the I.“

Peter Drucker


CRM minisurvey
EMEA 2011
At Across Health, we firmly believe that digital is just part
of the solution... true impact can only be generated by
“fusion marketing”, i.e. integrating online & offline. Indeed,
if done well, 1+1 should equal more than 2.

Digital campaigns are often standalone initiatives. Still
they could be so much more powerful when linked to
customer profiles, integrated multichannel approaches,...
Think about it when you launch your next campaign!

To achieve this, a customer-focused strategy should be
put in place, supported by an agile and high-performing
CRM platform, with clear business KPIs... CRM is the key
to orchestrating touch points throughout a range of
channels in a customer-centric way.

Let‟s see what the state of the industry is
in the next few slides...

Dina Rey
Director, Switzerland


Most respondents consider their organization to be customer-
centric

Please rate the following statement on a scale from 0 to 5: We are a customer-centric
organization

Average
3,0

31%
28%

11% 11% 12%

5% 3%

Totally EMEA Totally
Disagree Agree

Do not know 0 1 2 3 4 5

Customer-centric organisation

And they see CRM as as a strategic asset – but opinions still vary
hugely...

Please rate the following statement on a scale from 0 to 5: CRM is a strategic asset in our
company and not just an IT tool

Average
3,2 34%

20%
15%
12%
7% 7%
4%

Disagree Agree

Do not know 0 1 2 3 4 5

CRM strategic asset

If we dig a bit deeper, the “360° vision” is not supported by day-to-day
CRM priorities: only 25% is integrating web initiatives into the CRM
system today
Please rate the following statement on a scale from 0 to 5: Are your web initiatives integrated
into your CRM system to ensure a 360° view of your customers?

25%
31%
29%

21%

10%
5% 4%

EMEA
Do not know Not at all
Not yet, but we have plans to do this Project underway
Basic integration in place Sophisticated integration in place

CRM integration

And customer email address databases are still not a reality

Please rate the following statement on a scale from 0 to 5: We have over 40% of our customer's
email addresses in our CRM system

Average
2,2

16%
15% 15% 15%
14%
12%
11%

Disagree Agree

Do not know 0 1 2 3 4 5

CRM email database

Still, some progress is being made, especially with regard to the
customer email databases

Please rate the following statement on a scale from 0 to 5: Averages

Totally 5
Agree

4
3,2 3,3
3,0
3
2,4
2,2 2010
2 2011
1,4

1

Totally
Disagree 0
We have over 40% of our We are a customer-centric CRM is a strategic asset in our
customer's email addresses in organization company and not just an IT tool
our CRM system

CRM strategic asset

Final thoughts


So will 2011 be a
grand cru for “fusion”?
Clearly, digital is increasingly being seen as a key
component of the future business model... Although low,
budgets are increasing and companies want to enhance
their knowledge around digital.

The key hurdles remain the same however:
regulatory/legal concerns and lack of a digital strategy...

So, will 2011 be the digital “turning point”? Will you boost
your online budget beyond the symbolic level? Will you
spend it on the right digital channels based on a
marketing mix assessment and integration with your
marketing strategy? Will you integrate digital with offline?
And will you go for the right mix of implementation of best
practices, improvement of existing initiatives and true
innovation?

I wish you every success on this exciting journey!!

Fonny Schenck
Managing Partner, Across Group
CEO, Across Health


About Across Health
COMPANY
• 40+ strong consultancy
• Focus on innovative customer-centric approaches
• (e-powering traditional channels– “fusion”)
• From strategy to implementation and success
metrics/KPIs
• Unique offering in the industry

TARGET CUSTOMERS

• Pharmaceuticals Extensive experience at
• Devices & Diagnostics regional/global level
• Hospitals
• Patient & Professional Associations AND

INTERNATIONAL EXPANSION ONGOING local execution power

• Head offices in Belgium (Ghent)
• Offices in Netherlands (Breda), France (Paris), UK
(London), Switzerland (Basel), Nordics (Copenhagen),
Germany (Munich), New Europe (Prague), China
(Shanghai) and North America (New Jersey)

Across Health Expertise Overview
BE NL FR GE SW IT SP UK Nordics TU USA EMEA
INSIGHT
Landscape Analysis
Marketing Mix Assessment
Projects coordinated at EMEA level, but taking place in different EU countries
CRM/Ebiz Benchmarking
Buzz Monitoring

INNOVATION
Fusion Strategy
Social Media Strategy
Mobile Strategy
Innovation Bootcamps

IMPACT
Dashboards
Web Analytics
Rep equivalent model
Customer-centricity metrics

1 proposal 1 project finished + learnings
1 project ongoing >2 projects finished + learnings

May 3, 2011 79

Across Health Expertise Overview

IMPLEMENTATION
iPad detailing
Other iPad projects
Teledetailing
eRep/Hybrid Rep
Vdetailing
HCP Portal
Mobile Marketing HCP
Mobile Marketing CONS
Social Media for HCPs
Social Media for CONS
Patient website
Multichannel HCP Marketing
Change Mgt & on-site
consulting

1 proposal 1 project finished + learnings
1 project ongoing >2 projects finished + learnings

May 3, 2011 80

How do we play?

04
Impact
01 Insight
We summarize key trends, best
practices and benchmarks - also from
related and other industries - and
compare them to your current situation.
We measure the impact of the new
strategy using
dashboards, KPIs,…and create

The 4 Is
best-practice
documents/tools.

Implementation 03
We support you in the implementation
02 Innovation
We come up with a 2-3 year
innovative, balanced and integrated
roadmap and strategy to move into
of our recommendations – from project
management to website the new space, based on
development, edetailing, dialogue workshops, customer interviews and
marketing, Across insights.
remote selling & education, change
management, process & organizational
design and creative execution


Our international footprint

Customer-centric Innovation. Strategy & Execution.

Across Health Across Health Across Health AcrossHealth
UK USA Switzerland France
Crown House 343 Thornall Street, 5th fl Business Parc Tour Areva
72 Hammersmith Road Edison, NJ 08837 4222 Zwingen 1 place Jean Millier
London W14 8TH Craig Parnell Dina Rey 92084 La Défense
Gary Monk craig.parnell@a-cross.com dina.rey@a-cross.com Hans-Fredrik Gustafsson
gary.monk@a-cross.com +1 732 372 2137 +41 796 008 788 hans-fredrik.gustafsson@a-cross.com
+44 7776 242 276 +33 617 666 086

Across Health Across Health Across Health Across Health
Belgium The Netherlands Denmark Germany
Technologiepark 3 Zaagmolenlaan 4 Farumgaard, Søvej 8 Kellerstrasse 7
B-9052 Gent 3447 GS Woerden 3520 Farum 81667 Munich
Beverly Smet Edwin De Fouw Janne Pamsgaard Patric Jarchow
beverly.smet@a-cross.com edwin.defouw@a-cross.com janne.pamsgaard@a-cross.com patric.jarchow@a-cross.com
+ 32 478 642 846 +31 621 210 437 +45 4240 4705 +49 172 854 30 30

Managing Partner:
Fonny Schenck fonny.schenck@a-cross.com +32 477 453 287


Some of our key references


Contact Details
DISCLAIMER: These results have been compiled by Jeroen Corthout &Bernard Depaepe
Current presentation is confidential. All For any question, mail to jeroen.corthout@a-cross.com
proposed concepts and ideas Make sure also to check out our fields of expertise on
presented here are intellectual property
of Across Health, and are to be used in
collaboration with Across Health. www.a-cross.com/health

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