BCG

HowBiopharma

andMedtech

LeadersCanGet

OmnichannelRight

JUNE2025

Executivesummary

Context123

BCGconductedastudywithbiopharmaand

medtechleaders1

Weengagedwith100+seniorleadersacrosscommercial,

omnichannel,ITanddigital,anddataandanalyticsrolesviaasurveyandinterviews.

Source:BCGanalysis.

Note:NBEx=next-bestexperience.

Omnichannelis

increasinglyessentialinbiopharmaandmedtech

·97%ofrespondentsagree

thatomnichanneliscritical,but30%lackaclearstrategy.

·Companiesareinvesting

signi?cantlyinomnichannel(10%–15%oftheir

advertisingandpromotionbudget).

·Thelongercompanies

committoomnichannel,themoredollarstheyinvest,

signalingsustainedinterest.

Mostcompaniesarestrugglingtoexecute

·95%ofrespondentscitelowconnectivityacrossteamsasatopbarrierto

omnichannelsuccess.

·Nearly60%aredissatis?edwithNBExengines,and

adherenceissuboptimal.

·Only7%ofrespondentsarebroadlyleveragingAI/GenAIforomnichannel.

Withtherightstrategy,omnichannelcandelivermorethan15%revenueupliftinbiopharmaandmedtech

·Clearroadmaps,targetedtalent,andstronger

executionarerequiredtocapturevaluefromAI

andGenAI.

·Governanceandincentivestructuresareneededto

optimizeNBExadherence.

·Changemanagementand

co-creationwithstakeholdersiskeytoensuresuccessful

cross-functionalcollaboration.

1BCG2025omnichannelsurveywasconductedwith108companies,comprisingpharma(69%)andmedtech(31%)respondents.Participantsrepresentcommercial(salesandmarketing,41%),IT&digital(14%),omnichannel(13%),anddata&analytics(12%)functions.

Source:BCGanalysis.

Whatisomnichannel?

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rateteam

Orchestrateteameffortsaroundnext-bestexperiences(NBEx)

·Salesreps,ISRs(insidesalesreps)

·Marketingteams

·Medicalscienceliaisons

·Clinicalandcategoryspecialists

·Fieldreimbursementmanagers

Personalizemessagesattherighttimeandfrequency

·Customizedmaterialsforonlineandin-personinteractionsarecohesive

·Engagementfrequencyistailoredtotheresponsivenessofhealthcareprovidersforeachbrand

Createacohesiveexperienceacrossonlineand

offlinechannels

·Face-to-faceinteractions

·Email

·Searchplatforms

·Socialmedia

·Print

·Conferences

Omnichannelcancreatesigni?cantvalueforbiopharmaandmedtech,

butmostcompaniesarenotgettingitright

97%

surveyedbelieve

omnichanneliscriticalforsuccess

>$50M

peryearspenton

omnichannelsolutions1by25%ofcompanies

Upto

15%

revenueliftachievedbytopcompanies

Source:BCG2025omnichannelsurvey.

1Doesnotincludeadvertisingandpromotionorsalesforcespend.

95%

ofcompaniesnotabletoclearlymeasureomnichannelROI

~60%

ofcompaniesthatmeasureROIhavelessthan5%revenueuplift

Pharmaandmedtechcompaniesface?vekeychallengesimplementingomnichannel

Painpoints

Strategy

30%donothaveaclearstrategyinplace

KPI&ROImeasurement

52%donotholisticallymeasureleadingandlaggingindicators

Omnichannelengine(NBEx)

60%arenotsatis?edwiththeirNBExengine

Dataandtechnologyintegration

90%facechallengeswithdatasilosanddataconnectivityacrossteams

Executionandchangemanagement

90%followNBExrecommendationslessthan60%ofthetime

Source:BCG2025omnichannelsurvey.

Note:NBEx=next-bestexperience.

Source:BCG2025omnichannelsurvey.

Weaskedmedtechandbiopharma

companyleadersaboutomnichannel

acrossseveralquanti?ablemetrics:

·Strategy

·Dataqualityandintegration

·Omnichannelplatform

·KPIandROItracking

·Talentandskillsets

·Executionandchangemanagement

Wethencreatedamaturity

assessment,rankingorganizations’omnichannelsophistication.

