Webinar - Multichannel Maturometer 2018 results: Key global trends

Proprietary and Confidential Information
Across Health is pleased to present you with
the state of the multichannel landscape in life
sciences in Europe, US and emerging markets –
now for the tenth year!
And now, after take-off…Learning to fly!
Webinar, 2 August 2018

The Maturometer focuses on 4 key success factors for
digital transformation
© Across Health2

5%
7%
8%
9%
9%
11%
11%
39%
Other
Japan
China
Latin-America
Africa
Middle East
US
Europe
Most respondents are based in Europe, but there is
a significant group from US, LATAM and Asia too
3 © Across Health
n= 250
In which region(s) do you operate?
Respondents could pick multiple regions at the same time

Around half of the respondents have a local role, the
other half an international one
4 © Across Health
n= 250
What is your geographic scope?
National/local
47%
Regional (e.g.
EMEA, Asia-
Pac, ..)
28%
Global
25%

Balanced spread of levels: 47% is at the Manager
level, and 43% Director or higher
5 © Across Health
n= 250
What position do you hold?
10%
6%
37%
47%
Other
Vice President / Executive Vice President / C-Level
Director
Manager

First…the good news!
© Across Health6

Last year’s 20% increase in digital marketing budget
is further reinforced by another 13% boost this year
7 © Across Health
n for 2018= 73
European Scope
If you oversee a product or marketing budget, which percentage of MARKETING budget
is allocated to digital initiatives THIS YEAR?
14,8%
16,0%
15,6%
15,1%
15,7%
18,9%
21,5%
08%
10%
12%
14%
16%
18%
20%
22%
24%
2012 2013 2014 2015 2016 2017 2018

The BCG matrix applied to the Multichannel
Maturometer – key enablers
n= 250 (2018), 273 (2016) - Global Scope
© Across Health8
0%
2%
4%
6%
8%
10%
12%
14%
0% 5% 10% 15% 20% 25% 30% 35%
Source: BCG Matrix approach
Mid points = Average Scores
 Fully in place 2018 →
%changesince2016→
17%
5%
HIGH CURRENT “SHARE”
HIGH GROWTH
LOW CURRENT “SHARE”
HIGH GROWTH
LOW GROWTH
LOW GROWTH

The BCG matrix applied to the Multichannel
maturometer – key enablers
n= 250 (2018), 273 (2016) - Global Scope
© Across Health9
Reps equipped with digital tools
beyond edetail
Strong digital/MC team with board
support
Strong digital transformation
vision & strategy
0%
2%
4%
6%
8%
10%
12%
14%
0% 5% 10% 15% 20% 25% 30% 35%
17%
5%
HIGH GROWTH

Key enablers - only 1 item in the upper left quadrant…
n= 250 (2018), 273 (2016) - Global Scope
© Across Health10
0%
2%
4%
6%
8%
10%
12%
14%
0% 5% 10% 15% 20% 25% 30% 35%
17%
5%
Integrated customer DB across channels
HIGH GROWTH

The BCG matrix again – for channel adoption by
pharma
11 © Across Health
* Company, product or disease websites
** electronic or personal health record
n=250
Global Scope
 Standard Practice 2018 →
Pilot/Planned2018→
Social media monitoring
Social media marketing
Mobile marketing
SEA
Web conference or virtual meeting
Online medical education
Healthcare professional self-
service portal
SEO
Direct marketing
Web Banners
Approved email
Email marketing
Pharma-owned website*
Tablet eDetailing
0%
10%
20%
30%
40%
50%
60%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%33%
29%
HIGH GROWTH
LOW GROWTH

And interesting opportunities in the upper left
quadrant – MCM campaigns lead with 50% piloting
it!
12 © Across Health
n=250
Global Scope
Artificial Intelligence
Predictive analytics
Virtual reality
e-MSL
Virtual eDetailing
Marketing automation software
eRep
Integrated cross-channel
campaigns
Patient adherence tools
0%
10%
20%
30%
40%
50%
60%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%33%
29%
HIGH GROWTH

And now…some bad news
© Across Health13

35%
48%
17%
0%
10%
20%
30%
40%
50%
60%
2010 2011 2012 2013 2014 2015 2016 2017 2018
Dissatisfied
Neutral
Satisfied
n 2018= 202
Europe Scope
Satisfaction rates are up…but only back to the 2012
levels
© Across Health14
On a scale from 0 to 5, how satisfied are you with your current digital/multichannel activities?

