New interaction models.-Fostering the digital transformation of the pharmaceutical sector.

Sanofi Pasteur

Sanofi Pasteur needed to adapt its marketing strategy to the transformations of the pharmaceutical sector in Latin America. Together we built the foundations of a data-driven culture and developed an ambassador programme to build the brand and improve its share of voice.

Two work streams: business intelligence and digital influence.

On the one hand, we developed an innovative and ambitious data-driven, multilingual project – in Spanish, Portuguese and English – in 11 countries, which would allow Sanofi to implement more efficient marketing strategies based on the standardisation, integration and optimisation of data.

The other major part of our work with Sanofi Pasteur was an ambassador programme to generate positive conversations and build prescription around vaccines.

Sanofi would gain control over its resources and its share of voice in a global scenario.

Bring order to your data rows!

Sanofi Pasteur handles an enormous amount of data from multiple sources and markets: social listening data, campaign data provided by media agencies, socio-economic data provided by each government, etc. To turn this flood of information into useful dashboards for decision making, we needed to work on data collection, standardisation and integration first.

  • In order to achieve a coherent reporting model in all countries, we developed a branded content toolkit and standardised the nomenclature of the campaigns.
  • We unified KPIs and monitoring parameters, which allowed us to integrate and compare social media campaign performance data from one country to another.
  • We developed social listening programmes, to understand social media conversations around vaccines (diseases, seasonality, most recurrent searches, etc.) in real time.
  • We defined the ETL processes that would create the infrastructure to host all the data in a unified repository, or data lake.

Only once the data has been scanned, homogenised, grouped and categorised, will it be possible to produce intelligence reports with relevant insights and practical recommendations: what digital content is most appropriate for each time of the year, when to launch campaigns based on search seasonality and social concerns, what type of key messages to use, etc.

The data lake would also provide us with Business Intelligence tools (alarms, predictive models, automated email reports, etc.) that would contribute to generating value. The very nature of the project forced us to continuously evaluate the reliability of the data used and the need to incorporate new sources.

Working with ambassadors on brand building and social impact.

In addition to improving its share of voice, Sanofi sought to rely on its community of ambassadors to raise awareness of the importance of vaccination among the Latin American population.

We identified two different kinds of ambassadors:

  • DOL (Digital Opinion Leaders): relevant profiles in the healthcare field. DOLs are influencers who have developed a proven personal brand.
  • KOL (Key Opinion Leaders): professionals in the healthcare field.

Based on a social media influence analysis, we selected the 50 profiles that would make up our ambassador programme. We then developed a database and monitored their conversations, in order to segment the profiles based on parameters such as engagement with their communities, number of connections, level of influence or awareness generated.

But what drives these profiles to act as Sanofi ambassadors? We offered DOLs an emotional and experiential reward, inviting them to events and congresses, putting them in contact with DOLs and, in short, creating a Sanofi community. For KOLs, we opted for a rational motivation instead: we developed a training programme aimed at strengthening their digital skills through various talks and webinars delivered via digital media, which they would be able to access in the future through a shared communication platform.

New rules of the game.

The digital revolution is transforming the original rules of the game once governing the pharmaceutical sector. Major players such as Sanofi are evolving into digital companies, committing to innovation and digitalisation in order to develop new data-driven business areas, capture talent within the new generations of medical professionals – who are mobile first and 100% digital – and create new experiences for users and patients. A journey for which they have the support and expertise of Good Rebels.