Digital Transformation in Brand Management: A Case Study of Merck KGaA
Applicable Industries
- Healthcare & Hospitals
- Life Sciences
Applicable Functions
- Quality Assurance
- Sales & Marketing
Use Cases
- Visual Quality Detection
Services
- Testing & Certification
- Training
About The Customer
Merck KGaA is a large biopharma company headquartered in Darmstadt, Germany. The company operates in the life sciences industry and has a global presence. The company's brand management team is responsible for marketing its products and services to healthcare professionals and patients. The team is composed of a mix of traditional marketing, medical, and commercial professionals, as well as digital experts. The company is committed to innovation and constantly reprioritizes its strategies based on business needs and potential impact. The company's senior director of business optimization, Fabienne Vanderpoel, has a broad perspective on the evolution of the brand manager role, thanks to her extensive experience in various aspects of life sciences marketing around the world.
The Challenge
Merck KGaA, a large biopharma company based in Darmstadt, Germany, was facing challenges in the evolution of the brand manager role. The traditional methods of brand management were no longer sufficient in the digital age. The company recognized the need for brand managers to delve deeper into customer data and understand the story it tells, rather than relying on quantity measurements like clicks. However, there was a gap in the skills and expertise required to perform this analysis. Additionally, the company was grappling with the need to operate in both digital and traditional environments, and the pace of brand marketing was increasing rapidly. The challenge was to upskill brand managers or bring in new skills, and to manage digital assets effectively to create and communicate quality content at a faster pace.
The Solution
Merck KGaA adopted a strategy of collaboration and upskilling to address these challenges. The company recognized the need for a mix of expertise within a team, including digital experts from outside the pharma industry, as well as traditional marketing, medical, and commercial professionals. The company also emphasized the importance of flexibility in team structures, with members not necessarily having to report to one person, but collaborating around a strategy. To address the need for faster creation and communication of content, the company turned to digital asset management technology. This technology enabled brand managers to quickly tailor a message for one channel to use in another, enhancing their agility and speed. The company also prioritized innovation, constantly reprioritizing based on business needs and potential impact.
Operational Impact
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