Over 50% indicate that their pace of digital
transformation is (very) slow
15 © Across Health
How would you rate the pace of implementation of digital transformation in your organization?
n=113 (Global/Regional);
n= 114 (National/Local)
3%
2%
15%
18%
32%
21%
44%
50%
6%
9%
National/Local
Global/Regional
Very fast Fast About right Slow Very Slow

4%
5%
7%
8%
9%
14%
14%
15%
22%
No expert agencies with multichannel pharma background available
Customers are not ready
No budget
No senior management support
No headcount to support this
No clear digital strategy
Not enough internal knowledge
ROI questions
Regulatory / legal / Healthcare compliance issues
-2.9%
2.0%
High Increase
Low Increase
Decrease
% Change since 2016
n= 250
In terms of hurdles, MLR and ROI questions see the
biggest increase vs. 2016
16 © Across Health
Please allocate 100 points over these potential bottlenecks for digital in your
organization (highest number = biggest hurdle)
0.1%
1.4%
4.0%
-3.3%
-0.8%
1.3%
-0.4%

In Sales, lack of training/skills and strategy are seen
as key bottlenecks for success in the MCM rep space
17 © Across Health
n= 25 (Global)
Please allocate 100 points over these potential bottlenecks for digital initiatives within
the SALES sphere in your organization (highest number = biggest hurdle)
8%
9%
9%
11%
12%
13%
16%
16%
Weak processes
No robust case studies or pilots
Weak success measurement framework
Sales Leadership is conservative
No clear business case (burning platform) for digital for sales
Insufficient technology
No clear strategy for digital selling
Lack of training and skills in the fieldforce

In Medical, the lack of digital strategy and MLR are
seen as the major bottlenecks; training comes in
third
18 © Across Health
n= 14 (Global)
Please allocate 100 points over these potential bottlenecks for digital initiatives
within the MEDICAL sphere in your organization (highest number = biggest hurdle)
6%
6%
7%
7%
7%
11%
14%
19%
22%
Weak processes
Insufficient technology
Weak success measurement framework
No robust case studies or pilots
Medical Leadership is conservative
No clear business case (burning platform) for digital or medical
affairs
Lack of training and skills in the medical team
Medical-legal-regulatory-compliance review
No clear medical strategy for digital

Many key success factors appear to be in the “dog” house (left) – or
are not advancing (right)…but it is too early to consider any enabler
“mature” at around 17% averages and 30% maxima
n= 250 (2018), 273 (2016) - Global Scope
© Across Health19
Robust process for channel mix
Staff well-trained in digital
MC campaign automation
Good view of HCP channel
acceptance
Good mix qualitative &
quantitative KPIs
Measure hcp engagement
Digital/MC team integrated with
business/IT
0%
2%
4%
6%
8%
10%
12%
14%
0% 5% 10% 15% 20% 25% 30% 35%
17%
5%
LOW GROWTH
LOW GROWTH

