Across Health is pleased to present you with the state of the multichannel landscape in life sciences – now in its 11th year. After 3 years of robust growth in digital marketing budgets, 2019 showed a pullback to 2017 levels. We have a couple of hypotheses to explain this surprising finding: 1. Hesitation to invest more in the absence of a clear view on ROI and strategic priorities/roadmap; 2. More participants who are just getting started on their digital journey; 3. A smarter use of digital dollars (“more bang for the buck”); 4. We have reached the end stage of digital transformation in life sciences Across Health firmly believes that the main driver for smaller budgets is option 1. You can find out why in the report.

1. Proprietary and Confidential Information
Webinar – key results
30 July 2019

2. Proprietary and Confidential Information
198 respondents from life sciences companies
52% has a local role, the other half an international one
2 © Across Health
What is your main geographic scope?
n=198

3. Proprietary and Confidential Information
Balanced spread of levels: 48% is at the Manager level, and 44%
Director or higher
3 © Across Health
What position do you hold?
n=198

4. Proprietary and Confidential Information
Most respondents hail from Digital/MCM (31%) and Marketing
(25%)
4 © Across Health
Your function
n=198

5. Proprietary and Confidential Information
After 3 years of strong growth, digital marketing budgets are
back at the 2017 levels
5 © Across Health
If you oversee a product or marketing budget, which percentage of MARKETING
budget is allocated to digital initiatives THIS YEAR?
n=110

6. Proprietary and Confidential Information
A couple of hypotheses to explain this surprising finding
6 © Across Health
More participants who
are just getting started
on their digital journey
Hesitation to invest
more in the absence of
a clear view on ROI and
strategic priorities/
roadmap
Smarter use of digital
dollars (“more bang for
the buck”)

7. Proprietary and Confidential Information
Hypothesis 1
Smarter use of digital dollars (“more bang for the buck”)
7 © Across Health
More participants who
are just getting started
on their digital journey
Hesitation to invest
more in the absence of
a clear view on ROI and
strategic priorities/
roadmap
Smarter use of digital
dollars (“more bang for
the buck”)

8. Proprietary and Confidential Information
Imagine an ideal organization using digital technologies and capabilities to improve
customer engagement and business impact. How close is your organization to that ideal?
87% score their company as (very) far off the ideal digital
organization
© Across Health8
n=198

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The low satisfaction levels are no different from 2010…but the
picture is improving as the % of dissatisfieds is at an all-time low
9 © Across Health
How satisfied are you with your current digital/multichannel activities?
n=198

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The digital dichotomy: 57% allocates less than 15% of their
budget to digital; 43% spends much more.
10 © Across Health
If you oversee a product or marketing budget, which percentage of MARKETING
budget is allocated to digital initiatives THIS YEAR?
Year 2018 2019
Average 22.1% 19.1%
n=110
57% 43%

11. Proprietary and Confidential Information
Hypothesis 2
More participants who are just getting started on their digital journey
11 © Across Health
More participants who
are just getting started
on their digital journey
More participants who
are just getting started
on their digital journey
Smarter use of digital
dollars (“more bang for
the buck”)

12. Proprietary and Confidential Information
The digital dichotomy supports the second hypothesis as you
would assume that newcomers start spending conservatively.
12 © Across Health
If you oversee a product or marketing budget, which percentage of MARKETING
budget is allocated to digital initiatives THIS YEAR?
Year 2018 2019
Average 22.1% 19.1%
n=110
57% 43%

13. Proprietary and Confidential Information
Hypothesis 3
Hesitation to invest more in the absence of a clear view on ROI and
strategic priorities/ roadmap
13 © Across Health
Hesitation to invest
more in the absence of
a clear view on ROI and
strategic priorities/
roadmap
Hesitation to invest
more in the absence of
a clear view on ROI and
strategic priorities/
roadmap
Smarter use of digital
dollars (“more bang for
the buck”)

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On the bright side:
In terms of the HARDenablers (technology, resources), many things
are in place
14 © Across Health