Ourmaturityassessmentofbiopharmaandmedtechcompaniesenablesbenchmarkingofomnichannelcapabilities

High

EXECUTIONMATURITY

Low

Laggards(~25%)

Leaders(~25%)

Challengers

(~50%)

LowSTRATEGYMATURITYHigh

Omnichannelinvestment

>$100M

$50M?$100M$20M?$49M<$20M

Annualrevenue

$50B$30B $15B $5B

Threemajorthemesinbiopharmaandmedtechacrossomnichannel

Theambition

andstrategyof

omnichannel

Whybiopharmaandmedtechcompaniesstruggletoexecute

Unlockingthevalue

ofomnichannel

forbiopharmaand

medtech

Source:BCGanalysis.

AMBITIONANDSTRATEGY

97%ofbiopharmaandmedtechleadersagreethatomnichanneliscritical,butmanylackaclearstrategy

Omnichannelisconsideredcriticalforsuccess,but~30%of

companiesstrugglewithstrategy,especiallysmallerorganizations

%OFRESPONDENTS

31

Disagree

–28pp

69

Agree

3

97

Wehaveaclear

omnichannelstrategy

Omnichannelstrategyiscriticaltooursuccess

92%ofsmallercompanies1alsobelieve

omnichanneliscritical,butonly54%haveaclearstrategy.

Source:BCG2025omnichannelsurvey.

Note:Q11—Pleaseindicateyourperspectiveonyourcompany'somnichannelstrategyandexecution.1Smallcompaniesarede?nedascompanieswithannualrevenueof<$1billion.

Mostleaderssupportinvestmentsinomnichannelinnovations

%OFRESPONDENTS

Disagree

Agree

20

80

Leadershiphasappetitetoinvestandimplementnewomnichannelinnovations

Tobesuccessful,itishighlyimportanttohavestrongleadershipbuy-inandastrategicvision.

SVP,customerexperience(biopharma)

AMBITIONANDSTRATEGY

Biopharmaandmedtechcompaniesofallsizesaresteppingupinvestmentsinomnichannel

Largeorganizationsspendmoreonomnichannelinabsolutenumbers,butsmallerorganizationsspendmoreproportionally

Thelongercompanieshaveimplemented

omnichannel,themoredollarstheyinvest,signalingsustainedinterest

AVERAGEOMNICHANNELSPEND1,2

$55M

$20M

$5M

Large

SmallMedium

RANGE1

$2.5M?$15M$2.5M?$100M$7.5M?$100M

AVERAGEOMNICHANNELSPEND1,2/AVERAGEA&P1SPEND

15.0%

11.9%

11.4%

Small

Large

Medium

Spendingratioindicatesthatsmaller

organizationsvalueomnichannelasmuchaslargerorganizations

AVERAGEANNUALOMNICHANNELSPEND1,2BYCOMPANYSIZEANDBYNUMBEROFYEARSSINCEIMPLEMENTED($MILLIONS)

+72%

>

$3$6

Small

<2years

+122%

$27

$3

$33$11

Medium

2–3years4–5years

$52

+77%$84

$24

$15

Large

6–10years

Source:BCG2025omnichannelsurvey.

Note:Q5—Whatisyourcompany’sglobal2024totalrevenue?(USD);Q6—Howmuchwasyourcompany’sglobal2024advertising&promotional(A&P)spending?(USD);Q19—Forhowmanyyearshasyourcompanybeenactivelyimplementingomnichannelinitiativesasastrategicpriority?Q20—Basedonyourbestestimate,howmuchdoesyourcompanyinvestinitsomnichannelinitiativeseachyear?

1Calculationswerebasedonthemidpointofeachanswerrange.

2Omnichannelspendcouldincludetalent,data,andcostsrelatedtobuildingormaintainingthird-partyomnichannelsolutions;itdoesnotincludepromotionalbudgetsandcommercialoperationsexpenses.

