Solution Architecture Overview

[CLIENT PROGRAMME LOGO]
Solution Architecture Document
[CLIENT PROGRAMME] Architecture Team

Version 3.2
(Pre-Release)
Date: 9/25/2008
[CLIENT
LOGO]
Confidential: Subject to Internal Review – Internal Use Only

[CLIENT PROGRAMME] Solution Architecture Document
TABLE OF CONTENTS
1. DOCUMENT INFORMATION..................................................................................................................................................5
1.1 DOCUMENT CHANGE LOG................................................................................................................................................5
1.2 RELATED DOCUMENTS.................................................................................................................................................... 6
1.3 DOCUMENT ACCEPTANCE................................................................................................................................................ 7
2. INTRODUCTION TO THE [CLIENT PROGRAMME] SOLUTION ARCHITECTURE...............................................................8
2.1 DEVELOPMENT APPROACH...............................................................................................................................................8
2.2 HOW TO USE THIS DOCUMENT.......................................................................................................................................10
2.2.1 Audience.................................................................................................................................................................10
2.2.2 Navigability............................................................................................................................................................10
2.3 MAINTENANCE OF THIS DOCUMENT.................................................................................................................................11
3. THE [CLIENT PROGRAMME] SOLUTION ARCHITECTURE........................................................................................... 13
3.1 OVERVIEW OF THE [CLIENT PROGRAMME] SOLUTION ARCHITECTURE...............................................................................13
3.2 THE [CLIENT PROGRAMME] SOLUTION ARCHITECTURE VISION........................................................................................17
3.2.1 Agile Marketing through Federation of Channel Applications..............................................................................17
3.2.2 Data Driven via Master and Transactional Data Stores........................................................................................18
3.2.3 Centralized Customer Interaction Data.................................................................................................................19
3.2.4 Improved Analytical Performance.........................................................................................................................19
3.2.5 Achieve Reuse of Content through Enterprise Content Management...................................................................20
3.2.6 Centralized Campaign Management.....................................................................................................................20
3.2.7 Apply [CLIENT] Enterprise Solution Patterns..........................................................................................................20
4. CUSTOMER & MARKET PLANNING.......................................................................................................................... 22
4.1 BUSINESS CONTEXT...................................................................................................................................................... 22
4.1.1 Business Capability Description.............................................................................................................................22
4.1.2 Business Needs.......................................................................................................................................................22
4.2 CURRENT STATE...........................................................................................................................................................22
4.2.1 Application Inventory.............................................................................................................................................23
4.2.2 Influencing Factors.................................................................................................................................................23
4.3 FUTURE STATE.............................................................................................................................................................23
4.3.1 Solution Diagram...................................................................................................................................................24
4.3.2 Solution Description...............................................................................................................................................25
4.3.3 Impacted Systems..................................................................................................................................................26
4.3.4 New Systems..........................................................................................................................................................26
4.4 IMPLEMENTATION GUIDELINES........................................................................................................................................27
5. MANAGE CONTENT................................................................................................................................................ 29
5.1.2 Business Needs.......................................................................................................................................................29
5.2 CURRENT STATE...........................................................................................................................................................30
5.3 FUTURE STATE.............................................................................................................................................................31
5.3.4 New Systems..........................................................................................................................................................34
Version 3.2 saved 09/25/2008 Page 2 of 122
6. DESIGN INTEGRATED CAMPAIGN............................................................................................................................ 37

6.1.2 Business Needs.......................................................................................................................................................37
6.2 CURRENT SOLUTIONS & GAPS........................................................................................................................................38
6.3 FUTURE STATE.............................................................................................................................................................39
6.3.4 New Systems..........................................................................................................................................................41
7. EXECUTION & FEEDBACK........................................................................................................................................ 44
7.1.2 Business Needs.......................................................................................................................................................44
7.2 CURRENT STATE...........................................................................................................................................................45
7.3 FUTURE STATE.............................................................................................................................................................50
7.3.1 Solution Diagrams..................................................................................................................................................51
7.3.4 New Systems..........................................................................................................................................................55
8. ANALYTICS.............................................................................................................................................................. 58
8.1.2 Business Needs.......................................................................................................................................................58
8.2 CURRENT STATE...........................................................................................................................................................59
8.3 FUTURE STATE.............................................................................................................................................................62
8.3.4 New Systems..........................................................................................................................................................65
9. INTEGRATION......................................................................................................................................................... 68
9.1.1 Business Needs.......................................................................................................................................................68
9.2 CURRENT STATE...........................................................................................................................................................68
9.3 FUTURE STATE.............................................................................................................................................................69
9.3.2 Solution Components Defined................................................................................................................................71

9.4 ADDITIONAL IMPLEMENTATION GUIDANCE........................................................................................................................73

10. APPENDIX A: ACRONYMS & TERMS..................................................................................................................... 78
11. APPENDIX B: ARCHITECTURE DECISIONS, BUSINESS NEEDS MAPPING & OWNERSHIP..........................................85
12. Appendix C: Level 3 Business Capability Diagram........................................................................................................124

1. Document Information
This section provides important information about the authors of this document, the location of
the authoritative version of this document, and the location of related content.
The authoritative version of this document is located on the [CLIENT PROGRAMME]
SharePoint site in the directory at this location (click here). Look for “[CLIENT PROGRAMME]
Solution Architecure.doc”
1.1Document Change Log
Date Version# Author Comments
7/31/08 0.1 [EMPLOYEE 1], Initial Draft

[EMPLOYEE 2]
8/5/08 0.2 [EMPLOYEE 1], Revised Drafts
8/10/08 1.0 [EMPLOYEE 1], Added current state findings
8/27/08 2.0 [EMPLOYEE 2] Added future state solution content
8/28/08 2.1 [EMPLOYEE 3] Review and format
8/29/08 2.2 [EMPLOYEE 1], Added more future state solution

content, diagrams, consistency check,
vision section
8/29/08 2.3 [EMPLOYEE 4] Review and Format
8/29/08 2.4 [EMPLOYEE 1], Modify diagrams and make minor

tweaks
9/5/08 2.5 [EMPLOYEE 2] Incorporated [NAME 3]’s comments`
9/8/08 2.6 [EMPLOYEE 2] Incorporated comments from [NAME

4] and [NAME 1].
9/9/08 2.7 [EMPLOYEE 2] Incorporated feedback from [NAME 3].

[EMPLOYEE 12]., [NAME 5].,
[NAME 6]., [NAME 7]., [EMPLOYEE
17].
Updated SA diagrams per changes

made by [NAME 8].

9/10/08 2.8 [EMPLOYEE 2] Incorporated feedback from [NAME 9]
Incorporated content feedback from

[EMPLOYEE 9].
9/15/08 2.9 [EMPLOYEE 1], Made comments from meeting feedback

[EMPLOYEE 2]
Enhanced Terms and Abbreviations list
9/19/08 3.0 [EMPLOYEE 1] Structure Changes. First published

version for acceptance
9/24/08 3.1 [EMPLOYEE 1] First round of changes of published

version.
9/25/08 3.2 [EMPLOYEE 1] Second round of changes of published

version
1.2Related Documents
Strategic Business Architecture Capabilities
[CLIENT URL]
Prioritized Capabilities
[CLIENT URL]
Solution Architecture Visio Diagrams
[CLIENT URL]
Solution Architecture Tracker
[CLIENT URL]
Solution Architecture Issues & Risks
[CLIENT URL]
[CLIENT URL]
1.3Document Acceptance
Section Date Name
Customer & Market Planning
Manage Content
Design Integrated Campaign

Execution & Feedback
Analytics
Integration

2. Introduction to the [CLIENT PROGRAMME] Solution Architecture

This section defines the overall scope of the [CLIENT PROGRAMME] Solution Architecture.
2.1Development Approach
[CLIENT PROGRAMME] is a transformational program enabling the perpetual “closed” loop of
market planning and channel execution based on the foundation of customer analytics. A
successful transformation requires a close relationship between the business and technology
visions. For that reason, the [CLIENT PROGRAMME] Solution Architecture was driven by the
Business Needs defined in the [CLIENT PROGRAMME] Business Architecture. Please see
section 1.2 Related Documents for the list of [CLIENT PROGRAMME] Business Architecture
documents and where to find them.
The [CLIENT PROGRAMME] Solution Architecture is one step in the overall Capability
Roadmap Process (see Figure 1 below).
“Prioritization Exercise”
Which
capabilities are
most critical?
What business When should
capabilities are each capability
needed between be planned for
now and 2012? delivery?
What are the
implementation
constraints and
dependencies?
“Business Architecture” “Capability Roadmap ”
“Solution Architecture ”
Figure 1 - Capability Roadmap Process

Figure 2 provides a high level view of the development process followed for the [CLIENT
PROGRAMME] Solution Architecture.
1. The [CLIENT PROGRAMME] Business architecture provided the overall structure for
the Solution Architecture.
o The Level 2 Capabilities provided the initial structure for grouping current and
new systems.
o The [CLIENT PROGRAMME] Business Architecture also provided a detailed
list of new Business Needs necessary for [CLIENT PROGRAMME] to achieve

its objectives. These Business Needs represented the gap that the Solution
Architecture needed to fill. In other words, the [CLIENT PROGRAMME]
Solution Architecture needed to identify solutions that enable those Business
Needs
2. The Current State Solution Architecture was the second input to the development of the
Solution Architecture
o Information on the current systems supporting sales, marketing, and channel
activities was gathered thru a series of interviews and document collection,
including prior current state activities conducted as part of [CLIENT
PROGRAMME]
o Current systems and pain points are documented in each Level 2 process specific
section
[CLIENT
PROGRAMME]
Figure 2 - Solution Architecture Process
3. The Future State Solution Architecture was developed thru a series of work sessions
involving both [CLIENT PROGRAMME] core architecture team members as well as
[CLIENT] enterprise-wide Subject Matter Experts in applicable technology areas such as
Analytics, Enterprise Content Management, and Integration.
4. The result is this document, with architecture diagrams and descriptions of the various
technical solutions that enable the [CLIENT PROGRAMME] Business Needs.

