Veeva Systems

Bayer, a large biopharma company based in Leverkusen, Germany, was seeking to enhance its customer engagement strategy for healthcare professionals (HCPs), patients, and caregivers. The company aimed to deliver personalized messages at the right time and place, but this required a shift from channel-specific thinking to a more connected approach across in-person and digital channels. The challenge was to integrate digital experiences with face-to-face communication and sales consultant activities, as well as patient and caregiver communication. Bayer also needed to establish foundational technology and optimize messaging across channels. Another challenge was to connect digital marketing and field force activities, which required understanding customer needs and leveraging data to tailor communication.

Pfizer, a leading biopharma enterprise, was facing challenges in managing its content supply chain. The company was grappling with the need to provide more fluid and personalized content to its customers. The operations team was tasked with overseeing the creation, approval, and dissemination of marketing and medical content. They also had to manage the data ecosystem, which included capturing and managing information and stewarding healthcare professional interaction data. The shift from multichannel to omnichannel communication was a key priority, but it presented significant challenges. Integrating channels that had been operating independently was a daunting task, and the company had to either spend time stitching them together or start afresh. Additionally, the company had to bring new capabilities, like metadata, to the fore to inform data-driven decisions.

Merck KGaA, a large biopharma company based in Darmstadt, Germany, was facing challenges in the evolution of the brand manager role. The traditional methods of brand management were no longer sufficient in the digital age. The company recognized the need for brand managers to delve deeper into customer data and understand the story it tells, rather than relying on quantity measurements like clicks. However, there was a gap in the skills and expertise required to perform this analysis. Additionally, the company was grappling with the need to operate in both digital and traditional environments, and the pace of brand marketing was increasing rapidly. The challenge was to upskill brand managers or bring in new skills, and to manage digital assets effectively to create and communicate quality content at a faster pace.