Navigating Challenges to Achieve Success: Global Content Delivery Streamlined for HCP Engagement Portal

Following its merger, a leading pharmaceutical manufacturer created a new global pharmaceutical entity with a vast portfolio and a presence in 165 markets. Asentech established a Project Management Office (PMO) to create a tailored content asset management framework. This framework streamlined the collaboration between in-market brand teams and content publishing teams, ensuring a standardized and efficient process. The PMO played a crucial role in creating governance structures, assessing available content, advising on content processes, and facilitating the assimilation of content from local markets into the new portal.

The case study highlights a pharmaceutical giant's merger and subsequent efforts to integrate its commercial organizations, emphasizing the creation of a unified Global HCP Engagement Portal. The challenges lie in assimilating content from diverse markets, necessitating a meticulous content management and migration approach.

The Asentech solution involved the establishment of a PMO, which played a pivotal role in creating a content assimilation framework. The outcome was a successful launch of the global portal, and empowering local teams to implement marketing strategies efficiently. The project achieved scale and consistency in global branding while adhering to regulatory requirements, showcasing the effectiveness of the content management and migration workstream within the broader integration project.

Our client, a large pharmaceutical manufacturer, merged with another large pharma company. The combination created a new global pharma company with an expansive portfolio of medicines and a geographical footprint in almost 165 markets (countries).

After the merger, the top priority for the newly formed company was the integration of the two original commercial organizations. In addition to combining people, processes and technology, the integration also included other critical components like unification of customer data, ensuring compliance with GDPR, local data residency, and privacy regulations. It also included strategic investments aimed at streamlining communication to existing customers and enhancing the overall customer experience.

A key area of investment was focused on the redesign and launch of their new “Global HCP Engagement Portal.” This web-based portal was designed to serve as the centralized repository for all promotional and disease education content across all brands for all (local) markets. It also aimed to harmonize HCP identities and consents across the different CRM and marketing automation platforms used by the pre-merger companies. This would deliver a globally consistent, streamlined, and contemporary customer experience for all HCPs. In the initial phases of this project, the portal was slated for launch in 55 key markets.

However, there was a significant challenge in launching the global portal as it required the assimilation of content from all 55 markets. There was an average of 15 brands per market, each featuring approximately 30 distinct content assets. These assets included KOL videos, MOA videos, clinical information, disease education materials, treatment navigators, e-books, PDFs and more. The project involved revising, approving, and publishing over 25,000 pieces of content within a relatively tight timeframe.

The project was further complicated because the new portal was a major redesign of the CX. This resulted in a complex mapping process to migrate existing content into a completely new information organization structure. There were further considerations regarding how content should be collected from the in-market brand teams and the establishment of effective 'ways of working' between these teams and the content publishing teams.

In response to this challenge, our team established a Project Management Office (PMO). One of the initial responsibilities of this PMO team was to create a content asset management framework tailored to the needs of the new portal. This framework was shared and discussed with the in-market brand teams and ‘ways of working’ were trained and documented between the two teams to streamline the content asset management process. The PMO team further ensured that there was governance around the ways of working between the in-market teams and content publishing teams.

More specifically the PMO was responsible for:

• Creating the content assimilation framework that was shared and socialized with the in-market brand teams.
• Assisting the in-market brand teams by providing a comprehensive assessment of the available content for their respective brands in the local market.
• Advising the in-market brand teams on the most accurate and efficient content process.
• If content was available, the in-market brand teams would align localized primary content (including its location) with the content taxonomy of the new information architecture. They would also provide additional details about the content within this assimilation framework, such as hero images, thumbnails, image alt tags, meta-tags, teaser content, and more. This file was subsequently shared with the content publishing team.
• If content was not available, the in-market brand team would identify a relevant global content asset and create a request for adaptation, which may include translation and transcreation. Once the new asset was approved by MLR, the in-market brand team would follow the same steps as before to share with the content publishing team.
• The content publishing team would utilize the existing component library and page templates to construct the layout for individual content pieces and subsequently publish the pages within the authoring environment.
• A multi-step QA process was established to ensure accuracy across various aspects including content, visual experience, citations, 3rd party ref links, site labels and call-to-actions.
• The in-market brand teams would review the content, submit feedback to the content publishing team, and continue this process until the content received approval for MLR (Medical, Legal, and Regulatory) submission, if necessary (for non-approved assets).

This overall process, facilitated by the PMO, fostered the reuse of global brand assets, content templates, and best practices, thereby streamlining the level of work effort, reducing costs, and achieving consistent global branding while enabling extensive content publishing at scale.