2.2How to Use this Document
2.2.1 Audience
The primary audience for this document is the [CLIENT PROGRAMME] Project Architects
who are responsible for creating their project Architecture and Design Specification1 documents.
It is expected that the project architects read the [CLIENT PROGRAMME] Solution
Architecture section pertaining to the process area they support and:
 Use “The [CLIENT PROGRAMME] Solution Architecture Vision” section to complete
the “Architectural Goals and Constraints” section of their Architecture and Design
Specification
 Use the Architecture Decisions documented in the pertinent process area as input to the
“Architecture Goals and Constraints” section
 Use the associated Business Needs as a starting point for identification of relevant use
cases, development of detailed requirements, and as input into any possible RFI/RFPs for
vendor selection.
 Use the Future State sections as input into any possible RFI/RFPs for vendor selection
 Use the associated list of impacted current systems to begin identification of system
specific deployment work
 Use the associated list of new systems to begin identification of new system components
that must either be purchased of built.
The [CLIENT PROGRAMME] Roadmap developers ([CLIENT PROGRAMME] PMO
Architecture) are the second audience for this document. They use the identified impacted
systems (current and new) as well as the list of enabled Business Needs, to identify affinities and
dependencies amongst implementation efforts so that those efforts can be bundled together into
roadmap groupings and potential projects.
This document is not intended to imply any ownership of the identified systems, business /
technical capabilities, or implementation efforts. The [CLIENT PROGRAMME] PMO owns that
responsibility.
2.2.2 Navigability
Information on where and how to navigate the document:
 Definitions of new and ambiguous terms used throughout the document can be found in
Section 10 – Abbreviations & Terms section of this document. The list has been arranged
alphabetically.
 Created thumbnails to demonstrate traceability from the Overall Solution Architecture
diagram to other Solution Architecture views contained in the document. Items shaded in
green in thumbnails are featured in the individual Solution Area diagram that follows.
Items shaded in dark grey have been illustrated in other diagrams.
1
This document is defined by the ELC and a template is available from the ELC website.
 Created master legend (see Figure 3 – Master Legend) to enhance consistency of Solution
Architecture diagrams
o “Actor” symbol is used to denote different internal/external roles that play
important roles in [CLIENT PROGRAMME] processes
o “Impacted Solution Components” denote existing solution components that are
impacted by the future state Solution Architecture
o “New Solution Components” are components that need to be added to [CLIENT
PROGRAMME] in the future state
o “Integration Components” are new integration components (employing standard
integration methods) that tie new and existing solution components together, and
expose required information across [CLIENT PROGRAMME]
o “Data” denote data components that fall within the three broad categories of data
for [CLIENT PROGRAMME]: Master Data, Transactional Data, and Delivery
Data. (See Section 8: Analytics for more details.)
o “Logical Grouping” denotes a logical grouping of solution components
o “Function” components denote key functionality within solution components
o “Labels” are used to show traceability between the individual Solution Area
diagrams and the Overall Solution Architecture diagram
Legend
Impacted New Communi-

Integration cation Logical
Solution Solution Function Label
Component Data Method Grouping
Component Component
Actor
Figure 3 – Master Legend for Solution Architecture Document
2.3Maintenance of this Document

The [CLIENT PROGRAMME] Solution Architecture is owned by USTM Line Architecture. It is a
living document to be used throughout multiple iterations of the Enterprise Life Cycle as [CLIENT
PROGRAMME] workstreams and projects implement the [CLIENT PROGRAMME] solution.
Therefore, this document will live in the [CLIENT PROGRAMME] SharePoint site so all [CLIENT
PROGRAMME] members will have access to the latest version.
It is expected that the [CLIENT PROGRAMME] workstreams and projects will consult the Solution
Architecture for guidance on a regular basis. During that consultation it is also expected that issues will
arise that require one of several outcomes:
 The Solution Architecture must be corrected / amended by USTM Line Architecture and
republished
 The workstream / project must be corrected / amended by the Project Architect
 The workstream / project requests an exception to a recommendation in the Solution
Architecture which requires USTM Line Architecture to grant the exception and the Project
Architect to identify the plan to get the workstream / project back in alignment with the
[CLIENT PROGRAMME] Solution Architecture at a later date / release.
Overall, it is the responsibility of USTM Line Architecture to maintain the [CLIENT PROGRAMME]
Solution Architecture and use it to govern [CLIENT PROGRAMME] workstreams and projects.

3. The [CLIENT PROGRAMME] Solution Architecture

3.1Overview of the [CLIENT PROGRAMME] Solution Architecture
The basis of the [CLIENT PROGRAMME] Solution Architecture is the [CLIENT PROGRAMME]
Business Architecture. The [CLIENT PROGRAMME] Business Architecture defines the 2012 target
state for [CLIENT PROGRAMME], and provides a foundation for work stream planning, and Solution
Architecture definition.
Purpose of the business architecture is to:
1. Ensure capabilities and requirements align with [CLIENT PROGRAMME]’s overall
business goals across work streams
2. Define and communicate the relationship among our goals, objectives, capabilities, and
processes
3. Ensure our solutions are designed to address Business Needs
At the top level of the Business Architecture are the Vision, Mission and Goals of the program.
[CLIENT]
[CLIENT PROGRAMME]’s Operational Business Architecture (OBA) describes the capabilities that
enable the organization to achieve the business objectives. High-level capabilties (known as Level 2
Capabilities) are illustrated below. Solution Components in this document have been aligned to the
Level 2 OBA capabilties for traceability. The following is a capability map which visually depicts this
process.

Manage
Content
Customer
& Market Execution Feedback
Planning
Design
Integrated
Campaign
from all to all

processes processes
Analytics
This diagram will appear as a highlighted thumbnail in the Business Capability Description sections of
this document to orient the reader to where the capability described fall relative to the overall business
capability. A further decomposition of this diagram (Level 3) is included as Appendix C.
Error: Reference source not found Error: Reference source not found is a conceptual view of the
[CLIENT PROGRAMME] Solution Architecture. It depicts the solution components that are a part of
the [CLIENT PROGRAMME] Future State Solution Architecture within the context of the [CLIENT
PROGRAMME] Business Architecture. Where some solution components map nicely into the Level 2
capabilities that were defined, others represent technology components shared by multiple Level 2
capabilities. In this view, Solution Components are shown in the capabilty area with which they are
most closely aligned. The red labels align to the architecture views that are placed in the subsections
of this document.

