Cultural Readiness for Social Marketing

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Cultural Readiness for Social Marketing
September 22, 2009
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Panelists
Moderator Kathy Baughman
John Mack
Tiffany Olson
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Todays Topic Cultural Readiness for Social
Marketing

• Healthcare and Pharma slower to adopt
• Lots of experimentation in past few years
• Campaign-driven vs. long-term engagement
• More willing to explore
• Creating social marketing positions
• Forming teams to investigate
• Boot camps with compliance and marketing
• But many still reticent to jump in
• Risk-averse culture
• Senior management uncomfortable

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Todays Topic Cultural Readiness for Social
Marketing

• Explore the topic in two parts
• Part One Internal indicators of readiness
• Part Two Understanding how to get a YES! from
  senior management

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Part One How to Tell if Your Organization is
Ready

• Five Internal Indicators
• Crisis Mode
• Customer Centricity
• Innovation
• Management Style
• Risk Tolerance

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Crisis Mode

• How a company handles bad news can tell you a lot
  about its readiness to handle the uncertainty of
  social marketing.
• How does management react to bad news? Do they
  immediately go into spin mode or do they present
  an objective analysis of the situation?
• Is the organizational bias for fixing the problem
  or sweeping it under the rug?
• Does the messenger get shot or heralded for
  uncovering challenges that need to be addressed?
• Is accountability an important part of the
  cultural fabric?

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Customer Centricity

• If an organization places the customer at the
  center of its enterprise, it probably has already
  adopted social business processes.
• Has the organization busted silos that get in
  the way of serving the customer?
• Is there a process for sharing customer insights
  and conversation threads that cross multiple
  functions in an organization?
• Are departments held accountable for acting on
  pertinent customer information?
• Does anyone know what the voice of the customer
  sounds like?
• What listening channels are in place? Are they
  forward looking or based in past actions?
• What is done with the output from these listening
  channels?

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Innovation

• How a company approaches marketing innovation
  gives clues as to how open management will be to
  socializing the business enterprise.
• Is marketing innovation in a silo or integrated
  within the marketing organization?
• How are ideas generated, shared and evaluated?
• Does the company use emerging social tools to
  commercialize products?
• Does the company use social tools for internal
  collaboration and communications?
• Is there a systematic way to share social
  marketing success and best practices across
  brands or franchises?
• Is ROI broadly socialized across the enterprise?

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Management Style

• Although we thought command and control went out
  with the last millennium, it is stubbornly
  sticking around. Even in the age of information
  overload, some companies still hoard knowledge.
  Rather than empowering employees, they impose
  stringent controls.
• Does management openly share goals, mission,
  expectations and results?
• Do they share both successes and failures?
• Is collaboration encouraged? Are there systems in
  place to facilitate the formation of work groups?
• Is it easy or difficult to work across silos in
  the organization?
• Does management want to hear from stakeholders or
  do they already know it all?
• What is the communication style of the
  organization? Does management interact, answer
  questions or rule by fiat?

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Risk Tolerance

• The way a company views risk is a key indicator
  of social marketing readiness.
• Does your company try new, untested marketing
  approaches?
• Does the organization view progress in broad,
  sweeping terms or in small incremental steps?
• Are employees encouraged to take risks? Are
  failures recognized as learning situations or
  reasons for recriminations?
• Are managers free to discuss new ideas in open
  forums? Can they share the good, the bad and the
  ugly?
• Can employees speak with outside stakeholders and
  media without the presence of legal?
• If the industry is regulated, does legal strictly
  or liberally interpret regulations or guidelines?

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Social Media Readiness Assessment Tool

• Part 1 Regulatory Environment (45 points)
• Corporate climate with regard to regulation
• Understanding of regulatory risks
• Ability to address risks
• Part 2 Corporate Culture (30 points)
• Tolerance for risk
• Reaction to negative commentary
• Participating in social media site critical of
  industry
• Part 3 Personal Knowledge Awareness (25
  points)
• Knowledge of various social media apps
• Awareness of impact of social media on Pharma
  stakeholders
• Personal use of social media apps

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Social Media Readiness Assessment

• Periods
• 26-Dec-07 -gt 31-May-08
• 1-Jun-08 -gt 30-Nov-08
• 1-Dec-08 -gt 30-Apr-09
• 1-May-09 -gt 15-Sep-09

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Social Media Readiness Assessment

• Periods
• 26-Dec-07 -gt 31-May-08
• 1-Jun-08 -gt 30-Nov-08
• 1-Dec-08 -gt 30-Apr-09
• 1-May-09 -gt 15-Sep-09

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Part Two Getting a Yes!

