Technology Category
- Functional Applications - Enterprise Resource Planning Systems (ERP)
Applicable Industries
- Pharmaceuticals
About The Customer
Roche is a large biopharma company headquartered in Basel, Switzerland. The company is a global leader in pharmaceuticals and diagnostics and is focused on advancing science to improve people's lives. Roche is the world's largest biotech company, with truly differentiated medicines in oncology, immunology, infectious diseases, ophthalmology, and diseases of the central nervous system. Roche is also the world leader in in-vitro diagnostics and tissue-based cancer diagnostics, and a frontrunner in diabetes management. The company's global-to-local content strategy is a key part of its efforts to deliver personalized content and a consistent brand experience to patients and customers around the world.
The Challenge
Roche, a large biopharma company based in Basel, Switzerland, was faced with the challenge of balancing a global content strategy with local needs. The company recognized the need for a global-to-local strategy for several reasons. Firstly, the company wanted to reuse content to limit duplication of effort and cost. Secondly, the global-to-local approach was deemed essential for setting up a modular content model. Thirdly, the strategy would help deliver a framework for personalized content and a consistent brand experience. The company wanted to ensure that patients and customers have the same brand experience regardless of their location. Lastly, operational efficiency was a priority, and the global-to-local blueprint was seen as a way to manage and drive change more easily internally than with external business partners.
The Solution
Roche's solution was to design a global content operations strategy that balanced the autonomy of local markets. The company was mindful of the need to avoid imposing a top-down approach, recognizing that such a narrative would not resonate well. In some cases, global initiatives were led by the company, but in other cases, larger affiliates such as the U.S., France, and Germany took the lead. The company also sought to influence best practices across more autonomous entities, providing guidelines and education about best practices. To measure success, the company defined key performance indicators (KPIs), such as increasing content reuse by a certain percentage or reducing MLR cycle time. The company also used Veeva Pulse Content Metrics to benchmark its performance against others in the industry.
Operational Impact
Quantitative Benefit
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