[CLIENT
PROGRAMME]
Figure 3 - Conceptual Solution Architecture

The remainder of the [CLIENT PROGRAMME] Solution Architecture document is organized by the
Level 2 Capabilities as defined by the [CLIENT PROGRAMME] Business Architecture. Those
solution areas are depicted in bold in Error: Reference source not found Error: Reference source not
found. Each solution area section has the following outline:
 Business Context
o Each section is introduced with a description of the business capability that it addresses,
o The business need is summarized
 Current State
o Summary of the current state environment
o List of applications in used in the current state
o List of current state factors that constrain the future state technology capabilities and
decisions
 Future State
o Summary of the future state recommendations
o A contextual visual diagram of the solution components
o Descriptions of the solution components depicted
o List of current state systems that require changes
o List of new systems required to deliver the capabilities
 Implementation Guidelines
o Guidelines are divided between Tool Selection, Process Considerations, Sequencing of
Activities, and Architectural Guidance
o When these guidelines align with an architectural decision, the decision number is
represented in brackets after the guideline text (e.g. [D-1])
This structure is supplemented in Appendix B with a detailed summary of architecture decisions that
shaped the [CLIENT PROGRAMME] Solution Architecture. Some of these decisions are also
presented in the context of the sections they apply to. They will be hyperlinked to their full description
in the appendix.
 To demonstrate traceability back to the Business Architecture, each architecture decision listed
in the appendix contains:
o Description of the decision
o Rationale for the decision
o Alternatives considered (if any)
o List of Business Needs that the future state solution component will address
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o List of [CLIENT] colleagues who own the decision
The capability sections of this document contain architectural views of the areas that are depicted
above. These diagrams show data flow, actors and functions in greater context, yet smaller scope, than
the above. The logical diagrams are intended to provide a more detailed view, including interfaces
with other capabilties. Often solution components from other capability areas will appear in these
views. They are not intended to be either complete pictures or technical schematics; they exist to
provide greater content and facilitate messaging around the Solution Architecture. Please do not imply
that anything left off the diagram is not an important part of the overall solution.
3.2The [CLIENT PROGRAMME] Solution Architecture Vision

The Solution Architecture described in this document supports the [CLIENT PROGRAMME]
vision. In supporting that vision, the [CLIENT PROGRAMME] Solution Architecture provides
technical answers to the following program-wide business challenges.
Business Challenge Technical Answer
Enable channel systems to be added and deleted quickly See section 3.2.1 Agile Marketing
and with minimal impact to the other [CLIENT through Federation of Channel
PROGRAMME] systems Applications
Maintain an integrated view of sales and marketing data See section 3.2.2 Data Driven via
across a wide variety of operational systems Master and Transactional Data Stores
Maintain an integrated view of customer interaction data See section 3.2.3 Centralized
from multiple data sources and make that data available Customer Interaction Data
to sales / marketing operations and Management Science
analytics
Enable faster turnaround on data gathering and analysis See section 3.2.4 Improved
Analytical Performance
Enable reuse of marketing content in a media rich, multi- See section 3.2.5 Achieve Reuse of
channel environment Content through Enterprise Content
Management
Define multi-channel, rich-media campaigns and See section 3.2.6 Centralized

measure their effectiveness Campaign Management
Cost-effectively automate [CLIENT PROGRAMME] See section 3.2.7 Apply [CLIENT]

functions Enterprise Solution Patterns

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3.2.1 Agile Marketing through Federation of Channel Applications
[CLIENT PROGRAMME] must collect large amounts of channel data, from a diverse set of
evolving and dynamic data sources, and prepare it for analytical processing. These sources
include all the channel-specific systems (including the SFA and CRM systems) that record
prescriber interactions as well as the various fulfillment systems like starter management,
promotional item fulfillment, and medical escalation requests. The business architecture requires
that channels be added (and dropped) in a timely and cost effective fashion. The current state
architecture informs us that many of these channel systems are hosted by third parties.
The [CLIENT PROGRAMME] Solution Architecture answers this challenge by recommending
a federated approach to overall channel application integration. Channel systems are considered
autonomous, yet cooperative, systems. It is intended that each channel use [CLIENT]’s SOA
Backbone (which includes an Enterprise Service Bus) or other integration pattern as appropriate
to produce and consume data elements as well as content that must be shared across [CLIENT
PROGRAMME] systems. The loose coupling provided by the Common Integration Layer allows
a channel to be added by identifying customers via master data services and sending interaction
data back via services that are integrated with the Customer Interaction Repository.
This approach allows each channel and fulfillment system to have its own (unique if necessary)
set of applications, each with its own transactional data store(s). 3rd party solutions are expected
to integrate their applications via the same set of [CLIENT] services. That is, 3rd party solutions
will be expected to use services that integrate with the Customer Interaction Repository to record
provider interactions centrally. If service level integration is not feasible for the 3rd party, batch
integration is a viable alternative (with the commensurate delay in receipt).
3.2.2 Data Driven via Master and Transactional Data Stores

The [CLIENT PROGRAMME] solution must maintain an integrated picture of sales and
marketing efforts throughout the multitude of systems which automate its business processes.
This holistic view across channels and customers is necessary to feed the central analytics
function. The broad view is also necessary to feed the sales and marketing operations.
Furthermore, this integrated picture needs to be made available back to each channel, where that
picture allows participants to see a relevant 360 degree view (appropriate for context and
channel) of [CLIENT]’s customers.
The [CLIENT PROGRAMME] Solution Architecture answers this challenge by identifying a
common set of data subject areas that are required to support the analytics and operations aspects
of the closed loop marketing. These subject areas are divided into two types: Master Data and
Transactional Data.
 Master Data: Customer, Product, Organized Customer, Territory (others as necessary)
 Transactional Data: Customer Interactions, Campaign, Prescription, Formulary,
(Segment)
For each of these subject areas, the [CLIENT PROGRAMME] Solution Architecture:
 Identifies the source system (or systems) that create each of these constructs,
 Articulates how the entity is related to each of the other major entities,

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 Identifies [CLIENT] data stores that support the persistence of these attributes
 Dictates how the entire set of relationships is made available to other systems.
Robust data integration capabilities will be developed to serve as a strategic source of record for
these subject areas (which originally came from multiple, disparate systems). These interfaces
enable analytics and back office systems to create extracts for operational data, using [CLIENT]
enterprise provided APIs or Web Services implemented through the [CLIENT] SOA Backbone.
3.2.3 Centralized Customer Interaction Data

A major aspect of “closing the loop” requires collection of customer interactions across all the
channels. A customer interaction is any contact between [CLIENT] and customers including, but
not limited to:
 Channel interactions (e.g., sales rep, email)
 Survey responses or preferences (e.g., opt-out requests)
 Promotional responses (e.g., requests for information)
Customer interactions include details such as customer identification, product, interaction detail,
interaction quality metrics, and campaign. Interaction data sources may include the internal
[CLIENT] channel systems, business partners, or purchased data sets from third party providers.
This data is critical to many different [CLIENT PROGRAMME] capabilties including:
 Campaign Management to plan, execute, and measure marketing programs
 Marketing Channels to ensure cross-channel coordination and a complete customer view
 Analytics to generate insight and support enterprise decisions
The [CLIENT PROGRAMME] Solution Architecture answers this challenge by defining a
centrally managed repository of historical customer interactions (see the section above). This
centralized repository is accessed via a set of SOA Backbone enabled data services to be used by
all systems providing data to be stored in the repository (such as any of the channel systems) or
by all systems consuming data from the repository (such as Analytics or Campaign
Management). The repository can be updated real-time as customer interactions occur across
channels.
3.2.4 Improved Analytical Performance

[CLIENT PROGRAMME] needs to analyze an amount of data that will continue to increase
rapidly. Adding inbound interactions from multiple channels will add a continual stream of new
data to analyze. The business also plans to add new sources of external data to the analysis mix.
[CLIENT PROGRAMME]’s analytical processing serves the multiple purposes of segmenting
and profiling the HCPs to inform top-level marketing planning capabilities and also to inform the
specific tactics and instructions that are being executed as part of coordinated campaigns. Thus,
the [CLIENT PROGRAMME] Solution Architecture needs to address both operational and
historical/trend data.

122
The [CLIENT PROGRAMME] Solution Architecture answers this challenge by including
strategies and technologies to prepare data in a timely and less “periodic” manner. These
strategies include
 Leveraging the Master Data and atomic transaction stores to create data sets for further
analysis
 Introduction of new data marts for analytics where subsets of data can be experimented
with
 Introduction of new hardware and software to support large scale analytical processing
and a strategic information architecture which reduces the need to replicate common data
into multiple environments
3.2.5 Achieve Reuse of Content through Enterprise Content Management

[CLIENT PROGRAMME] is planning to use many different channels to reach its customers.
[CLIENT PROGRAMME] also wants to achieve economies of scale by reusing sales and
marketing content across those channels. These capabilities require rethinking the way sales and
marketing content is created, approved, and delivered to channels. Content is currently brand
centric and [CLIENT PROGRAMME] aims at making it more customer-centric.
The [CLIENT PROGRAMME] Solution Architecture answers this challenge by including an
enterprise class Digital Asset Management solution that can handle the management and review
of rich media content as well as the ability to assemble content components and push the
assembled content out to multiple channels. The [CLIENT PROGRAMME] Solution
Architecture also recognizes the special needs of integrating content with marketing users and
third party agencies and has included a Marketing Asset Management (MAM) system function,
separate from the Digital Asset Management (DAM) function.
3.2.6 Centralized Campaign Management