• Five things to think about before seeking
  approval
• Management and Compliance Social Marketing IQ
• Risk Assessment
• Step Strategy
• Solve a Challenge
• Game Changer

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Managements Social Marketing IQ

• Its always best to start at the beginning. Many
  senior managers only have cursory knowledge of
  social marketing and its benefits may not be
  obvious.
• Why are we considering a social approach to this
  problem?
• What are we going to learn and how will we use
  that information?
• Will our learnings be evidence-based? How do we
  know that those who participate will be
  representative of our larger population?
• Will the campaign stimulate desired actions? Will
  it lead to deeper engagement over time? How?

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Risk Analysis

• Understanding the potential for FDA warnings and
  483s is going to be paramount.
• Would the FDA agree with how you are interpreting
  your campaign or program?
• What is your process for handling AEs and how
  does it integrate with our accepted practices?
• Have you previewed this program with the FDA?
• Has DDMAC issued warning letters for similar
  programs or for campaigns with similar elements?
• Is there a less risky way to get the same
  results?
• What are the standard best practices for using
  social marketing in healthcare?
• What are our competitors doing? Can we learn from
  them?
• Can we apply best practices from other industries?

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Step Strategy

• Few organizations that are leery of the
  uncertainty and lack of control inherent in
  social media are going to bungee jump into the
  water.
• What is the best way to start a program without
  going all out?
• What is the value proposition and risks of each
  one of these steps?
• How do we scale the program?
• Have we clearly defined milestones in a
  meaningful way?
• What data points are indicators of specific
  actions? Example How many conversations need to
  tell us the same thing for us to make significant
  changes to customer service or to product design?
• Can we learn by first adopting social tools and
  programs inside of the organization?
• What have we learned by listening to the
  conversations that are happening organically?
• Isnt it best to just keep doing this and not put
  ourselves out there?
• Can we pilot a program offshore and apply
  learning to US market?
• How do the countrys regulatory requirements
  differ from ours?

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Solve a Challenge

• Senior managers have significant challenges they
  need to solve daily. Show how using social tools
  can solve both near- and long-term challenges.
• How can we socialize the input from these
  programs in an evidence-based, meaningful way?
• How do we use information to accelerate the
  decision-making process?
• How can social tools specifically help us solve
  challenge X, Y Z?

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Game Changer

• Often, early adopters of emerging technologies or
  business models disrupt and displace long-term
  industry stalwarts.
• Show them examples of new upstarts that are
  gaining share or changing the rules of
  engagement, and make the case for beating them at
  their own game
• Be prepared for a true strategic business
  discussion
• Share research and case studies
• Offer ROI models
• Illustrate how the approach can dramatically
  change the game for your company and reap
  long-term competitive advantage and business
  value
• Questions to expect
• How will this change our market position?
• How will we reap competitive advantage?
• What does the return trajectory look like?
• How will we measure business value? Does the cost
  justify the return?

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Summary

• Assess your companys appetite
• Create programs suitable for your current culture
• Find social soul mates to collaboratively
  change culture
• Think like a senior manager
• Teach management and compliance

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Questions?
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Contact Info

• WOMMA
• Tarah Remington
• tarah_at_womma.org
• 65 E. Wacker Place, Suite 500 Chicago, IL 60601
  
• 312-853-4400
• _at_womma
• ComBlu
• Kathy Baughman
• kbaughman_at_comblu.com
• 875 N. Michigan Ave, Suite 1340
• Chicago, IL 60611
• 312-649-0371
• _at_comblu

John Mack johnmack_at_virsci.com 215-504-4164
_at_pharmaguy Tiffany Olson olson_tiffany_at_msn.com 1
-317-985-4497