{"id":75740,"date":"2024-01-26T14:45:10","date_gmt":"2024-01-26T13:45:10","guid":{"rendered":"https:\/\/www.veeva.com\/eu\/?p=75740"},"modified":"2024-02-19T10:34:43","modified_gmt":"2024-02-19T09:34:43","slug":"ucbs-five-tips-for-evolving-your-omnichannel-marketing-strategy","status":"publish","type":"post","link":"https:\/\/www.veeva.com\/eu\/blog\/ucbs-five-tips-for-evolving-your-omnichannel-marketing-strategy\/","title":{"rendered":"UCB\u2019s Five Tips for Evolving Your Omnichannel Marketing Strategy"},"content":{"rendered":"
\n \"\"<\/p>\n

Jennifer Tolley, head of omnichannel and digital marketing at UCB<\/p>\n<\/div>\n

Days into my new role as head of omnichannel and digital marketing at UCB, a non-marketing colleague genuinely asked, \u201cWhat\u2019s our omnichannel roadmap, and when will we get there?\u201d It was the perfect time to share my perspective that omnichannel isn\u2019t a destination, but rather an ongoing state of operation. <\/p>\n

I explained that omnichannel is composed of three parts: current state activation, your organization\u2019s vision, and transformation (how you\u2019ll bridge the gap between current and vision). Our success would depend on evolving \u2014 not disrupting \u2014 what we\u2019re doing. We\u2019ll try things, learn, and pivot; after all, our customers\u2019 needs aren\u2019t static so our omnichannel marketing plans needn\u2019t be either. Changes to the roadmap are best made collaboratively. <\/p>\n

Operating in omnichannel<\/h2>\n

Early on, I learned that our omnichannel foundation was solid, reflecting pockets of great work and even best practices in customer journey, segmentation, and targeting. For me, the real question was: \u201cWhat data, technology, and frameworks do we have in place today, and what will we need going forward, to truly put the customer at the heart of everything that we do?\u201d <\/p>\n

At UCB, our omnichannel processes and methods have matured and will continue to do so as we \u201coperate in omnichannel.\u201d With that in mind, I\u2019m sharing a few things to think about, no matter your location on the omnichannel marketing journey. <\/p>\n

Workshop it to define it<\/h3>\n

I\u2019m often asked where to begin \u2014 even how to define omnichannel. Biopharma companies of varied sizes and product compositions will have nuances that make each journey unique, but we must start somewhere. When I joined UCB, we began simply by brainstorming. We listed activities we were already doing, did due diligence about competitors\u2019 tactics, and even considered ideas from less regulated industries that we\u2019d read about online. We tossed out those we could never do and highlighted those we could try. Our premise: no idea is a bad idea.<\/p>\n

Next, we grouped winning ideas into individual work streams, asking the team, \u201cWho wants to own what?\u201d Some assignments were based on a team member\u2019s oversight of a brand or product, some people selected areas of interest. Some ideas were piloted, and more than a few dropped off our radar. Prioritization is critical \u2013 you can\u2019t do it all, and you certainly can\u2019t do it all at once.<\/p>\n

We laid out key milestones and deliverables for each work stream, first noting where we are today in each instance, and then planned the following quarters and the next year. Clear accountability across each work stream became part of our roadmap. Last but not least, we identified and tapped leaders and teams deeply ingrained in our company\u2019s business who know their stuff like no one else \u2014 leading to my next recommendation.<\/p>\n

Involve the right people early and often <\/h3>\n

\u201cOmni\u201d means \u201call.\u201d Here, it refers to all channels, of course. But I like to think it means all relevant stakeholders, too. Marketers are the brand experts with lots of data about personas, pain points, and behaviors. It\u2019s tempting for us to jump right to strategy or implementation when speed and results are prized. <\/p>\n

Although marketing teams will create and deploy campaigns, much of the work in omnichannel will depend on others. Unless we educate and engage internal leaders and stakeholders from the start, we stand to lose precious resources down the road, and even damage reputations. As a result, we enlisted stakeholders before we launched into new tactics and strategies, involving the following functions:<\/p>\n