Page 36 - DHC-new 25 sept[53209]

The future plans
are now to be placed 2017 onwards.
Investing in long term innovation
strength.
We have a commendable track record, from pipeline
point of view. We are strong and continue to invest
in R&D for building long term innovation strength, as
an FMCHP company combining both the consumer
insight with a science led innovations pipeline.
We are also embedding new sensory and packing
lab capabilities strategically serving digital age
consumers in which a change in format, flavour, or an
applicator or change in packaging can propel growth
and margins.
We expect our innovation sales
to contribute more than 20% to
our annual growth, innovation
sales being products that were
launched on rolling basis during
the year.
Investing in embracing new
technology and automation.
DHC to maintain its income growth and profit growths
must embrace the latest technology in manufacturing
and lower its cost of manufacturing. The digital age
consumer is exposed to global developments and
progress,expecting products and services of highest
standards. Our in-house technology research and IT
team is being strengthened to meet the up coming
challenges. Our own IT team and digital media
management makes us one of the unique SME. This
planned action is to engage the digital age consumer.
Digital citizens - astute consumers of information and
social media - require FMCG knowledge to meet their
expectations at each point on the decision journey.
Leading our company to update its commercial
models in five ways.
“Listen to your customer” is a business truism that
approaches cliché, but the consequences of not
adapting commercial models to market shifts can be
severe. So, we pay attention to what the customer
says.
Today, our five income channels are strong, effective
sales, marketing, and go-to- market activities, but a
market shift is under way: the digital era is changing
how millions of people think about and manage
their health. The impact of digital: the digital citizen
today, increasing numbers of patients and healthcare
providers are “digital citizens,” people who don’t
simply use digital technology but have fundamentally
changed their expectations, world views and
behaviours as a result of living in the digital age.
Digital citizens swim in a sea of information, are
increasingly in control of what information they tune
into, and actively choose what to tune out. They turn to
digital information sources first for insights and have
a high degree of trust in online reviews from peers.
They are increasingly mobile-first and “untethered”
in their digital interactions. Digital citizens are also
social and media generators, sharing opinions, photos
and other content with their digital community. They
are advocates and influencers and expect others
individuals and companies to contribute actively and
authentically to their communities. They are equipped
to discover the social contributions, purpose, and
character of the companies and products with whom
they do business. Finally, they have increasingly high
expectations for the quality of experience when they
interact with companies and individuals in person and
online, shaped by their experiences across all sectors
in their life, not just healthcare.
Physicians are also very active digitally. A recent
Google research into their digital habits shows that
their usage of a smart phone is used 80 percent on
professional interactions with patients; 77 percent
on typing keywords into the search box when they
want to look up professional medical information.
Physicians are also social - about 50 percent share
online videos with other doctors.
In a world of digital citizens, the traditional commercial
model (i.e., a strong sales force combined with
advertising and marketing collateral to communicate
the product’s value proposition) will soon increasingly
get outmoded. Digital citizens both patient and
physician won’t passively receive promotional
information from the product manufacturer. They’ll
seek out information from peers. In a digital era, both
patient and physician are active, informed, peer-
enabled participants in managing health.
DHC is a science based business, with tremendous drive for
innovation that augments our growth and margins.
Focus on engagement, not just Expand the portfolio of touch
promotion. points.
Engagement requires creating compelling stories DHC must engage with digital citizens throughout
and experiences fuelled by strong content. While it’s their daily lives, not just at a point of purchase.
Building trust is based on a deeper set of interactions
been true for a while that “every company is a media
company,” the sheer volume and variety of content that provide value to digital citizens over a longer
has forced businesses to re-evaluate the content time frame.
strategies.
In practice, this means creating new ways to connect
We are making major investments in content with customers, such as expanding the set of external
development. DHC is building partnership with partnerships and sponsorships. Strengthen digital
Imagine Entertainment to develop TV documentaries commercial capabilities.
featuring DHC science. We will expand our content
supply chain considerably, build new relationships Three capabilities are key additions to existing
between content creators and regulatory groups, commercial models: analytics, experience design, and
and create much faster micro cycle approaches to test-and- learn approaches to innovation.
creating, reviewing, revising, and publishing content.
In analytics, the ability to integrate data from various
Manage experience across touch points. sources such as historical claims and co-payment
The “CareFlow”- the series of interactions a patient or data, customer support and call centre experiences,
customer has with a brand can be complex, requiring sales-rep learning, and social media monitoring into
us to manage touch points in an integrated, coherent a coherent view of customer behaviour is essential. It
way. DHC is in the process of identifying what the
enables the creation of predictive, algorithm-driven
digital citizen needs or will relate to at each moment analytic models to help speed the translation of insights
when they’re making decisions, seeking information, into specific, business-action able recommendations.
or hoping to engage. Each offers an opportunity to
connect with the person and deliver an experience or
in formation tailored to that touch point. These touch
points will also be orchestrated as a single system to
have most impact.
DHC’s challenge is to execute this in a tailored but
coordinated way because, the range of customer
touch points typically crosses different functional
silos. We are considering new structures, processes,
and governance approaches such as councils and
cross-functional teams to meet this challenge.