Omnichannel Maturity Self-Check

1Channel plans run separately from brand and medical plans2Linked for some brands, set once a year3Linked for most brands, with shared objectives across functions4Engagement objectives shape brand and medical planning and are reviewed within the cycle

1Segmentation is based mainly on potential or volume2Basic personas exist but are rarely used in planning3Evidence-based personas guide planning for priority brands4Personas are refreshed with behavioral data and used across functions

1There are no defined journeys, only campaigns2Journeys exist for a few brands as documents3Stage-based journeys with mapped content run for priority brands4Journeys run across brands with stage-level KPIs and regular optimization

1Each asset is built from scratch and review takes weeks2Some templates exist and review is predictable but slow3Modular content is in place for priority brands with a faster review path4Modular content and editorial calendars run across brands with planned review capacity

1Each channel plans and executes on its own2Channels share calendars but act independently3Channels follow shared journeys for priority customers4Channels are orchestrated around each customer, with clear roles at every stage

1Data sits in separate systems with limited consent capture2Core data is consolidated but hard to act on3A unified HCP view with consent supports planning and targeting4A unified, consented HCP view updates near real time and feeds decisions

1Not started or under discussion2A pilot exists, with limited adoption by field teams3NBA runs for priority brands with defined signals and feedback loops4NBA is orchestrated across field, medical and digital, and recommendations are trusted and used

1Mostly activity counts such as calls, emails and opens2Engagement KPIs exist but are not linked to outcomes3Behavior-based KPIs are linked to business outcomes for priority brands4Impact and return on engagement are measured routinely and guide investment

1Through annual plans and sequential approvals2Cross-functional meetings exist but decision rights are unclear3Cross-functional teams own decisions for priority brands or customers4Pods with clear decision rights and fast governance run engagement

1Training has been limited or generic2Training exists, but adoption in the field is low3Practical, role-based capability programs run for priority teams4Capability building is continuous, with local trainers and measured adoption

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