David Johnson
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Across industries, marketers are recognizing the power of digital marketing to establish real-time relationships with new
and current customers while maintaining the ability to track and analyze customer touches and adjust accordingly. Looking
at the digital landscape from a media-spend perspective, total Internet ad spend ($21.2 billion) in 2007 was up 26 percent
from the year before, according to the Internet Advertising Board. A similar increase is expected for 2008.
But it's not just about Internet advertising. Smart marketers in B2C and B2B are utilizing a variety of digital channels—Web
2.0 tools such as blogs, wikis, social networks, and video—to engage with customers and create thriving relationships. What
separates these marketers from others who may be experimenting with new media strategies? Channel integration.
KEY FINDING: Manufacturers concerns in adopting digital marketing tactics; experience, ROI measurement top list
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Integration of these channels with traditional outlets such as TV, radio, direct mail, and direct sales, coupled with rigorous
analysis, allows marketers to understand the consumption patterns of their content. This gives them the information to adjust
their marketing mix, pushing spend toward channels that work, and pulling dollars from channels that don't work.
Going DigitalThe pharmaceutical industry is facing formidable challenges. From influencing physicians to educating consumers to overseeing
relationships with managed care organizations, pharma has unique market dynamics that make the go-to-market model far more
complicated than a traditional push/pull paradigm. Interwoven with this complexity is the challenge of determining what actually
drives prescription volume, and how to drive growth with increasingly tight budgets and new regulations amid high-risk product
launches.
KEY FINDING: Overall effectiveness of the new media platforms that you have used (on a scale of 1 to 5, 5 being most effective)
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While other industries are beginning to take a multichannel marketing approach, pharma still prefers a "feet on the street"
sales rep model. Top pharmaceutical companies are now experimenting with Web 2.0 strategies, but they have yet to put the
pieces together to enable digital marketing outcomes to permeate their organizations.
To find out just how far pharma marketers have come in implementing Web 2.0 strategies—and how far industry has to go—in 2008
MarketBridge and Pharmaceutical Executive magazine fielded "Digital Marketing in Pharma," a groundbreaking survey designed to shed light on the prevalence and effectiveness
of digital marketing tools and techniques.
Details and Demographics
The following research was distributed primarily among Pharmaceutical Executive's subscribers and MarketBridge's Life Sciences Practice database. A total of 220 people completed the survey, answering questions
on digital marketing and budgeting, usage of digital marketing channels, analytics, resources, and attitudes and beliefs.
Because of the respondents' wide range of job titles and responsibilities, the survey findings were segmented into four basic
categories:
1. Executives: Presidents, CEOs, and other C-level titles that have authority over marketing and sales
2. Marketing: EVPs, vice presidents, directors, and managers of marketing organizations
3. Sales: EVPs, vice presidents, directors, and managers of sales organizations
4. Support: People who do not have direct authority over sales and marketing but may support one or both, including directors, managers
of interactive, and operations
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