[CLIENT PROGRAMME] needs to define multi-channel, rich-media campaigns and measure
their effectiveness. These campaigns need to be designed centrally, by the headquarters function
and be able to control multiple, distributed channels including the sales force (whether they be
delivering a detail face-to-face, via a video detail, or during a presentation at a convention) as
well as a variety of self-service channels (such as various web sites or by outbound emails).
The [CLIENT PROGRAMME] Solution Architecture answers this challenge by defining a
centralized campaign management system. This system provides a single point of control for
defining campaigns as a mixture of content (from the Content system), target lists (from
Analytics), and one or more execution channels. The centralized campaign management system
sends the campaign instructions to the included channels and collects operational results (e.g.
completed details, email messages read, click-thrus, documents viewed on a web site) for
analysis of campaign effectiveness.
3.2.7 Apply [CLIENT] Enterprise Solution Patterns

[CLIENT PROGRAMME] solutions have been architected to take advantage of [CLIENT] WTE
reference architectures and established patterns for enterprise content management, service

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oriented data integration, data warehouse and business intelligence strategies. The [CLIENT
PROGRAMME] program will be used as a vehicle to modify and enhance these patterns along
the dimensions of performance and scalability that are necessary to meet [CLIENT
PROGRAMME]’s anticipated volume and Business Needs.
Additionally, USTM has begun to document architecture guiding principles that all USTM
projects should follow (contact USTM Line Architecture to get the current version of this
document). At the time of this writing, the categories addressed included:
 Commercial Off-the-Shelf Application
 Application Service Providers (ASP hosted software)
 Data Architecture
 Middleware Architecture & Common Components
 Content Management & Digital Asset Management
Likewise, [CLIENT PROGRAMME] has several business capability areas that have not
previously benefited from automation.
The [CLIENT PROGRAMME] Solution Architecture adheres to the principle that vendor-
supplied third party solutions (applicable combinations of COTS, SAAS, and/or turn-key
services) should be explored before consideration is given to building custom solutions. Both
Marketing Resource Management (MRM) and Campaign Management (CM) fit in this category.
As a result, the [CLIENT PROGRAMME] Solution Architecture represents these solutions as
single entities in the resulting architecture. These solution areas have a large number of Business
Needs mapped to them.

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4. Customer & Market Planning

4.1Business Context
4.1.1 Business Capability Description
Plan Strategy: Customer segment-based strategy development and planning to develop customer
centric messages and solutions; Iterative message tailoring and plans that allocate marketing resources
based on real-time insight
Monitor, Build & Refine Customer Experience: Development of the full desired experience for
customers across all interactions; alignment of channel capabilities with Business Needs
4.1.2 Business Needs

Business Goals Addressed:
• Transform to a Data Driven Decision Making Culture
• Transform to a Customer Centric Organization
• Increase Responsiveness and Speed
• Increase Flexibility Through Lower-Cost Commercial Model
• Increase Effectiveness and Impact of Customer Activities
Business Needs Summary
Marketing planning and strategy plays a key role in achieving [CLIENT PROGRAMME]’s goals of
becoming customer focused and data centric. This key function drives desirable customer experiences
while maintaining alignment with [CLIENT]’s overall business strategy.
Effective strategic planning is an important first step in the closed loop marketing capability. The
organization expects greater integration of channel data (interactions) and predictive modeling in the
planning capabilty to better target customer needs, discover new market and channel opportunities, and
construct high return on investment approaches to promoting products and services. Data driven
insights will also be used to refine and improve the customer and market strategy over time.
4.2Current State
[CLIENT PROGRAMME] must implement a solution that integrates a multiple analytical inputs
including both customer and business data.
Strategic Planning, Budgeting, and Measurements are supported through desktop productivity tools
(Excel/PowerPoint/Email), with limited automation for data collection, review and approval. While
this approach works in a stable, brand-centric model with defined channels, it does not effectively
support the alignment of people, process and technology across customer-centric, cross-brand

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marketing strategies with a large number of evolving channels. The centralization and automation of
marketing tactics complicates the process further. Governing and recording marketing decisions can
become cumbersome and unwieldy without automation. An integrated marketing solution would
present an opportunity to increase efficiency and address these needs.
4.2.1 Application Inventory

 AMP enables marketing teams and Professional Agencies of Record (AORs) to establish and
approve goals, objectives, projects, and staffing plans, to write mid-year and end-of-year
evaluations, and to modify budgets and monitor ongoing agency expenses.
4.2.2 Influencing Factors

This list includes the facts about current state which have influenced decision about future state
components.
 There has not been a complete assessment of current technologies that are available for
marketing to leverage
 Consistency in planning is limited to what is being driven by brands. This is also true for
data collection and storage, i.e. data is brand centric, not customer centric.
 Because planning occurs at the brand level, there is little alignment of messaging across
products or channels
 Information received from finance is done in a non-integrated fashion (reports)
 AMP is currently in the process of being retired and replaced with a third-party solution
(Decideware and AssetLink) which will include third party resources to perform the work
in agency activity management and analysis. This is nearly complete and in the process
of launching.
4.3Future State
Strategies Applied
This list contains elements of the [CLIENT PROGRAMME] Solution Architecture Vision that
are applied by the Solution Architecture in this section.
 Centralized Customer Interaction Data
 Improved Analytical Performance
 Apply [CLIENT] Enterprise Solution Patterns
Future State Recommendations

Marketing Resource Management (MRM) is an emerging software concept that helps marketers
address the challenges of running complex marketing initiatives. Managing marketing initiatives using
software and a well defined business capability provides greater visibility into ineffective programs
and can help justify discontinuation or modification of existing efforts, or identify investments that
could be made in other areas to achieve targets.

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[CLIENT] has already addressed solutions the space, selecting and implementing planning tools such
as Decideware and Assetlink to manage vendor relationships. The [CLIENT PROGRAMME] MRM
solution space should consider all the various automated functions that can benefit [CLIENT]’s
customer-centric, multi-channel promotional activities. These include:
 Searchable, viewable history of marketing strategies and operating budgets and their expected
and actual results
 Ability to use input from analytics to make and record decisions about how to segment
customer populations
 Presentation of a rollup of individual campaigns into an overarching market strategy
 For a given promotional program, manage the investment mix, across all customers, messages,
campaigns and channels
Additionally, marketing stakeholders need to be well connected – important information that affects
marketing strategies can originate from a variety of sources including market news, field force,
agencies, and other marketing groups. Solutions that address Collaboration and Communication
should be available to marketers so they can receive up-to-date facts, from colleagues and the market,
in a way that is participatory and informative.
4.3.1 Solution Diagram

A Plan Strategy Design Integrated A Execution & Feedback C Analytics D
Campaign
Territory Communication Methods
Marketing Management
Resource Campaign SAS (Advanced
Management Management Face-to-Face Email Analytics)
Solution
Employee
Education
Web Mail Business
Manage Content
Starter Intelligence
B Management/
Marketing Fulfillment
Finance & Video Conf.
Asset Instant
Compensation Promotional & Desktop
Management Messaging
Materials Sharing
Management / Text Mining
4.3.2 Solution Description

Fulfillment
Digital Asset Kiosk Phone

Sales Force
Management
Automation High
Performance
Computing
The above diagram depicts Customer & Market

Workflow & Field Support
Communication
Approval
& Collaboration
Automation
Integrated
Planning and related solution components, common

Sales Desktop
Customer Alignment Content

Common Integration Layer
Campaign Fullfilment Finance Product

integration and data sources. Greater description of the
D Data Campaign Management Solution can be found in the
Master Data
Transactional
Data
Delivery
Data
Design Integrated Campaign section of this document.
Marketing Resource Management (MRM) provides the software infrastructure to support the
alignment of people, process and technology to support marketing activities and improve
marketing effectiveness. MRM generally refers to technology for the areas of planning, design
and production within marketing. The solution will automate the creation and oversight of
marketing decisions related to customer centric plans, budgets and measurements
MRM is the solution function that will help customer and brand marketers to calculate ROI and
effectiveness of customer centric marketing efforts. Where Campaign Management Solutions
coordinate specific tactics involved with reaching customers, an MRM Solution is focused on
strategic planning and Agency Integration. Likewise, the content generated through that
planning effort is created and managed via a marketing facing suite of content management tools
known as Marketing Asset Management (MAM).