Only 6% of marketers believe they are a digital expert…the
same level as in 2010; even more intriguingly, only 21% of
digital/MCM leads consider themselves an expert…
20 © Across Health
n 2018 Digital/Multichannel = 115
n 2018 Marketing = 49
Do you feel that you have sufficient knowledge of all opportunities offered by the internet for your business activities?
6%
14%
1
27%
3%
22%
6%
27%
7%
27%
1
15%
6%
19%
2%
27%
6%
21%
29%
47%
23%
27%
24%
39%
31%
49%
20%
37%
27%
41%
33%
42%
29%
34%
16%
35%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Marketing
Digital/Multichannel
Marketing
Marketing
Marketing
Marketing
Marketing
Marketing
Marketing
Marketing
201020112012201320142015201620172018
More than sufficient (expert) Sufficient

The effectiveness of international digital teams continues
to be questioned; from 44% (self-evaluation) down to
9%….
21 © Across Health
Do you have a central digital team at the INTERNATIONAL level?*
n= 27 (Global Digital)
n= 24 (Local Non-Digital)
n= 21 (Local Digital)
n= 11 (Global Non-Digital)
* Scores only focus on respondents who said ”Yes” and exclude
“No” and “Don’t know”
44%
17% 14% 9%
56%
83% 86% 91%
Global Digital Local Non-Digital Local Digital Global Non-Digital
Yes, but the impact is low
Yes, and it is highly effective

4% 43% 17% 4% 30%Local EU
More than 75%
Between 51 and 75%
Between 26 and 50%
Less than 25%
Do not leverage available global/regional
contents
No digital content from global/regional
About 65% of national/local teams leverage less than 50% of
international digital content…and 30% of companies do not
receive any international digital content at all
22 © Across Health
To what extent do you leverage digital content from the Global / Regional teams?
n= 23 (Local EU)

Even if there is a strategy…is it adequate?
It will increasingly be a multistakeholder play
23 © Across Health

Outside of the US, this multistakeholder future is
not being reflected in budgets…
24 © Across Health
n= 91 (Local EU)
n= 11 (Local US)
n= 131 (Global/Regional)
Please indicate the approximate Digital budget split between the following target
segments + How will it evolve in 2 years
23%
29%
46%
45%
28%
32%
68%
58%
45%
40%
62%
50%
8%
13%
9%
15%
10%
18%
Europe now
Europe in 2 years
US now
US in 2 years
Global now
Global in 2 years
Patient HCP Payer

2%
7%
7%
7%
9%
10%
10%
13%
15%
20%
Healthcare disruption
Moving from HCP-centricity to patient-centricity
Developing a strong integrated emedical offering
Big data and artificial intelligence
Maximizing the opportunities of digital health
Getting robust insights of the omnichannel ecosystem
Upskilling the organization
Moving from product-centricity to customer-centricity
Transforming the fieldforce to multichannel reps
Defining & optimizing the customer journey across multiple touchpoints
Global
2-year priorities show very much the same HCP-
focused and rep-enabled priorities
25 © Across Health
Please indicate the importance of these topics to your organization in the next 2 years.
n=250 (Global)

If we look at „the day after tomorrow“ it is clear that
there is no „sense of urgency“ around healthcare
innovation/disruption
26 © Across Health
93%
32%
95%
43%
To what extent do you believe digital technologies will
disrupt your industry?
My organization is adequately preparing for
disruptions that are projected to occur in my industry
due to digital trends.
National/Local Global/Regional
Great/moderate extent (Strongly) agree
n= 114 (National/Local)
n= 131 (Global/Regional)

The full picture: channel adoption by pharma
27 © Across Health
Please evaluate how often you use the following channels TODAY to reach your customers.
n=250
Global Scope
Wearables
Artificial Intelligence
Predictive analytics
Remote patient monitoring
e- or PHR** advertising and
promotion services
ePrescribing advertising and
promotion services
Virtual reality
e-MSL
e-sampling
Virtual eDetailing
Marketing automation software
eRep
Outbound call centre
Integrated cross-channel
campaigns
Patient adherence tools
Social media monitoring
Social media marketing
Mobile marketing
SEA
Web conference or virtual meeting
Online medical education
Healthcare professional self-
service portal
SEO
Direct marketing
Web Banners
Approved email
Email marketing
Pharma-owned website*
Tablet eDetailing
0%
10%
20%
30%
40%
50%
60%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%33%
29%