CHALLENGESANDSTRUGGLES

Formanybiopharmaandmedtechcompanies,dataandtechcapabilitiesareholdingbackomnichannelevolution

65%havetherightdataandtechnology

capabilitiestosupportbasicomnichannelneeds...

LEADERS’PERSPECTIVESONOMNICHANNELCAPABILITIESAND

PROCESSES(%OFRESPONDENTS)

42

40

55

60

58

60

45

40

Single,

uni?edviewofcustomer

Datasourceintegration

Data

governance

model

Leveragingdata

forpersonalized

engagement

...butonly47%agreetheycouldsupportevolvedomnichannelneeds,suchasAI&automation

TOP5BARRIERSFOROMNICHANNELDATAANDTECHNOLOGYSUCCESS

(%OFRESPONDENTS)

86

86

77

77

73

95

Unclearbusiness

Technologylimitations

Budgetconstraints

Low

connectivity

Datasilos

Lackof

skilled

requirements

acrossteams

personnel

AgreeDisagree

Source:BCG2025omnichannelsurvey.

Note:Q32—Towhatextentarethefollowingdatacapabilities/processesestablishedinyourcompany'somnichannelstrategy?Q33—Towhatextentdoesyourcompanyhavethefollowingdataandtechnologycapabilitiesinitsomnichannelstrategy?Q34—Inyouropinion,whatarethetop5barriersinyourorganizationtothesuccessfuluseofdataandtechnologyforomnichannelinitiatives?

CHALLENGESANDSTRUGGLES

NBExplatformsarewidelyused,butnotfullyintegrated

~90%ofrespondents

haveanNBExplatform

Butonly6%haveafully

integratedNBExplatform

108

respondents

14(13%)

94(87%)

~95%

6%

47%

38%

9%

Fullyintegrated:Seamlesscompanyconnectivity,

real-timedatasharing,andenterprise-wideexecution

Partiallyintegrated:Connectivityacrosssomefunctions,butlacksenterprise-wideinteroperability

Minimallyintegrated:Adhocconnectionsbetween

teams,withdataandprocessesmostlyfragmented

Notintegrated:Usedbyspeci?cteamswithnocross-functionalconnectivity

Overall,[the

omnichanneltool]wasgood...however,weinternallyfacedissueswithtechnologyand

dataintegration.

Headofdigital(biopharma)

NBExplatforminplaceNBExintegration

Source:BCG2025omnichannelsurvey.

Note:NBEx=next-bestexperience.Q15—Howsatis?edareyouwithyourcurrentNBExengineforcommercialteams?Q42—AtwhatlevelisthisNBExengineintegratedacrossyourcompany?

CHALLENGESANDSTRUGGLES

Mostcompaniesaredissatis?edwiththeirNBExengines,especiallyo?-the-shelfmodels

~60%arenotsatis?edwiththeirNBEx,especiallysalesteams

94RESPONDENTS

Commercialteamsaretheleastsatis?edwiththeirNBExengine(only35%satis?ed)

59%

MainchallengeswithcurrentNBExplatforms

1.Doesnotintegrateacrossallchannels

41%

2.Di?culttomeasurebusinessimpact

3.Insightsdonotre?ectreal-timedata

4.Doesnotfullyintegratealldata

SatisfactionwithNBExplatform

5.Algorithmdoesnotprovideusefulrecommendations

Satis?edDissatis?ed

Clientsprefercustomizedsolutions,althoughthere’sstillroomforimprovement

TYPEOFNBExBUILD(%OFRESPONDENTS)

44

Smallandmediumcompanieshavehighershareofo?-the-shelfNBEx

27

16

7

Custom-built

with

third-party

components

Standard

o?-the-shelf(third-party)

Custom-builtin-house

O?-the-shelf

withcustom

enhancements

SATISFACTION

37%

31%

14%

52%

CurrentprovidersarenotabletofullysolveNBExneeds,assatisfactionacrossalltypesofbuildsstandsat<55%

Source:BCG2025omnichannelsurvey.

Note:NBEx=next-bestexperience.Q38—HowwasyourNBExengineimplemented?Q41—Whatarethetop5barriersinyourorganizationtothesuccessfulimplementationofyourNBExengine?Q43—Ingeneral,howoftendoNBExrecommendationsgetrefreshed?