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More information on MAM and Campaign Management (CM) can be found in the Manage
Content and Design Integrated Campaign sections of this document.
Modifications to solution components that address Finance and Compensation are necessary to
assure that the MRM solution operates as an integrated solution and that employees are
compensated appropriately in a non-brand promotional model. Integration with HR and finance
systems such as PeopleSoft and Incentive Compensation will be required. MRM requires
channel, agency, and employee costs to be able to calculate ROI. MRM calculates for ROI for
marketing initiatives that multiple campaigns. Analytics associated with CM will calculate ROI
and effectiveness associated with individual campaigns.
Additionally, MRM will consume:
 Customer Data (analysis) from the management science group that shows possible ways
to “slice and dice” customer data. This segmentation will allow marketers to create
segment specific customer strategies, and to search for the usage of segments in its on-
going strategic efforts.
 Product and prescription information
This data will be managed centrally and made available for solutions like MRM through Data
Marts (see Analytics section for more detail).
A Communication and Collaboration solution component will help coordinate communication
between marketers, agencies, sales, safety, or other [CLIENT] colleagues. These constituents
can communicate news, competitor events, reports or observations from the field. The
technology behind this can take many forms including email lists, wikis, or blogs. As a common
function, this will be a shared component and [CLIENT PROGRAMME] should rely heavily on
WTE standards for this solution component. It is important to note that creation and adoption of
effective business capabilities around communication and collaboration across these constituents
is critical to the success of this function. While the technology in this area can help to facilitate
communication and collaboration, it is important to develop business capabilities and to have
executive sponsorship in order to drive an effective behavior.
4.3.3 Impacted Systems

 Manual desktop productivity tools being currently used will be replaced by a Marketing
Resource Management (MRM) Function
 Manually maintained marketing calendars will be replaced by enterprise marketing
calendars included in purchased MRM solution
 AMP will be retired and replaced by Decideware and AssetLink (already in progress)
4.3.4 New Systems

 A Marketing Resource Management (MRM) solution will be introduced to address
automation of planning, budgeting, and measurement functions of marketing

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4.4Implementation Guidelines
Tool Selection Guidelines
 MRM tool selection should be business driven and technology enabled -- don’t start with the
solution, understand the Business Needs first, do a gap analysis with current and planned
implementations
 Use the capabilities defined in the Business Architecture as criteria for doing tool selection and
as a foundation for the requirements to select a product
 Consider tools with that integrate with selected Campaign Management or Marketing Asset
Management solutions
 Use the roadmap to guide when to start the selection
Process Guidelines
 A defined business process is critical because this process is not currently supported by
technology
 When defining the operating model, realize that there will be a fine line drawn between
activities that are part of MRM, Campaign Management and Analytics. Clear roles,
responsibilities, processes and procedures should be defined and aligned to the technology that
is selected to automate.
 As a rule of thumb:
o Analytics creates models and identifies data that can potentially be used to segment
customers and create plans (e.g. ways to slice and dice, responsive curves, predictive
models)
o Customer and Brand Planners use MRM to view this data and record how it is to be
used broadly across a number of tactical programs (which messages to go to market
with, which agencies to engage for content creation, which segments to target and in
which channels, what is the overall cost)
o Customer Experience marketers use Campaign Management to define these tactical
programs and continually monitor their effectiveness (tweaking if necessary) as they
execute
Architectural Guidelines
 Select, install, and configure a Marketing Resource Management solution which may be
comprised of multiple vendor packages. Marketing Resource Management solution will
address automation of planning, budgeting, and measurement functions of marketing. [D-1]
 MRM solution accesses historical views of customer, product,channel and interaction data from
centralized Data Marts via the Common Integration Layer. [D-2]
 MRM solution is integrated with analytical insights generated by the Management Sciences
Group. [D-3]
 Some level of forecasting will occur in both MRM and CM; there will need to be some level of
estimation to come up with costs, the tool help improve accuracy of these estimations

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 The MRM solution should assist with capacity and budgetary planning for promotional, as well
as medical interactions

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5. Manage Content
Create and Refine Content: Create detailed content requirements and generate content components
from the requirements
Track and Retire Content: Track content-related Feedback and Analytics, and determine when
content changes are necessary. Retire content according to a pre-determined expiry date or based on
events/feedback.
Review and Approve Content: Using content components, assemble a channel-ready communication,
then gain approval and file it with the FDA.

Establishing a streamlined process to create and manage marketing content effectively is key to
[CLIENT PROGRAMME]’s business goals of transforming to a customer centric organization,
increasing responsiveness and speed, and increasing flexibility through a lower cost business model.
In an environment where differential messaging has huge impact on individual customer segments, the
ability to create tailored messaging is essential. To better target customers, analytical recommendations
must be incorporated into message development. Individual content components will be created
through a set of business guidelines, and then be reviewed, reused and repackaged to construct useful
combinations of messages. The result is the ability to develop relevant, impactful customer messages
through an effective content creation process.
Managing content is also crucial to increasing the marketing organization’s speed and agility. Market
events can occur unexpectedly and often require a quick response; improvements to the analytical
environment will drive faster and deeper customer insights. Customer preferences can also shift rapidly
in a constantly changing marketplace. These pressures require an efficient content management
approval process, coupled with a solution architecture enabling approval workflow, content reuse,
integration of external agencies, and distribution to multiple rich-media channels.
Furthermore, [CLIENT] can better control its image in the market through the tracking and retiring of
its own content. Marketing messages need to be removed and replaced to reflect changing conditions
or shifting customer perceptions. [CLIENT] can ensure that content is being consumed appropriately
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through all communication channels, track its effectiveness over time, and retire messages that have
diminished value. The marketing message will be more impactful, more relevant, and organization will
be more flexible in communicating with its customers.
5.2Current State
Current Solution Summary
There is opportunity to realize efficiency in each step of the process in which marketing materials are
conceived, developed, reviewed and published. This efficiency translates into a more responsive and
customer-centric approach. [CLIENT PROGRAMME] will need to deliver technologies that reduce
the overall cycle time by automating time-consuming manual activities.
Managing content centrally, across products and customers, using common business processes and
software, helps to alleviate some of the administrative burden inherent in the process (coordination via
email, phone and in-person meetings, distribution of content through “snail mail”, paper and pen
reviews, etc.). Additionally, technology can improve manual steps associated with making content
searchable, describable, customizable, and accessible to critical participants in the process, both
internal and external to [CLIENT]. This also applies to collaboration and reporting functions.
Where the existing Maestro project focuses on realizing many of these efficiencies in the review (RC)
process, the creative process presents additional opportunity. Likewise, technology to support the RC
process needs to be enhanced to include video, audio, or rich media content, in addition to the planned
PDF capabilities (D2L is looking into next release for non-PDF annotations as well). The Maestro
process also stops at the FDA; the possibility exists to automate steps in the process beyond that,
particularly publishing of all of the channels. One influencing factors is that the FDA may not be
ready with the technology. We can go as far as only the FDA technology allows us.
[CLIENT PROGRAMME] looks beyond the approval process to realize efficiencies. The ability to
use technology to promote content reuse and assembly from component parts will also help to address
the overall time from concept to publication. The business process calls for a strict governance of the
type and usage of the content that is produced. This will ensure that content maintains an overall
consistently and reused appropriately.

RC Portal Calendar provides RC members and other stakeholders in the RC process with
transparency into the scheduling process. Content review and approval process is currently paper based
and highly manual. Maestro will have the “enhanced calendaring function”. Not the same as RC
Calendar, but provides many of the same functions.

components.
 Maestro includes DAM-like (Digital Asset Management) functionality to store work-in-
progress content and must be integrated with Enterprise Content Management to deliver
full [CLIENT PROGRAMME] functionality. The Maestro DAM is proprietary and does
not currently support the required Business Needs.

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 Maestro currently only supports PDF (no support for video and flash) but the Kodak
product road map includes full support for all content types for tablet and web use.
Single overall package providers do not have this capability in their current or planned
product releases..
 RC members will need to approve tablet content using Maestro, but review tablet content
using Exploria. The Maestro project team is developing the solution to integrate Exploria
functionality into the review process.
 Currently Plan of Action materials are brand centric.
 PfieldNet is limited by its uni-directional functionality. The platform is currently being
re-architected to support more SharePoint functionality
 POA Information Center (POAIC) is a web enabled and email creation tool to support
the communication between the HQ Triad and the field sales force for POA related
communications. It will be a publication target for content.
5.3Future State
Strategies Applied:
 Achieve Reuse of Content through Enterprise Content Management

There are three solution components that address [CLIENT PROGRAMME]’s needs in the
(Enterprise) Content Management space: Marketing Asset Management, Digital Asset Management
and Workflow and Approval Automation (these are each described in detail below). Often, these three
separate components are packaged as an integrated suite or as independent modules in a single
offering. [CLIENT PROGRAMME]’s unique needs, coupled with the in-flight Maestro project,
suggest a “best of breed” approach to addressing each of these functional areas. However, the three
functions in this space should be investigated holistically to clearly identify places where gaps exist in
the existing technology, or niche players can help meet the distinct requirements of [CLIENT
PROGRAMME]’s process.
Where Maestro primarily addresses Workflow and Approval Automation and some Marketing Asset
Management, it does not support the key functions associated with Digital Asset Management. It
provides DAM-like functions that are not robust enough to fully satisfy [CLIENT PROGRAMME]
capabilities. Additionally, Enterprise Content Management (ECM) is a space in which [CLIENT]’s
WTE group has done extensive research, prototyping and developed reference architectures.
Integration is also a consideration when investigating potential solutions in the space. The ability for
other [CLIENT PROGRAMME] solutions, such as campaign management and analytics, to be aware
of content that is available for inclusion in marketing efforts or to measure the efficacy of a given piece
of content, requires content information to be shared with other solution spaces. Additionally, utilizing
automated content publication (web content publication is a standard function for several ECM