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MC rep technology is omnipresent
15 © Across Health
How often do you use the following multichannel Sales tools TODAY?
n=198

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Most basic channels are now commonplace
16 © Across Health
How often do you use the following multichannel Marketing tools TODAY?
n=198

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Sizeable teams exists at international level
How big is your INTERNATIONAL digital team?
© Across Health17
n=150

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…and at the local level
How big is your LOCAL digital team?
© Across Health18
n=118

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Digital teams are very common at the international level (83%)
– but their impact is perceived as low
Do you have a central digital team at the INTERNATIONAL level?
© Across Health19
n=198

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Digital teams at local level are less common, but appear to be
more effective (although opinions are clearly divided)
Do you have a central digital team at the LOCAL level?
© Across Health20
n=198

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A significant amount of digital content created by Global/regional
teams is wasted – only 20% of local uses more than half it
To what extent do you leverage digital content from the Global/Regional teams?
© Across Health21
Local: n=98

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In terms of the HEART enablers and strategy, things look
prominently paler
22 © Across Health
HARD enablers
HEART enablers
VS

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‘Lack of strategy ” is still ranked as the second bottleneck (with
more managers (17%) vs directors (11%) finding this an issue); and
directors have more issues with “knowing what good looks like”
Please allocate 100 points over these potential bottlenecks for digital in your
organization (highest number = biggest hurdle)
© Across Health23
n=198

24. Proprietary and Confidential Information
Respondents believe that health tech can disrupt the industry
(58% “great extent”); but only 7% feels they are prepared (read:
have a strategy in place)
To what extent do you believe digital technologies will disrupt your industry?
© Across Health24
n=198

25. Proprietary and Confidential Information
86% finds a digital launch component (very) important, but
only 34% is (very) satisfied with it;
Importance of having a
digital component for new
product launches
© Across Health25
Importance: n=134
Satisfaction: n=63
Satisfaction with the digital
component of most recent
launch experience

26. Proprietary and Confidential Information
Respondents state their digital teams should focus much more on
strategy (+8%) vs enablers like technology 6%) & (tactical) content &
campaign development ( 9%).
What ARE vs SHOULD BE the key activities of digital teams?
© Across Health26
Current: n=168
Ideal: n=198

27. Proprietary and Confidential Information
The key condition for success remains elusive in pharma
27 © Across Health
In order to define and execute a solid
strategy, you of course need visionary
leaders & motivated & skilled staff
who know the business and how
technology can galvanize/transform it.
This is a key condition for success.

28. Proprietary and Confidential Information
The only key enabler missing is the “human” one; skills &
attitude
Do you feel that you have sufficient knowledge of all the opportunities offered
by the internet for your business activities?
© Across Health28
n=198

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At the same time there’s only 8% who “fully agree” that channel mix
has no secrets for them, this clearly calls out the need for more &
better capability building.
29 © Across Health
Please rate your level of agreement:
We have a robust process for channel mix decisions
2016: n=275
2019: n=198

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How to fill this gap?
Please describe which skill-building formats you would like your organization to
provide you to develop your skills for a digital environment.
© Across Health30
n=198

31. Proprietary and Confidential Information
Governance and culture are key, too
31 © Across Health
To define and execute a solid
strategy, leadership,
governance and culture play
a key role too

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52% of respondents say their company does not encourage risk
taking
My organization’s culture and/or incentives strongly encourage smart risk-taking
in order to innovate and grow
© Across Health32
n=198

33. Proprietary and Confidential Information
My organization is effectively developing the types of leaders who have the
capabilities to lead our organization in a digital environment
… and only 26% say they are developing strong leaders for the
digital future.
© Across Health33
n=198

34. 31/07/2019Proprietary and Confidential Information© Across Health34
So where do we go from here?