CHALLENGESANDSTRUGGLES

AdherencetoNBExislow,withminimalincentivestofollowrecommendations

~90%ofrespondentsfollowtherecommendationslessthan60%ofthetime

ONAVERAGE,HOWFREQUENTLYDOESYOURTEAMFOLLOWTHENBExRECOMMENDATION?(%OFRESPONDENTS)

90%OFRESPONDENTS

37

27

24

12

0

<20

20–39

40–59

Towinrepsyouneedtoshowthemhowthistoolwill

helpthemachievetheirtargets.

Headofsales(biopharma)

60–79>80

HalfofrespondentshavediscretionaryuseofNBExrecommendations

ARETHEREINCENTIVESFORFIELDTEAMSTOFOLLOWNBExRECOMMENDATIONS?(%OFRESPONDENTS)

52271011

Noincentivesandnotracking:Followingrecommendationsisdiscretionary

Tracking:Adherenceistrackedbutnottiedtoincentives

Recognition:Adherenceisencouragedthroughnon-monetaryincentives,suchasleaderboards

Incentive:Adherenceislinkedtocompensation

Source:BCG2025omnichannelsurvey.

Note:NBEx=next-bestexperience.Q44—Onaverage,howfrequentlydoesyourteamfollowtheNBExrecommendationsfromyouromnichanneltool?Q45—Whattypeofincentivesdoesyourorganizationhaveinplacefor?eldteamstofollowNBExrecommendations?

CHALLENGESANDSTRUGGLES

Frequentomnichannelusagevariesacrossteams,withgapsincross-functionalcollaboration

Salesrepsandkeyaccount

managersarenotfullycommittedtoomnichannel.Theyshouldbe

involvedinstrategyandplatform

designsoit’salignedtotheirneeds.

Towhatextentdothefollowing

teamsactivelyuseomnichanneltools?

(%OFRESPONDENTS)

2

5

39

26

20

5

7

34

32

22

4

18

49

27

13

45

30

13

26

43

22

25

40

23

10

6

4

13

57

19

11

Salesrep

Commercialoperations

Fieldaccess

Medicalscience liaison

Key

accountmanager

MarketingDataandanalytics

Medicalscienceliaisonscanbecomekeyomnichannelusers,but

mostcompanieshavenotinvolvedthemsu?ciently

Inreality,wearenotdoing

fullomnichannel,aswe

havesiloswithinteams.

Headofdatamanagement(biopharma)

Therewasabetter

omnichannelinmyformercompanyastheyhada

higherdegreeof

collaborationacrossteams.

Headofdatamanagement(biopharma)

AlmostalwaysFrequentlyOccasionallyRarelyNever

Source:BCG2025omnichannelsurvey.

Note:Q54—Towhatextentdothefollowingteamsactivelyuseomnichanneltools?

CHALLENGESANDSTRUGGLES

ManycompaniesarenottrackingtherightindicatorsorKPIstomeasureomnichannele?ectiveness

Mostrespondentssaytheircompanyisnottrackingbothleadingandlaggingindicators

TRACKINGOFINDICATORS(%OFRESPONDENTS)

35

65

52

48

NoYes

30

70

Lagging

Both

Leading

Organizationslackaholisticmeasurementapproachtomeasurebothleadingandlaggingindicators,especiallyamongsmallerandmediumcompanies

ROIistheleastmeasuredKPIforomnichannel

e?ectiveness

KPISUSEDTOMEASUREOMNICHANNELEFFECTIVENESS(%OFRESPONDENTS)

Engagementmetrics80

Salesgrowth65

Conversionrate61

Toolusage53

Customersatisfaction42

ROI37

Don’ttrack3

Source:BCG2025omnichannelsurvey.

Note:Q57—Towhatextentdoyouagreewiththefollowingstatement:“Wehavetools/methodsinplacetomeasurethefollowingindicators...”?Q17—WhatKPIsdoesyourcompanyusetomeasureomnichannele?ectiveness?(selectallthatapply).

