Lilly Digital Insight Research for Webinar_1 2

Lilly – using internal insight to drive improved multichannel performance

Presented by Monica Vidal (Lilly) and Kay Wesley (Complete Digital)

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We thought that...

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• Brand and Marketing Managers seemed only partially committed to multichannel excellence

We believed this was at least partly because...

• Brand and Marketing Managers were not emotionally engaged with or passionate about e-channels and digital marketing

“A deep understanding of customer motivations and behaviour; a penetrating perception that unlocks opportunities and generates ideas” Complete Clarity

Insight?

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“A discovery of something enlightening about your core target that opens the door to an opportunity for your brand” Brand Vision – Daniel Taylor

“The generation of new information about customers / use of product / services by the realisation of fresh facts or by the fresh connecting of facts already known” The Market Research Society

“A profound understanding of consumers that leads to a business idea which drives profitable growth” Consumer Goods Company FMCG Company Definition

“An insight is a fresh and unexpected perspective. It gets the following reaction from those involved”: ”Wow, yes, you’re right. I’d never thought of it like that before, but you’re absolutely right. You really understand what’s going on here” Building Brands

Our process for finding internal insights for e-execution excellence

• Business issue we currently face

• Explore impact of different stakeholders on the issue

• Issue converted into a particular high priority stakeholder perspective

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Step 1 Refine the

Issue

Step 2 Access

the Information

Step 3 Crystallise insights

Step 4 Engage

the stakeholders

• What we currently

know about stakeholder behaviour attitudes and beliefs relevant to the challenge

• Gathering further data to add to our knowledge and fill gaps

• Collate, cluster and theme our knowledge

• Drill into themes to identify nuggets

• Crystallise nuggets into insights

• Validate insights

• Apply insights via creative execution to address the issues

eManagers identified a number of issues as they perceived them...

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eMarketing is optional

Lack of experience

Fear and discomfort

I’m not a believer

Affiliate Workshops were used to learn more…

Workshops across Europe Participants were marketers and brand

managers • All brands represented, various job levels • Not “self-selected”, not particular

e-advocates

eManagers did NOT attend workshops Assured participants of confidentiality and

“warmed up” with exercises to produce insightful state

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Step 1 Refine the Issue

Step 2 Access

the Information

Step 3 Crystallise

your insights

Step 4 Engage

the stakeholders

Great interaction and

energetic participation by everyone

involved!

We thought that...

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• Brand and Marketing Managers across the Lilly ACE region are only partially committed to e-execution excellence

We believed this was at least partly because...

• Brand and Marketing Managers across the Lilly ACE region are not emotionally engaged with or passionate about e-channels and digital marketing

This is no longer true! We believe eMarketing is mandatory, not just because our leaders say so but

because we really are passionate about the opportunity with e-channels

So what IS hindering multichannel excellence?

5 key blockers found, and prioritised for action

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All channels are equal, but

some are more equal than others

We are keen but it seems

like an ongoing battle

Deep context specific

expertise about digital is lacking in the brand teams

Best practice exists but is not actively

used & shared

eMarketing is viewed by

brand teams as standalone, a ‘channel’ not a capability

Blocker 1

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We are keen but it seems

like an ongoing battle

Blocker 1

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We are keen but it seems

like an ongoing battle

There is no common view about how the regulations

should be interpreted

Level of IT and e-support perceived

as inadequate

We have to bring the other functions

with us

E-Metrics are about input and quantity

not output and quality

The approval process is slow,

painful and we do it differently each time

Blocker 2

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All channels are equal, but

some are more equal than

others

Sales targeting driven by the channel and

access, not by potential – e is not considered as part of segmentation

process

e is perceived as a deliverable not a

relationship builder

“e is mandatory, but not as mandatory

as field force”

“All our activities are about push – there’s

no pull strategies”

People do not seem to be applying

learning from their private lives

Blocker 3

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Deep context specific

expertise about digital is

lacking in the brand teams

Expertise cannot be limited to eManagers

– why is eMarketing separate

department to marketing?

Brand managers need the knowledge

to get over the internal hurdles

eAssociates are inexperienced and move on quickly so they end up getting

up to speed and doing operational

support Do we really know what our customers want from digital?

Occasional poor execution, e.g.

dumping a detail aid onto a screen = an

eDetail?

Blocker 4

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Best practice exists but is not actively used &

shared

It is not about the way, it is about the

will!

Where are the recognition and

reward mechanisms?

Where are the powerful, personal

stories?

Leadership messages could be

stronger

Much of our capability developed

by external suppliers – should

be internal

Blocker 5

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eMarketing is viewed by

brand teams as standalone, a ‘channel’ not a

capability

eManagers are responsible for 5 products – this is

too much

There is no acceptance that

digital cuts across functions

Symposia onto webcasts, eMail

follow up with delegates – it is not

happening

Structural silos eg meeting design

We need help in selling the benefits to the sales force

So, what do we do?

1. Develop business-focused multichannel measures and dashboards

2. Develop customer stories and case studies to demonstrate digital excellence

3. Continue to engage regularly with leadership and brand teams to maintain support and report on progress

4. Training and mentoring programme for Marketers and MLR – Critical digital skills to help them choose e-channels, embed in the plan and execute to a high

quality based on Lilly best practices

5. Work with MLR to share these insights and discuss optimal way to streamline and embed digital approval processes

6. Evaluate and support projects with a Digital Advisory Board

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Digital Advisory Board

20%

80% of our sites had

issues that potentially were

hurting our equity with our customer

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Compliance was top priority

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SOP: basic requirements

Rectify issues for business and IT compliance

Extremely important and mandatory

Unparalleled customer

experience

Objective

We needed the right conversations at the right time…

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Right conversations before IT work start

Cover the basics

What Good looks like in terms of creating

unparalleled customer experience

We developed a new process…

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Leadership agreed to create a process to help define WGLL and ensure

sustainability of Web, Social Media and Mobile projects

The Region provided support though the Digital Advisory Board

A board of subject matter experts who are there to help affiliates

One process with accountability

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Business Owner submits the Customer Initiative Submission Form to the DAB Step 1:

Business Owner presents project to DAB Step 2: DAB responds within 3 days Step 3:

Managed through the intranet

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Benefits of the Digital Advisory Board

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Improve experience for our customers on Lilly websites / Social Media /Mobile project

Business support from the region and access to best practices

Build a maintain web/SM/Mobile initiatives inventory with business information improving experience sharing and reuse

More business and customer focused process

Facilitate business discussion before projects are submitted to IT

Feedback

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Expectation setting of people who present a project for DAB. We were not aware this was a rather heavy procedure, we thought it would be a more informal fast process. This is no critic on the content of the form, neither on the comments of the board (both were seen as added value

for our project). But always good to know what to expect

What worked well? I thought that the feedback received was excellent. There were many suggestions

that were of added value. Also, there was a lot of expertise on the phone that made the

discussion very useful

Using the submission form Ahead my presentation I had a

number of questions that help me to be prepared to discuss it at DAB

What could be

improved?

The submission form was rather large and complicated, however still quite easy to fill in.

Working through teleconferences with many people working on different quality lines is rather difficult (not

easy to catch everything). Sometimes maybe a written handling by emails would be better

Conclusions

• Using an internal insight process can help us understand how to change mind-set and behaviour

• Lilly’s insights have led to a number of work streams that are helping to embed better multichannel working across the region

• More on this in Barcelona on 20th March!

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Thank You

• Monica Vidal – Monica.Vidal@Lilly.com

• Kay Wesley

– Kay.Wesley@complete-digital.com – @kaywesley

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