The full picture: transformation enablers
n= 250 (2018), 273 (2016) - Global Scope
© Across Health28
Robust process for channel mix
Staff well-trained in digital
MC campaign automation
Good view of HCP channel
acceptance
Good mix qualitative &
quantitative KPIs
Measure hcp engagement
Integrated customer DB across
channels
Digital/MC team integrated with
business/IT
Measure results of all channels
Reps equipped with digital tools
beyond edetail
Strong digital/MC team with board
support
Strong digital transformation
vision & strategy
0%
2%
4%
6%
8%
10%
12%
14%
0% 5% 10% 15% 20% 25% 30% 35%
17%
5%

Need for
change
Need for
change
Need for
change
Need for
change
Clear vision &
goals
Clear vision &
goals
Clear vision &
goals
Clear vision &
goals
Capability to
change
Capability to
change
Capability to
change
Capability to
change
Concrete first
step
Concrete first
step
Concrete first
step
Concrete first
step
Successful
change
Slow start
Lack of
coordination
Frustration
Lack of action
Designing the strategy for optimal business impact:
burning platform, vision & strategy, enablers, and quick wins
1 2 3 4
Across Health has high-impact tools, products and frameworks to support you in all 4 areas
Gleicher’s formula for successful change

01 02 03 04 05
Dear colleague,
The 2017 Across Health Maturometer showed an impressive 20% growth in
digital budgets…after 5 consecutive “flatliner” years. Fast forward to 2018: Did
the budgets go up again? And, most importantly, did the chronically low
satisfaction levels improve?
The good news is that budgets and satisfaction are up vs 2017. Indeed, within 2
years’ time, digital budgets mushroomed 40%... and satisfaction levels ticked up
too, but only to the low 2014 levels (when budgets were 40% smaller). More
spend clearly does not equal more satisfaction.
However, some of the enablers for digital transformation are improving: digital
teams are being put in place, there is more confidence in the MCM rep efforts,
in the digital vision,... Nevertheless, even the top enabler has only 30% of
respondents “completely agreeing” – implying that 70% are not there, yet.
Several other key enablers remain in “the dog house” (following the BCG matrix
terminology, “dogs” feature low current use and low growth): , staff training,
channel mix expertise, campaign automation, HCP channel acceptance,
qualitative and quantitative KPIs, and measurement in general.
To me, it appears that everything starts with the training enabler: if budget
holders know what good looks like, they will make the right channel mix
choices, understand HCP channel affinity, know which technology platforms are
needed, and how to measure engagement. The fact that only 21% of MCM staff
consider themselves an expert – and only 6% of marketers…is therefore the
crux of the matter. And as things stand now, the solution is not coming from
global digital leads and programmes either…fewer than 20% of respondents
consider these effective.
The capability area clearly needs to be addressed urgently, to ensure the
increased budgets are spent wisely. Targeted training efforts and governance
are key here.
The hottest space for investment is “integrated MCM campaigns”, which shows
an over 50% increase in terms of “pilots” vs 2016, followed by “erep” and
“eMSL”. “Tablet detailing” on the other hand seems to have reached maturity
(at least in terms of use)– with almost 90% use and under 10% piloting.
In terms of healthcare disruption, we observe another interesting paradox:
over 90% is convinced of the impact of new technologies on their industry, yet
only around 40% feel their company is preparing for it – and less than 10%
thinks it is a key priority for the next few years…Another Maturometer finding
confirms this: while experts state that new stakeholders like payers and
patients will gain ground vs HCPs, the HCP budget focus of our European
respondents is not really changing.
As mentioned in the 2017 overview, we may be witnessing “Multichannel
Myopia” here, with the industry widely digitising the well-known old rep-led
model, while ignoring other segments and stakeholders, as well as new
opportunities like health tech...
Some of the key components of a successful “take-off” for digital in life sciences
will be a solid multistakeholder strategy and roadmap, skilled staff, robust
technology platforms, and continued momentum through successful pilots and
scale-ups.
Enjoy the deck …and the flight!
Key Survey
Statistics
Strategy &
Organization
Business Technology
& Processes
Multichannel
Integration
Measurement
(And now…) Learning to fly!!
Executive summary
Fonny Schenck
CEO, Across Health
Fonny.schenck@a-cross.com