35. Proprietary and Confidential Information
Across Health believes you need to have 4 key components in place to
ensure a successful digital transformation
35 © Across Health
Robust quantified
burning platform/
business case
Multiple “shots to goal”,
short time-to-impact
first steps
Coherent set of key
tech/organization/skill
enablers
solid strategy,
roadmap & vision

36. Proprietary and Confidential Information
Designing the strategy for optimal business impact:
burning platform, vision & strategy, enablers, and quick wins
Across Health has high-impact tools, products and frameworks to support you in all 4 areas
Gleicher’s formula for successful change
Need for
change
Need for
change
Need for
change
Need for
change
Clear vision &
goals
Clear vision &
goals
Clear vision &
goals
Clear vision &
goals
Capability to
change
Capability to
change
Capability to
change
Capability to
change
Concrete first
step
Concrete first
step
Concrete first
step
Concrete first
step
Successful
change
Slow start
Lack of
coordination
Frustration
Lack of action
1 2 3 4

37. Proprietary and Confidential Information37 © Across Health
If you have further questions, would like to run your own
internal benchmark, are interested in further subanalyses or
would like us to organize a presentation or workshop, please
contact Sander Geysen

38. Proprietary and Confidential InformationProprietary and Confidential Information
WHERE DO WE GO FROM HERE?
Thank you

39. Proprietary and Confidential Information
Appendix –selected Across Health offerings

40. Proprietary and Confidential Information
What is it?
Robust pharma benchmark on multichannel
trends & industry maturity, boasting over 10
years of a wide variety of actionable data and
insights
Why is it useful for you?
Better understand your company’s digital
maturity:
• Fact-based as-is assessment to prioritize
digital transformation options and design
multi-year roadmap
• Robust Internal & external benchmarking –
are you ahead of the curve?
Key metrics
Case: Global Maturity Baseline
MTM was used to set the baseline across global
franchises to get the “As Is” maturity readiness as
well as the desired “To Be”.
• 9 brand teams involved
• 50% Global/50% local split
• Key gap areas identified vs industry leaders
• Insights prompted the need for clear and
immediate action
Budget & timelines
• 25k€; 1k€ per extra dashboard
• 3-4 weeks of lead time for delivery (2 weeks
recruitment)
Contact
Sander Geysen
sander.geysen@a-cross.com
*32 (0)473 51 72 78
>3k Survey responses over 10 year’s time to
benchmark your specific situation
11 Years of historical data - tracking over a
decade of digital pharma evolution
16 of the Top 50 pharma have already
conducted this study internally
Maturometer
Benchmarked building blocks for digital
transformation www.across.health/multichannel-maturometer

41. Proprietary and Confidential Information
What is it?
• Data-rich primary research to drive optimal
omnichannel customer engagement – from
“share of voice” to “quality of voice”
• Uniquely actionable insights on channels,
content, context and 3rd-party media
• In-depth company benchmarking at the
channel level
• Multi-channel equivalence (MCQ) compares
the relative reach/impact of channels to a
‘gold standard’
Why is it useful for you?
• Navigator enables life sciences companies
to optimize their omnichannel mix in all key
dimensions
Key metrics
What customers think
“The Navigator data provides key insights and
drives our multi-channel decisions both on a
regional and country level."
Head of Commercial Excellence Europe, leading
biotech company
Budget & timelines
• 29-35k for one country/specialty.
• HCP datawarehouse – custom pricing
Contact
Philip Baciaz, VP Customer Insights
philip.baciaz@a-cross.com
T: +32 9 277 77 62
.
www.across.health/navigator
25K HCP responses in our data warehouse
10+ specialties
30+ countries
40+ Companies use Navigator for mix
decisions and training
Navigator
Your compass for omnichannel
customer engagement
Also for
Patients
& Payers

42. Proprietary and Confidential Information
Planner
Turn strategic omnichannel thinking
into practical campaign planning
What is it?
• A cloud-based, smart and user-friendly
planning solution for pharma
• Offering an evidence-based, step-by-step
approach to plan for optimal customer
engagement
• Taking into account your business
objectives, customer segments and
available budget
• Guiding towards the most effective channel
mix and cadence
• Resulting in an actionable
marketing/medical plan which is instantly
shareable with your peers
Why is it useful for you?
• Step by step guide to omnichannel
planning
• Leverage your Omnichannel NavigatorTM
data
• Facilitates omnichannel campaign
execution
Timing
V1.0 client release 2019
Monthly release schedule
Budget & timelines
Subscription models
• Single country : €15K*
• EU5 + regional HQ €55K*
• Global: 130K*
*Navigator data sets purchased separately;
consecutive years: 30% of original pricing
Contact
Pim Ten Tusscher, Senior Consultant
planner@a-cross.com
.
www.across.health/offering/omnichannel-planner