VALUEOFOMNICHANNEL

Topcompaniescanachieve>15%revenueupliftfromomnichannel,buttoofewtrackandmeasureitsvalue

RespondentsagreeomnichannelisgeneratingROI,buttheystruggletotrackandmeasurevalue

(%OFRESPONDENTS)

45

55

95

5

DisagreeAgree

35

65

Wecantrack

andmeasure

value

Wecanclearly

trackand

measurevalue

Omnichannel

generates

signi?cantROI

Nearly30%ofcompanieshavenoclarityontheimpactofomnichannel

Companiesthattrackvaluecanseeattractiveresults;

40%sawrevenueliftsof5%to>15%

(%OFRESPONDENTS)

Nolifttodate4

1%–2%

21

3%–5%34

6%–10%30

11%–14%5

>15%6

Source:BCG2025omnichannelsurvey.

Note:Q11—Pleaseindicateyourperspectiveonyourcompany'somnichannelstrategyandexecution;Q18—Whatpercentrevenuelifthaveyouseenfromtheomnichannelinitiativesinyourorganization/BU?(estimatetothebestofyourability).

VALUEOFOMNICHANNEL

Companiescanmeasureimpactfromomnichannelinlessthan12months,butKPIsarenotreviewedfrequentlyenough

60%ofcompaniesseemeasurableimpactOnly17%ofcompaniesreviewKPI

fromomnichannelinlessthan12monthsresultsmorethanonceamonth

FREQUENCYATWHICHCOMPANIESARE

REVIEWINGKPIS(%OFRESPONDENTS)

TIMETOSEEMEASURABLEIMPACTFROMOMNICHANNEL(%OFRESPONDENTS)

Wede?nedthe

52

8

19

26

39

<3months

4–6months7–12months

1–2years

>2years

Don’tmeasure

60%of

organizations

omnichannelROI

OKRswewere

goingto

consistentlytrackineverymarketandsetupa

frequent

touchpointtoreviewthem.

Headofdigital(biopharma)

Weekly17

Monthly30

Quarterly

2xperyear5Annually5

Every2–3years1Notoften1

Nearly45%of

companiesreviewtheperformanceor

resultsofKPIsfour

timesperyearorless

31

Source:BCG2025omnichannelsurvey.

Note:Q61—Howlongdidittakeforyourorganizationtoseemeasurableimpact(e.g.,revenuelift,increasedcustomersatisfaction,coste?ciencies)fromomnichannelinitiatives?;Q58—HowfrequentlyaretheseKPIsreviewedandanalyzed?

VALUEOFOMNICHANNEL

Omnichannelteamstructuredoesnotcorrelatetoimpact

Typesofomnichannelteamstructures

68%

ofcompanies

32%

ofcompanies

Centralized

·70%sitincommercialoperationsormarketing

·Abouthalfofcompanieswithcentralized

omnichannelfunctionshave10–50full-timeemployees

Decentralized

·Omnichannelfunctionsmostlysitacross

commercialoperations,marketing,andsales

·Mostdecentralizedorganizationshave25orfewerfull-timeemployees

Revenuelift1fromomnichanneldoesnotseemto

correlatewithcentralizedordecentralizedstructure

(%OFRESPONDENTS)

39

35

30

28

20

18

10

7

7

5

2

0

CentralizedDecentralized

Source:BCG2025omnichannelsurvey.

Note:Q21—Isthereacentralizedomnichannelfunction/teamwithinyourorganization?Q18—Whatpercentrevenuelifthaveyouseenfromtheomnichannelinitiativesinyourorganization/BU(estimatetothebestofyourability)?Q22—Wheredoesyouromnichannelteamsitwithintheorganizationalstructure?Q23—Wheredoyouromnichannel-relatedfunctionsorteammemberssitwithintheorganizationalstructure?Q24—Howmanyfull-timeemployeesintheorganizationarededicatedtobuilding/maintainingomnichannel?

1Excludesrespondentswhosaid“Unclear/Tooearlytotell”and“Wedonotactivelymeasureomnichannelimpact”(fewerthan30%ofrespondents).