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vendors) to the channels, and making a record of how and where content is used, also needs to be a
part of the solution. Where a fully automated publication process is not possible because of constraints
of the receiving system, the DAM will employ [CLIENT]’s common integration layer to facilitate the
management of content outside the DAM

Campaign
Campaign SAS (Advanced
Resource
Solution
Employee
Education
Web Mail Business

Manage Content
B Management/
Asset Instant
Materials Sharing
Fulfillment

Sales Force
Management
Automation
High
Performance
Computing

Communication
Approval
& Collaboration
Automation
Integrated
Sales Desktop
E
Customer Alignment Content Campaign Fullfilment Finance Product
D Data
Transactional Delivery
Master Data
Data Data
B
Manage Content
Agencies Provides Marketing user interface

to harness the power of the DAM
Create and Modify Content across internal/external
Enterprise Content Management
(marketing, agency) and cross
functional (brand, customer, Provides foundational
capability for digital
Marketing Asset creative)
asset storage/
Management archiving, tagging,
Review & Approve versioning
Content Search View
Marketing Operations
Legal
Asset Digital Asset Management
Regulatory
History
Medical (L/R/M) Usage Manage
DMT History
Assemble Content Publish
Collaborate
Repository
Render
Version Tag Content Metadata
Comments and Approvals

A record of Content
campaigns that
Workflow and Approval Automation content is used in
The engine by which
Review Markup Approve is stored in DAM
marketing content is
displayed and
annotated with Distribute Information about
comments from a available content is
Escalate delivered to Campaign
varied constituency Approved
Management Print Digital
Vendors Content
Content Metadata
Campaign Management Contains a reference of
Creates tactical content to be displayed
in the channel Tagged,
interaction instructions
Approved
for channels which
Channel Customer Offiline Content
provide a reference to
approved content
Instructions Interactions
Channels
Channel Common Integration Layer Customer Content
Data
Pre-joined views of
-Customer - Application Specific Data
transactional data to
-Product - Centralized Operational Data [Examples]
address varied
- Customer (Interactions, Value, Segmentation)
Master Data -Territory
Transactional - Product (Prescriptions, Formulary, Samples)
Delivery Data analytical and data
-Employee provisioning needs
-Organized Customer Data - Campaign
- Content

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The above diagram depicts Manage Content and Campaign Management and related solutions
components, common integration and data sources. Greater description of Campaign Management can
be found in the Design Integrated Campaign section of this document.

Enterprise Content Management (ECM) is a broad term applied to a set of solution components that
enable the creation, management and delivery of content and documents. ECM solutions can also
include collaboration solutions in support of the creation and management process. Such collaboration
includes joint editing, review workflows, and submission to the publishing process. ECM functions
also include the rendering of content into channel specific formats, enabling the reuse of content –
create once, use in multiple channels. The most notable aspect of such rendering is publishing to a web
site. This subset of functionality is referred to as Web Content Management (WCM). Another aspect
is rendering digital content to print media.
There are three distinct functions within ECM that are important for enabling [CLIENT
PROGRAMME] capabilities. In this document, they be referred to as the three primary solution
components
 Digital Asset Management
o Contains WCM, EDM, and Rich Media Management
o Also responsible for channel rendering to web or print
 Marketing Asset Management
 Review and Approval Workflow
Digital Asset Management (DAM) provides a repository for [CLIENT PROGRAMME] that acts as a
“digital hub” for content. That content includes rich media assets such as pictures, images, video and
audio, as well as document text, for storage, retrieval and distribution. Using indices and metadata for
tagging, the solution set supports search, access, analysis and retrieval of marketing assets. [CLIENT
PROGRAMME] requires a DAM which is able to assemble and render content from constituent parts.
The DAM also provides the ability to publish content into the channels. As mentioned earlier, typical
support includes publish to web sites as well as to print physical media. Many of the [CLIENT
PROGRAMME] channels will not be supported by off-the-shelf DAM products. Integration with
presentation tools like Exploria, proprietary channels like convention kiosks, as well as channel-
specific CRM tools (used by the various call centers) will likely require custom integration. The degree
of reuse is directly related to the number of channels that can be integrated with the DAM.
Marketing Asset Management (MAM) provides solutions support to view, manage, track and control
branded content in varied media types and channels. It provides a marketing-friendly user interface to
harness the power of the DAM across internal/external (marketing, agency) and cross functional
(brand, customer, creative) efforts. It should provide a relatively simple user interface into digital asset
history and usage, and allow users to easily collaborate on a given piece of content. The goal of the
MAM component is to improve brand consistency, decrease content time-to-market, enhance the
ability to work with outside agencies and, ultimately, enhance the overall customer experience.
MAM is identified as a distinct solution component because most DAMs do not offer the marketing
specific capabilities mentioned in the paragraph above. For that reason, the Solution Architecture
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requires that the chosen MAM solution integrate well with the underlying DAM and expects there to
be some overlap in functionality.
Review and Approval Workflow manages the review, markup and approval of digital assets. Its
configurable rules should be able to address dynamic workflow, escalation to various approvers,
annotation/markup of digital content with comments and feedback – all across a varied constituency.
As a common function (this paradigm can also be applied for managing requests for analytics and
medical interactions), this will be a shared component and [CLIENT PROGRAMME] should rely
heavily on WTE standards for this solution component.
Often, these three solution components are available in commercial products as modules of a single
solution component. MAM and DAM are shown depicted as overlapping components in the diagram
for this reason. The more integrated a commercial suite of applications are, the less technology
integration work is necessary to assure that these sub-components can share the necessary data and
integrated business processes. This statement can be extended to integration with Campaign
Management and MRM as well. [CLIENT PROGRAMME] requires elements of all three of these
solution components to enable the Business Needs. The balance of the strengths and weaknesses of
modules in a single overall solution must be considered and compared with the strengths, weaknesses,
and integration burden of a best in breed hybrid solution architecture.
The greater number of “best of breed” packages that are a part of this architecture, the more difficult
the solution will be to maintain and disconnected the business process may become. Do not minimize
the challenges of piecing together multiple solutions as a part of the ECM strategy.

 Maestro will replace RC Portal Calendar
 Agency systems will be impacted so that content can be provided back to [CLIENT] for central
management and reuse
 Today, channel systems receive their content in channel specific manners. In the future, content
will come through the centralized Digital Asset Management system and will be pushed out to
each channel, in a channel specific format, if there is suitable business value. This includes
systems such as [CLIENT]Pro and POAIC.
5.3.4 New Systems

Attributes of the new suite of MAM, DAM and workflow include:
 Stores, tracks and versions digital content including rich media
 Controls review and approval of content
 Content will be authored by a variety of providers, internal and external. That content will need
to be brought into the central content repository
 Channel specific integration required to push content into each channel
 Interactive tablet presentation software
 API's to share content meta data throughout enterprise, including expiration date

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 Tool selection should be business driven and technology enabled -- don’t start with the
solution, understand the Business Needs first, do a gap analysis with current and planned
implementations
 Consider the user experience needs of marketers and agencies when generating requirements
for the solution – the Marketing Asset Management space was conceived to make use of
content storage more accessible to a marketing professional
 Understand the out-of-the-box capabilities to publish content and content metadata to other
applications or databases
 Consider tools that integrate with the selected MRM or Campaign Management solutions as
ways to reduce integration costs – weigh this against the necessary functionality
Sequencing of Activities Guidelines
 Understand the business process and objectives of centrally managing digital content before
creating solutions (How many different organizations are creating content? How much content
is reusable across brands? How many individual components does a typical piece of published
content contain? How should informational vs. design content tracked and stored?)
 Take a step-by-step approach to build content functionality, identify ways to pilot basic
processes before rolling out complex multi-party workflows. Mapping a simple process can
lead to more insight than over-thinking complex scenarios/
 Identify the key channels for automated content publication and implement them first; include
other, more complex channels over a period of time
Process Guidelines
 Agencies actually play a large role in Marketing Asset Management; consider their needs as a
part of the process as well as how to incent agencies to use the tool
 There must be a plan to get agencies to work together to repurpose content to achieve business
value of implementing this solution
 Ensure there are processes in place which support the creation and governance of digital asset
tagging and hierarchy that can be implemented using an automated tool
 These processes are executed by well defined roles (i.e. librarian or content owner) that is
responsible for identifying the hierarchy or content and tagging appropriately
 Select, install, and configure an Enterprise Content Management solution which may be
comprised of multiple vendor packages.

