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How Marketing Teams Can Be More Customer Centric with An Agile Model

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Pharma marketing organisations are facing two major challenges as they aim to implement customer-centric strategies. The first one is the need to understand customer preferences to drive personalization strategies.

And the second one is the need to leverage cloud-based computing. Adopt the right business processes to deploy personalization strategies in the marketplace.

Agile marketing solutions, which help organizations solve complex business and technology. Problems to deliver iterative value to customers, are being tested to address these challenges. The Agile model’s iterative, data driven framework often conflicts with a linear marketing approach throughout the campaign’s life cycle.
Here’s the comparison of various marketing stages and challenges. How they’re handled through the traditional approach versus the agile marketing approach:

Developing a Marketing Strategy

The conventional method of marketing involves distributing advertising funds based on the performance of individual channels from the previous year. This approach places more emphasis on channel performance than on the customer experience.

By utilising pharma analytics and customer data to inform key decisions. Brands can craft a seamless cross-channel experience for their customers. The planning process of pharmaceutical commercial strategy begins with defining customer-centred goals and budgeting resources accordingly for each segment-level strategy. Marketers transition from a lengthy research process to create the “perfect” product to continuously refining. Improving personalised solutions through an iterative process.

Building the tactical marketing plan:

Choosing conventional pharmaceutical consulting and marketing methods leads to the creation of channel-specific content without considering the customer’s preferences. Furthermore, the technology used for marketing is frequently fragmented and operates independently, lacking integration and automation.

With an Agile approach, campaigns are devised with a comprehensive customer-centric strategy.  A clear plan that seamlessly integrates tools from initiation to execution. The focus is on prioritising initiatives that bring the highest value to customers. While balancing the effort required to carry them out.

Deploying the marketing plan:

The conventional marketing approach emphasises a data-driven implementation method. Where each tactic is executed in the market according to an internal set date. Disregarding customer requirements or needs for the content. Furthermore, this approach is very hands-on. With few marketers having a complete understanding of the steps required for a successful marketing tactic launch. Leading to unforeseen delays in the launch schedule.
In contrast, an Agile model places the focus of the brand team the quick implementation and learning from in-market trials. As a result, the brand team is equipped to adjust marketing operations execution in real-time, based on in-market data insights. By restructuring the organisation with a customer-first approach, execution obstacles are reduced or eliminated.

Measure and learn:

In the traditional marketing approach. Most of the measurement is centred on evaluating individual tactics such as email open rates in comparison to industry standards. Website engagement time, etc. However, these reports are often filled with numerous figures which can make it challenging. Brand teams to comprehend and act upon the insights generated.

In contrast, Agile teams concentrate on delivering data-driven. Customer-focused insights that aid marketers in keeping their objectives clear. To learn from customer behaviours and effectively cater to their requirements.

Optimization:

Reports that are channel-focused and filled with numerical data often prove challenging for marketing teams. to comprehend and act upon, resulting in yearly repetition of similar promotion plans with only slight variations. However, Agile teams facilitate real-time customer engagement through continuous market research and analytics, connecting brand strategy directly to digital implementation and allowing for immediate optimization through Agile methodologies.

The Agile model helps its clients with aligning their vision by offering its services in various areas such as biotech, pharma consultation, analytics, data churning and commercial strategy. The brand adopts an agile methodology that emphasises transparency, inspection, and adaptation to meet the needs of its clients.
Transparency – is at the core of the Agile methodology, where cross-functional teams are brought together to connect the dots across verticals. The recurring meetings, known as “sprint reviews,” provide visibility into the team’s progress towards a predefined goal, and the key learnings after that goal is reached. These ceremonies establish an ongoing two-way dialogue between the teams and the clients, ensuring that the momentum is maintained while keeping the goal of customer value in mind.