43. Proprietary and Confidential Information
What is it?
• A framework and process for evaluating the
health of your omnichannel customer data –
channels, assets, customer profiles and KPIs.
• As-is baseline with recommendations on how
to accelerate into omnichannel customer
engagement
Why is it useful for you?
• Make better informed decisions on the next
steps to realize your omnichannel customer
engagement vision.
• Get a benchmark
• Get actionable recommendations no matter at
which level of omnichannel maturity you are.
Key metrics
Case: Omnichannel Baseline
• 21 countries and 6 brands participated
• Full analysis on CRM, channels & KPIs was
performed
• Within the same organization, significant
differences were observed between countries
and therapeutic areas.
• One size does not fit all: Tailored
recommendations helped tackle the right
hurdles for the right country/TA
Budget & timelines
27,5k€ for the first, 24k€/additional
5 to 6 weeks of lead time for delivery
Contact
Christophe Brock, Senior Consultant
christophe.brock@a-cross.com
+32 495 41 06 51
“Eye opening”
30% … of all CRM data is inaccurate
80+%
… of marketers say that company silos obscure
a seamless view of campaigns & customers
87%
… of marketers consider data the most
underused asset
Director of Global Marketing Operations,
Leading Life Science company
Omnichannel
health check
www.across.health/omnichannel-health-check

44. Proprietary and Confidential Information
eLearning
What is it?
• Interactive eLearning modules
• Packed with useful insights and practical
tips on multichannel in pharma
• Enriched with business cases and a
knowledge quiz per topic
• Easily embedded in your company’s
learning management system or delivered
to you in bespoke environment set up for
you.
Why is it useful for you?
• Enhance channel-specific competencies of
your team with e-learning modules
Key metrics
What customers think
“Highly interactive and entertaining way to
address a key training need in the industry.”
EUCAN training leader, leading biotech company
Budget & timelines
Enterprise license
• per module €20K*
• 14 modules €250K*
12 month access for up to 250 users
• 14 modules + platform license €175K**
*standard pricing – does not include any customization
** 20% license fee from year 2
Delivery typically 3 – 4 weeks
Individual licenses via the Across Health eCademy
Contact
Kenneth Peeters, senior project manager
excellerator@a-cross.com
T: +32 9 277 77 62
15 modules available with topics ranging
from strategy, to channel engagement,
measurement and agile mix planning
30 Average number of minutes it takes to
complete each module
> 1500 Number of pharma professionals who
experienced our modules since 2017
Interactive self-learning at your
convenience www.across.health/excellerator-capability-building

45. Proprietary and Confidential Information
Channel guides
What is it?
• Company-specific hands-on guides to “how
things are done” at your company,
capturing processes, tools and resources.
• Playbooks include pragmatic do’s and
don’t’s and case studies
• Delivered in slide kits or navigable PDF in
customized design.
Why is it useful for you?
• “The devil is in the details”: our channel
guides help you to move seamlessly from
the overall strategy to flawless execution
(“where the rubber hits the road”)
Key metrics
What customers think
These modules really made some things click for
me in regards to strategy and planning a
multichannel strategy. Thanks again!”
UK brand manager
Budget & timelines
• € 20k per channel guide
• Delivery typically within 1 – 2 months
Contact
Kenneth Peeters, senior project manager
excellerator@a-cross.com
T: +32 9 277 77 62
.
> 10 Key digital channels are available for
customization
20 Average number of pages of each
channel guide
> 2000 Number of pharma professionals who
used our channel guides since 2016
Customized hands-on reference guides
to leverage channels at scale www.across.health/excellerator-capability-building