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 Keep the workflow as close as possible to the task/content that is being tracked. Adding the
maintenance of a separate and distinct “tracker” to an existing process will introduce
complexity and integration challenges into the environment.
 Distribution of content (to channels, to reviewers) is automated, tracked and controlled via a
defined workflow, which is established using automated workflow and approval solution [D-
12]
 Ensure the automated workflow manager can address content creation, review and approval
with external parties external to [CLIENT] (i.e. Agencies). [D-13]
 Configure a workflow manager that is capable of establishing a review and approval hierarchy,
managing escalations, and delivering an altering capability. [D-14]
 Utilize [CLIENT] standards for Role Based Access Control and security to manage
entitlements and access.
 Dynamically establish approval rules using the tool based on the type or tags of content that has
entered during the approval process. [D-15]
 Provide access to approved content to various content creators through a central digital asset
management system [D-16]
 Configure the selected toolset such that content will be stored in the central digital asset
management system as component parts or assembled into channel specific formats. Utilize
rules component of the DAM to record and enforce which content is complementary [D-17]
 Utilize the tagging functions of the DAM to assign both component pieces and assembled
content with a hierarchical tagging structure. [D-18]
 DAM will allow content to be reviewed in the format in which it will be presented to the end
user. [D-19]
 Configure the DAM to periodically evaluate content expiration dates and trigger appropriate
actions. [D-20]
 Implement user-friendly search and retrieval capabilities that are governed by entitlement rules
that can be entered in the DAM itself or retrieved centrally [D-21]
 Campaigns rely on tagged, available content from the ECM (this can even extend to “non-
traditional” content such as call center scripts, starter packages, premium items or field aids) to
identify materials that can be delivered to customers [D-22, D-23]

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6. Design Integrated Campaign

6.1Business Context
Plan Integrated Campaign: Development of the integrated campaign to deliver designed customer
experience and key messages. Prior to beginning work, the Campaign Management team develops a
business process specifying how teams (brand, analytics, customer experience, agencies) will engage
with CM to provide notification of tactics. Next Campaign Management gathers appropriate inputs
from Brand Teams and Agencies to understand the campaign across channels.

To improve the value of every customer interaction, the [CLIENT PROGRAMME] program will
examine ways to enhance its physician sales and marketing capabilities, while making each [CLIENT]-
to-physician interaction more impactful and cost effective. This will require ways to leverage channels
that provide more preferable and less expensive ways for [CLIENT] to engage with its customers,
provide better customer services, and increase the quality time that [CLIENT] spends with the
customer.
Coordinating the distribution of targeted, more personalized content and messages requires a
sophisticated interaction control process that leverages multiple channels instead of a single face-to-
face channel. It is further complicated by [CLIENT PROGRAMME]’s goal to make the interaction
process more customer-centric as opposed to product-centric.
Thus, [CLIENT PROGRAMME]’s Business Needs suggest that [CLIENT] will move away from
broadcasting its marketing messages and towards a more responsive, data-driven approach to creating
a more targeted customer experience. Each customer is treated differently in this model, but managing
thousands of customers rather than dozens of brands is a daunting task that can be facilitated by
technology.

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6.2Current Solutions & Gaps
Prior to [CLIENT PROGRAMME], campaigns have been POA-focused and primarily directed at the
field force. The campaign itself is tied to messaging that goes out once per year, and processes and
technology do not support changing tactics “on-the-fly” as new information is known about physician
perceptions and reactions.
These campaigns typically rely on content delivery in a single face-to-face channel via field
representatives and the cost and effectiveness of this tactic has been steadily decreasing. Although
other channels are employed to deliver marketing messages, there is limited coordination between
these channels and the sales force.
Collecting data in the field force is limited to what the rep can enter into [CLIENT SOFTWARE] or
the qualitative information that comes via the Sales organization. Data collection in other channels, if
done at all, is primarily conducted by the third parties that operate those channels and is delivered back
to [CLIENT] in reports or spreadsheets. Physician interaction data is a primary driver of the ability to
run a centralized campaign; it must be consistent and managed so that meaning can be extracted from
it. This will allow the drivers behind the creation of marketing strategy and tactics to move from
qualitative assessments to quantitative knowledge.
Further, the current state process is constrained by the brand-centric nature of the current marketing
organization. Neither the process nor technology supports leveraging information and activities in
other brands, or perceiving the customer as a consumer of multiple [CLIENT] products.

 In the [CLIENT] professional space, there is currently no concept of a campaign or a multi-
channel initiative and thus no tools to support them.
 Siebel Marketing is used for Campaign Management and Marketing Analytics in the Direct-
to-Consumer space at [CLIENT]. It contains all the marketing business rules and executes
marketing campaigns. It is also the master for source codes and marketing survey creation.
 The culmination of the operational plan is a PowerPoint presentation.
 SharePoint used to organize and manage marketing information (although not consistently)

components.
 Operational and Tactical plans are designed differently
 Approval of plans is not facilitated with technology (beyond desktop automation tools)
 Sometimes vendors are leveraged by marketing to manage the execution (i.e.
[PRODUCT 1])
 Some marketers will try to leverage existing assets (when known)

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 Planning is consistent within a brand, but not across brands (e.g. process, data and
communications)
 Any alignment of messaging across channels is typically by chance
 Messages delivered via speakers and advisory boards are not captured today (only
attendees/events)
 Non-POA campaigns are not widely used for professionals
 [CLIENT SOFTWARE] is used to distribute campaign information primarily for “pull
through” (to support managed care change management)
 Current portals are not robust enough to be used to manage marketing information
6.3Future State
Strategies Applied:
 Centralized Campaign Management

An automated centrally managed, multi-channel Campaign Management (CM) Solution addresses
many of the Business Needs discussed above. This is the function of commercial Campaign
Management solutions. They specialize in managing multi-channel, multi-wave, and cross-brand
campaigns that are built upon adaptive campaign rules.
Such a solution requires collecting data about physician reactions to [CLIENT]’s marketing initiatives
and responding to physicians in a manner prescribed by a customer experience team. Managing data
that describes these interactions is imperative to achieving this goal. The more data, from all
endpoints, that can be captured in a consistent, scalable and trusted way, the more likely that patterns
of behavior can be detected by software, and used to optimize the campaign and its use of the
execution channels.
The use of software to help manage the complexity involved allows for faster feedback cycles, leads to
a faster response time, and ultimately more effective messaging. The messages are more appropriate
and contextual.
The Campaign Management Solution will integrate with a campaign analytics function providing
operational reporting and analytics. Campaign Analytics measures and the progress of campaigns,
generates operational reports, and performs any tactical segmentation necessary to operate the
campaign. This operational analytics component will use both the Customer Interaction Repository as
well as the Management Science Analytics environment as a source of transactional/operational data.
[D-5]

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Campaign
Campaign SAS (Advanced
Resource
Solution
Employee
Education
Web Mail Business
Manage Content
B Management/
Asset Instant
Materials Sharing
Fulfillment

Sales Force
Management
Automation
High
Performance
Computing
Communication
Approval
& Collaboration
Automation
Integrated
Sales Desktop
E
D Data
Master Data
Data Data
[CLIENT]

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The Campaign Management solution is the technology platform and processes by which interactions
with customers are executed through various channels then tracked to measure success. The key
purpose of CM is to process data from marketing campaigns in a compliant manner that is acceptable
from a regulatory and legal standpoint and provide feedback to Brand Marketing, Analytics, Customer
Experience and the various Channels.
CM relies on Customer Profile (including segmentation), Customer Interactions, and often
Fulfillment Data from transactional systems such as starter management or promotional material
fulfillment solutions and to execute against a set of predefined rules to determine the next customer
touch point across a set of channels determined by Customer Experience Management. Examples of
where transactional integration from applications may be necessary include executing rules around
fulfillment rep visit requests, or dollar amounts that have been set around distribution of promotional
materials. Any non-application, centralized data is made available to the Campaign Management
Solution via specific Data Marts (see the Analytics section of this document for greater detail) created
so warehouse data is consumable.
The solution creates tactical interaction instructions (aka Channel Instructions), which contain a
reference to data about a proposed interaction: what customer segments its related to, content to be
used in the interaction, channel mix to be used for interaction, and campaign the interaction is a part of.
This allows the channel to provide detailed feedback about the interaction back to [CLIENT] – for use
in the campaign, as well as analytics.
Customer interactions (both [CLIENT] and customer-initiated) are governed by the Campaign
Management Solution in the future state. A campaign consists of business rules coupled with content
required to fulfill those interactions (if applicable). Campaign Management is the enabler of
coordination and orchestration of the cross channel activities; this includes controlling what the
customer sees and how [CLIENT] treats them. At the point of contact, the channel owns the
interaction on behalf of the brand and customer experience. The campaign represents a central control
point between the methods and interests of channels, brand and customer marketers, legal and
compliance.

