The digital transformation has revolutionized how pharmaceutical companies interact with doctors, pharmacists and other stakeholders.
A omnichannel strategy is not just a communication strategy — it is a model that, when well implemented, increases interaction efficiency, optimizes resources and enhances customer experience.
However, implementing a true omnichannel model requires three essential pillars:
Behavioral information – to understand and anticipate behaviors.
Competitive intelligence – to strategically position the company.
Effective segmentation and targeting – to deliver the right message at the right time.
But how can these concepts be applied in practice? Let’s explore each point with real-world implementation examples.
1. Behavioral Information: The Foundation of a Successful Omnichannel Strategy
Without structured data, an omnichannel strategy becomes little more than an uncoordinated multichannel presence. Success lies in the ability to collect, integrate, and analyze data to personalize every interaction.
Practical Example: Personalizing Email Delivery Timing
Two oncologists—one specializing in metastatic breast cancer and the other focused on lung cancer treatment—are both part of the target audience for a new immunotherapy campaign. Traditionally, both would receive the same email at the same time. However, behavioral data may indicate that:
The oncologist specializing in breast cancer usually opens emails at the end of the day, around 6 PM.
The oncologist focused on lung cancer treatment has a higher open rate in the morning, at 8 AM.
Using artificial intelligence, email campaigns can be adjusted to be sent at the ideal time for each doctor, significantly improving open rates and engagement.
How to apply this in practice?
Use automation tools to track and analyze each healthcare professional’s digital interactions.
Leverage AI to adjust campaigns based on past behavior and predict future actions.
Monitor digital interactions in real-time and make dynamic campaign adjustments.
Next, let’s see how strong data connects to the second pillar of an omnichannel strategy.
2. Competitive Intelligence: The Key to Building High-Impact Strategies
Having internal data is essential, but without market and competitor insights, a company risks falling behind. Competitive intelligence allows businesses to monitor trends, promotional investments, events, digital engagement, and competitor strategies to make more informed decisions.
Practical Example: Monitoring Share of Voice
A pharmaceutical company is launching a new therapy for HER2+ breast cancer. Before defining its omnichannel approach, it monitors the competition and discovers that:
The main competitor invests heavily in in-person medical events but has little digital presence.
Other companies focus on advisory boards and webinars, but with low engagement.
With these insights, the company can:
Reduce investment in in-person events and focus on hybrid formats, where competitors are less active.
Create interactive webinars and panel discussions with leading oncologists, making digital formats more engaging.
Personalize content with local epidemiological data, making messages more relevant to each region.
How to apply this in practice?
Monitor promotional investments to understand where competitors are focusing their efforts.
Analyze digital and offline Share of Voice (SOV) to assess the brand’s position relative to competitors.
Use benchmarks to adjust strategies in real-time.
Now that we have strong data and a deep understanding of the market, how can we ensure that messages reach the right people?
3. Segmentation and Targeting: The Secret to Omnichannel Efficiency
Many companies still adopt generic communication strategies, ignoring individual preferences within their target audience. However, data and competitive intelligence should be used to create increasingly precise segmentations, making each interaction more effective.
Practical Example: Segmentation Based on Clinical Profiles
A pharmaceutical company marketing a new CDK4/6 inhibitor for HR+/HER2- breast cancer needs to define its omnichannel approach. Instead of segmenting only by medical specialty (oncology), the company cross-references multiple criteria:
Digital behavior – Who consumes online content vs. who prefers in-person events?
Prescriptive profile – Who already prescribes similar therapies, and who has not yet adopted any?
Openness to commercial interaction – Who responds to emails, participates in webinars, or prefers direct contact?
Based on this data, the company can create different communication flows:
For oncologists highly engaged in digital → eLearning campaigns and interactive technical articles.
For more traditional oncologists → In-person workshops and medical visits.
For undecided doctors → Educational content comparing different therapies, highlighting the benefits of the new treatment.
How to apply this in practice?
Define personas and HCP profiles to personalize messages and approaches.
Create automated communication flows, adjusting channels based on responses and interactions.
Constantly measure segmentation effectiveness and adjust as needed.
Conclusion: How to Connect the Three Pillars for Omnichannel Excellence?
The true power of omnichannel lies in the intelligent orchestration of data, competitive intelligence, and strategic segmentation. Here’s a real-world example of how everything comes together:
Collect Data – The company identifies that oncologists treating HER2+ breast cancer respond best to LinkedIn campaigns.
Monitor Competitors – It discovers that the main competitor focuses solely on in-person events.
Develop a Segmented Strategy – It designs hybrid campaigns with high interactivity, taking advantage of the competition’s weak digital presence.
This way, every action is strategically planned, maximizing impact while minimizing resource waste.
Omnichannel is not about being everywhere—it’s about being in the right channels, with the right message, at the right time.
And this is only possible with robust data, competitive intelligence, and well-applied strategic segmentation.
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