VALUEOFOMNICHANNEL

Mostcustomerengagementandmanagementplatformsarestillnotfullyintegrated

Companysatisfactionlevelwithcustomerengagementplatforms1Lessthan10%ofcompanieshavefully

%SATISFACTION%OFRESPONDENTS

CRMsystems7997

Cloudcomputing8894

Dataanalyticsplatforms7994

Customerdataplatforms5991

Marketingautomationtools6889

AIorGenAItools4883

NBExengine4871

Digitalassetmanagement7169

E-commerceplatforms5740

GenAItoolsand

NBExengineshavethelowest

satisfactionratings

UtilizationRating:HighMediumLow

integratedcustomerengagementandmanagementplatforms

Notintegrated3%

Minimallyintegrated20%

Partiallyintegrated68%

Fullyintegrated9%

WhatwedidverywellwastoalignwithITrightfromconcept,haveanITchampion,andthenpushforcollaborationacross

thelayers.

Headofcommercialstrategy(medtech)

Source:BCG2025omnichannelsurvey.

Note:NBEx=next-bestexperience.Thesequestionswereonlyaskedoftechnicalrespondents:data&analyticsandIT&digitalpro?les(n=35forthissection);Q35—Whichplatformsdoesyourcompanycurrentlyuseforcustomerengagementandmanagement?(selectallthatapply);Q36—Fromthetablebelow,selectyourlevelofsatisfactionwitheachplatform;Q37—Arethesecustomerengagementandmanagementplatformsintegratedacrossyourcompany?

1Q35askssurveyrespondentstoselectplatformusagefromalistofoptions;di?erentAI/GenAIandNBExsatisfactionandusagewascitedwhenaskedspeci?cally,notinalist(e.g.,Q15andQ42).

VALUEOFOMNICHANNEL

BiopharmaandmedtechcompaniesofallsizesneedclearroadmapstocapturemaximumvaluefromAI/GenAIaspartofomnichannel

Companiesarenotbroadly

leveragingAI/GenAIforomnichannelstrategyandimplementation

ADOPTIONRATEOFAI/GENAI(%OFRESPONDENTS)

9

Notusingatall

41

Experimenting

43

Usingfor

speci?c

cases

Veryfew

companiesare

broadly

leveraging

AI/GenAI

7

Broadlyleveraging

Formostcompanies,AI/GenAIvaluehasnotyetbeenrealized

VALUECAPTUREDOFAI/GENAI(%OFRESPONDENTS)

69%ofcompaniesseevalueinAI/GenAIforomnichannelbutonly31%haverealizedthatvalue

29

31

62

69

71

69

38

31

Right

AI/GenAI

toolsarein

place

Continuedinvestment

inAI/GenAIisplanned

AI/GenAI

addsvalueto

omnichannel

strategy

Expected

valuefrom

AI/GenAIis

beingrealized

AgreeDisagree

OpportunitytoexpandandscaleAI/GenAIusecases

USECASESOFAI/GENAIFOROMNICHANNEL(%OFRESPONDENTS)

PredictiveanalyticsContentcreation

Customer segmentation Personalized marketing Chatbotsandvirtualassistants

Dataresearch

Synthesisofcustomerinsights

SentimentanalysisAIagents

514641

41403830

2619

Source:BCG2025omnichannelsurvey.

Note:Q14—AreyoucurrentlyusingAI/GenAIforomnichannelstrategyandimplementation?Q46—IfusingAIorGenAI,inwhichomnichannelareasarethesetechnologiesapplied?(selectallthatapply);Q49—TowhatextentdoyouagreewiththefollowingstatementsaboutAI/GenAIinyourcompany’somnichannelstrategy?

VALUEOFOMNICHANNEL

Therighttalentandtrainingforomnichannelarenotfullyinplace,particularlyforAI/GenAI

SkillsindigitalandtechnologyandAI/GenAIarelagging

PERSPECTIVEONWHETHERTHERIGHTTALENTANDSKILLSETSAREINPLACETOEXECUTEOMNICHANNEL(%OFRESPONDENTS)

31

69

37

63

DisagreeAgree

Business&marketing

Data&analytics

42

58

58

42

Digital&technology

AI/GenAI

Tohaveagoodomnich