What is it?
The MTM is a unique pharma benchmark on
multichannel trends & industry maturity,
boasting 10 years of a wide variety of
actionable data and insights
Why is it useful for you?
Better understand your company’s digital
maturity:
• Fact-based as-is assessment to prioritize
digital transformation options and design
multi-year roadmap
• Robust Internal & external benchmarking
Key metrics
Case: Global Maturity Baseline
MTM was used to set the baseline across global
franchises to get the “As Is” maturity readiness as
well as the desired “To Be”.
• 9 brand teams involved
• 50% Global/50% local split
• Key gap areas identified vs industry leaders
• Insights prompted the need for clear and
immediate action
Contact
Sander Geysen, Consultant
sander.geysen@a-cross.com
+32 (0)473 51 72 78
.
www.across.health/offering/multichannel-maturometer
>2k Survey responses over 10 year’s time
to benchmark your specific situation
10 Year celebration in 2018 - tracking a
decade of digital pharma evolution
13 of the Top 50 pharma have already
conducted this study internally
Want to benchmark your digital maturity and
define your key transformation priorities?

What is it?
• Data-rich primary research to drive optimal
omnichannel customer engagement – from
“share of voice” to “quality of voice”
• Uniquely actionable insights on channels,
content, context and 3rd-party media
• In-depth company benchmarking at the channel
level
• Multi-channel equivalence (MCQ) compares the
relative reach/impact of channels to a ‘gold
standard’
Why is it useful for you?
• Navigator enables life sciences companies to
optimize their omnichannel mix in all key
dimensions
Key metrics
What customers think
“The Navigator data provides key insights and
drives our multi-channel decisions both on a
regional and country level."
Head of Commercial Excellence Europe, leading
biotech company
.
www.across.health/navigator
20K HCP responses in our data warehouse
10+ specialties
30 countries
30+ Companies use Navigator for mix
decisions and training
RIGHT
CONTEXT
RIGHT
CONTENT
COMPETITION
RIGHT
CHANNELS
RIGHT
CUSTOMER
RIGHT
FREQUENCY
RIGHT 3rd
PARTY
MEDIA
FULL
OMNICHANNEL
CUSTOMER
ENGAGEMENT
Also for Patients
& Payers
Want to know more about HCP
channel affinity?

Want to upgrade your digital skills?
Doing the Real Thing
Simulating the Real Experience
Participating in a Discussion
Watching
a Demonstration
Watching
a Movie
Looking
at Pictures
Reading
90%
of what we
say and do
70%
of what we
say & write
30%
of what we
see
20%
of what we
hear
10%
of what we
read
50%
of what we
hear and see
ACTIVE
PASSIVE
INFORMATION
RETENTION RATE
The CONE OF LEARNING
The missing manual
200+ pages on evidence-based
Multichannel Marketing
Interactive MCM self-learning
12 modules available
Immerse yourself in healthcare
innovation & disruption – 4th
US tour planned in Mar. 2019
Workshops - Classroom
training: From MCM
strategy to implementation
Online, turn-based MCM
simulation game - Available Q4‘18
Leverage channels at scale with
customized reference guides
“I hear and I forget.
I see and I remember.
I do and I understand.”
Confucius
Hearing
words
Doing the real thing:
MCM execution programs

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Webinar - Multichannel Maturometer 2018 results: Key global trends