46. Proprietary and Confidential Information
Book
What is it?
• 230+ pages stacked with actionable insights
and clear guidelines on omnichannel
customer engagement
• written by seasoned omnichannel experts
Why is it useful for you?
Gain in-depth knowledge on how to turn
omnichannel customers insights into strategy,
execution and impact measurement
Key metrics
What customers think
“The book is of immense value, allowing marketing
and brand managers to take more informed
decisions about the channel mix."
Worldwide Multichannel Marketing Head, GSK
Budget & timelines
95 euro
Order online here.
Delivery typically within 1 week.
Take a look inside the book
Contact
Kenneth Peeters, senior project manager
excellerator@a-cross.com
T: +32 9 277 77 62
.
>2800 Copies sold since first print in 2016
€95 Retail price (excl. shipping)
2018 Second edition
www.across.health/excellerator-capability-building

47. Proprietary and Confidential Information
MCM serious game
What is it?
• Create optimal marketing mix to
maximize effectiveness, sales and market
share
• Interactive serious game with a focus on
omnichannel customer engagement
• Online turn-based game with multiple
teams / players competing against each
other along a predefined scenario
• Virtual or F2F workshop
Why is it useful for you?
• Simulations are the next-best thing to real-
world implementation
• Opportunity to engage key staff across
functions and markets in a time-efficient
way
• Rich learning experience that can be used
as part of overall blended learning program
Budget
Budget:
• Pls inquire for full range of options
Contact
Kenneth Peeters, senior project manager
excellerator@a-cross.com
T: +32 9 277 77 62
.
Apply insights into a dynamic serious
gaming environment
www.across.health/excellerator-capability-building

48. Proprietary and Confidential Information
Workshops
What is it?
• Highly interactive in-company workshops
led by seasoned topic experts.
• Sessions can be tailored by:
• Product/TA
• Internal audience (mktg, sales, …)
• External audience (HCP, patient,
payer,…)
• Region/country
Why is it useful for you?
• Develop your omnichannel strategy,
execution priorities and KPIs
• Get a unique deep dive on the tactics that
will work, with evidence-based case studies
Key metrics
What customers think
“Well-structured, clear and interactive course! It
makes you re-think established values and opinions,
and inspires you to take that next step towards a
new approach.”
Brand Manager Immunology, Celgene
Budget & timelines
In-company workshops:
• 1 day training: €15K
• 2 day training: €20-25K (depending on
customization)
Public workshops: www.celforpharma.com
Contact
Kenneth Peeters, senior project manager
excellerator@a-cross.com
T: +32 9 277 77 62
.
64 Average NPS of our in-company
workshops
85% Average score of our trainers
> 1500 Pharma professionals were successfully
trained in the past 2 years
A balanced mix of strategy, industry
examples and implementation tips www.across.health/excellerator-capability-building

49. Proprietary and Confidential Information
Healthcare
Disruption Tour
What is it?
• Immerse yourself in the rapidly emerging
space of healthcare innovation &
disruption
• Visit some of the most innovative,
interesting and disruptive companies in
Silicon Valley
Why is it useful for you?
• Get a full picture of the health tech
landscape
• Be inspired by innovation experts
• Explore new partnership options
• Build an enduring network of innovators
• Prioritize actions to stay ahead of the game
Key metrics
What customers think
“This is a tour which will bring you the
understanding how a real innovation culture should
look like. It give easy access to new innovations and
an understanding what the opportunities are when
innovation is supported properly. Across Health
know how to organize this and to give you a great
experience in the future world of healthcare”
HDT participant, 2018
Budget & timelines
3 day Public tour: €6,5K*
In-house executive HDT (3/4d): €65000*
*Excl. flights, accommodation and logistics
Contact
Raphael Doulat
Raphael.doulat@a-cross.com
.
> 72 Average NPS of our healthcare
disruption tours
20 Average number of participants per tour
2020 Our next public tour
www.across.health/excellerator-capability-building