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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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