Inspection

Inspection is another key aspect of Agile approach. The brand helps marketing teams build customer experiences with concrete learning and measurement goals in mind. Especially during the brand planning process. Agile enables marketing organisations to shift from an annual. Month-long activity of strategizing based on gut feeling to an iterative, strategic approach that leverages real-time data. As a result, data-driven decisions become the centre of all planning activities, leading to better customer experiences.

System change: The path to customer centricity

In our second blog post, we highlighted the difference between point change—where a change program is focused on a single, new capability—and system change. wwhere the change program is focused on redesigning a process of how several capabilities work together. We see companies purchasing new capabilities—cloud-based marketing automation tools, digital asset management tools, data science capabilities, etc.—but introducing these capabilities via point change. This reinforces the siloed structure that most companies have today and limits the value of these new capabilities. The better approach is to recognize that these tools and capabilities are designed to be integrated, and to redesign the marketing process to be more automated and integrated across functions. In other words, use the tools and capabilities to break the silos by deploying them via system change.

There are four steps to implementing system change:

1. State the reason for change

While this seems obvious, this first step is the one that seems to create the most trouble. Many companies settle for quick slogans, but the challenge with that is that it becomes very difficult for the organization to connect the dots between the slogan and the actual change taking place. For example, one common misstep that I see is that companies will state a very broad reason for change—“We are putting patients first!”—and then introduce a narrow change such as launching a new marketing automation tool. While the marketing automation tool is a component to becoming customer-centric, it isn’t, by itself, the customer-centric solution. Linking a very broad reason for change while implementing a narrow change will lead to disappointing results and organizational confusion.

A better approach is to recognize that the reason for change consists of two parts. The benefit that your customers will experience from the change. The benefit that your company will achieve from the change. While we do recommend providing an overall view of the reason for change. We also recommend developing a more detailed reason for change for each step of the project road map. For example, in our first blog we provided a four-phase road map from tactic marketing to orchestrated marketing. We recommend that the reason for change—with both customer and company benefits stated—be developed. When moving from phase one to phase two. From phase two to phase three, and from phase three to phase four. This will ensure that the reason for change is tightly linked to the actual change occurring.

2. Identify who is impacted by the change 

This also can seem obvious. If we know what is changing. The road map for change and the reason for change. Identifying who is impacted by change should be straightforward. Yet many companies treat change as a binary activity. For example, if two groups are impacted by the change and then they each get put through the change program.

However, the two groups may be impacted in very different ways, and the impact is likely to change over time. Therefore, it becomes extremely important to not just identify who is impacted by the change. But also to identify the magnitude of the change that each group is feeling over time. Additionally, it will be very important to have a clear. Honest assessment of “what’s in it for me” and the anticipated concerns for each stakeholder group. Doing so will enable us to better manage the change process as we move along the road map.

3. Show how the change occurs 

This is where the detail and discipline of change occurs. For each stakeholder group impacted by change, and for each phase of the road map, we build a communication plan. The communication plan is split into four levels: become aware of the change. Engage in the change, enable the change and commit to the change.

For each level, we identify the key moments of change and the messages and channels for the change. Think of this as a communication plan for each stakeholder group affected by change.

4. Measure the change 

There are a range of KPIs that are established to measure progress made in delivering change. The important aspect of measuring change is to ensure that the measurements are linked. From tactical KPIs showing the process of change that’s occurring to stakeholders accepting the change and the resulting customer benefits. Standard customer KPIs focus on engagement, consistency of engagement, depth of engagement, sales gain and Net Promoter Score (NPS). Standard internal KPIs consist of measuring whether the change occurred. How often the new capability is being used, and the breadth of use of the new capability.

The key to being a successful customer-centric organization is to have new, integrated. Automated capabilities and, even more importantly, to ensure that the organization is prepared to accept. Adopt and use the new capabilities. Only then will customers benefit.

In conclusion, marketing leaders who set up the Agile model in pursuit of success for the organizations. Will also be required to develop a customer centric team with customer centric mindset. The use of data analytics in the pharmaceutical industry not only changes the mindset of top management. But the entire marketing team who uses these tools and data in a smarter way.

 

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