 Manual campaign management tools and systems will be replaced with an automated
Campaign Management system
6.3.4 New Systems

 A Campaign Management Solution will be introduced to address the following functions:
o Campaign Rules: Rules used to govern the execution of campaigns in a way that
is traceable to a measurement plan. This includes, but is not limited to:
 Customer contact rules (e.g. how do you not bombard the customer with
messaging)
 Legal and regulatory rules (e.g. consent to privacy, review of data for
adverse events)

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o Analytics: used to make transactional data repository data meaningful and alter
campaign execution based on results
o Transaction Manager: Tool to process list pulls, associate appropriate content and
generate channel instructions
o User Interface: User Interface tools to set rules, schedule and view campaign
operational results
o Reporting: Measuring and reporting campaign progress
o Quality Assurance Function: Ability to ensure that there is a closed loop from the
channel to assure that we have executed according to plan
 A transactional data repository (e.g. Customer Interaction Repository) will store
consistent customer interactions from all marketing channels. This data is managed
centrally and provided to campaign management via the Common Integration Layer
 Email Management can be used to manage outbound email based campaigns and to track
click-through events to web sites (see Execution section of this document).
 The selection of a Campaign Management Solution should be business driven and technology
enabled -- don’t start with the solution, understand the Business Needs first
 Select tools that allow the building of campaigns that can be monitored, measured and
improved over time
 Consider an “open” platform for the Campaign Management Solution that can serve as a data
source for [CLIENT]’s Business Intelligence and Analytics areas
 Once tools have been selected, use best practice and the tool’s application architecture to
inform how campaign analytics and data marts are utilized to integrate with the tool
 Understand the business process and objectives for running physician-oriented campaigns
before creating solutions (Which physicians do you want to target? What are typical campaign
goals? Quantify what running automated campaigns deliver for the business?).
 Take a step-by-step approach to building campaign functionality, identify ways to pilot simple
campaign rules and utilize basic segmentation rather than doing a major implementation (i.e.
multiple waves, multiple channels, customer centric)
 Identify the key channels and implement them first; include other complex channels over a
period of time
 [CLIENT] will grow into a model that is right sized so the CM system coordinates customer
touch points based on what is cost effective and compliant and channels continue to do it where
central management does not provide value

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Process Guidelines
 Agencies actually play a large role in campaign management; brand marketers delegate the
creation of campaign rules to agencies
 Agencies are contributors to the generation of Campaign Rules; they are also viewers of
campaign analytics and performance
 Implement Campaign Management with an eye towards channel independence; channels
should be able to be added and removed without affecting the campaign solutions
 Reuse technology components that have been successfully implemented and lessons learned in
the organization
 All interactions (whether initiated by [CLIENT] or the customer) will be coordinated through
Campaign Management. This allows all content and planned interactions to be controlled
through a single mechanism. Where there is no specific [CLIENT] initiated campaign, the CM
should allow campaigns to be defined that are “catch-alls”, to manage interactions that were not
part of an outbound campaign. Each potential interaction should be driven by the reason that
the interaction could occur and an appropriate response. [D-6]
 Campaign Management is not tightly coupled with the Customer Interaction Repository or its
accompanying project. Although campaigns require interaction data, the CIR is not an
operational data store for CM. CIR should be designed with transactional design principles that
serve its multiple consumers (CM is just one of many).
 The Campaign Management solution must be able to send instructions to all [CLIENT
PROGRAMME] channels AND fulfillment systems (such as for starters and promotional items
so that these items can be “targeted” to HCPs as well as the digital content message). This will
require integration of the Campaign Management package with a flexible number of internal
and external channel systems. [CLIENT] integration patterns will be chosen based on
characteristics of each integration (large data volume versus low volume, time sensitive versus
time insensitive) – see the [CLIENT] Integration Guidelines in this document
 Campaign Management Solution will be flexible enough to address a varied set of promotional
activities [D-7]
 The Campaign Management Solution will use a Common Integration Layer to access historical
and current interaction data and feed its transaction processing component. The data services
will be provided by the Customer Interaction Repository and/or appropriate Data Marts. [D-8]
 The Campaign Management Solution will be the system of record of planned and executed
campaigns.
 The Campaign Management Solution will be the source of data for campaign services for other
“consuming” applications. For example, the Campaign Management System supplies data for
a service for other systems to query about currently active campaigns and the channels in which
they are being executed.

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7. Execution & Feedback

7.1Business Context
Prepare to Interact: Execution of multi-channel fulfillment plans where each channel is delivered approved content
and supplies according to campaign rules. An on-demand process that facilitates quick distribution and ramp up.
Promotional Interaction: The process to schedule and deliver marketing messages and other reinforcing materials
to customers. This must be in a specified relationship model (one-to-one, one-to-many, many-to-many, self service)
and interaction model (push or pull) and can be using varied media.
Escalate to Medical (M2M): In the event of a medical inquiry, a hand-off is needed to [CLIENT] Medical outside
of Sales and Marketing. This can be initiated via any channel, and could occur close to real time.
Interaction Data Capture: Collect structured set of data regarding [CLIENT]’s interactions that can assist in
refining campaigns and further analyses.
External Data Acquisition: Identify, select, and procure structured data from sources outside the [CLIENT
PROGRAMME]-enabled channels. This may include data that is both internal and external to [CLIENT].

To improve the value of every customer interaction, the [CLIENT PROGRAMME] program will
examine the methods and mechanisms that are used to deliver promotional materials to its customer.
Each potential [CLIENT]-to-physician interaction will be evaluated with an eye towards impact and
costs. This will require ways to leverage channels that provide more preferable and less expensive
ways for [CLIENT] to engage with its customers, increase the quality time that [CLIENT] spends with
the customer, and flexibly introduce new channels into a customer-centric marketing model.
The process of delivering promotional information will transform to more suitably reach customers
who are either not receptive to the sales force, or where sales representative interactions do not deliver
value that correlates with its high cost. Through the use of multiple channels, and a central

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coordination across each of them, [CLIENT PROGRAMME] will deliver the capability to interact
with the physician at a time and place that is convenient to them – the end result is improved access.
There will also be an attempt to provide customer-targeted product information using alternate
channels, at a level of detail and specificity that is not possible through face-to-face sales alone.
In addition to focusing on effective message delivery to customers, [CLIENT PROGRAMME]’s goals
promote the improvement of customer knowledge in every channel (including medical interactions) to
facilitate the creation and maintenance of strong relationships with healthcare providers. Therefore,
the execution model evolves from a push of product related information to a two-way communication
in which customer preferences and requests become part of the foundation to build customer
understanding and offer individualized messages. For the customer, [CLIENT] morphs from a seller
of product to a provider of services to the customer.
To fully participate in the closed loop, immediate, high quality feedback is required at each customer
touch point. All channels are process-enabled to capture relevant feedback in a timely and consistent
manner, and deliver it to headquarter for inquiry and analytics.
7.2Current State
[CLIENT] has a number of ways to reach the customer in the current state, but there has not been a
significant effort to bring these channels together into a unified marketing strategy.
The primary channel for physician sales and marketing is the sales force. They are supported by a
variety of technologies that automate and facilitate their day-to-day activities. Through a collection of
applications on their laptops, reps have visibility into some non-sales channels, various fulfillment
systems (e.g. for starters, promotional materials), and other support functions. The primary Sales
Force Automation system (known as [CLIENT SOFTWARE]) does not provide a holistic view of all
customer activity and has limited extensibility and service orientation. Currently, the representative is
not equipped with technology to assist with the presentation of content and capture quantitative
feedback about the product detail itself. Targeted messaging is supported through pre-call preparations
but, in general the content delivered is not tailored to the physician who is being detailed.
Although much information is captured and delivered to a central data store about customer
interactions, [CLIENT] has a strategic opportunity to define common mechanisms for collecting
interactions and feedback across all its channels. Complexity is increased since some interactions are
outsourced to vendors (e.g. Speakers Meetings, Convention) where other channels (i.e. direct mail) are
set up with the objectives of the product or brand in mind. Each channel has different objectives and
can enable different types of interactions, requests and fulfillment. However, actionable analytics
requires that this information is captured and persisted consistently to derive insightful meaning.
Likewise, [CLIENT PROGRAMME] will introduce delivery of centrally managed content to each
channel. The current process is different for each channel.
The environments that support medical interactions currently lack technology needed to forecast need
and route calls and requests to individuals that can best respond to them. [CLIENT PROGRAMME]
requires a rigorous management of these resources and requests as medical information can be
delivered via multiple channels (as the customer prefers) and close to real time with the requests.

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Call Centers
There are several call centers that will be impacted by [CLIENT PROGRAMME], these include:
 Diversified (Call Center, mail and starter fulfillment, DEA Cage, light printing,
Coupon /Voucher Programs)
 PFP (Live call center support for [CLIENT] Pro website)
 PHA (Patient assistance program administration – Call center, Application processing,
Data Entry, Fulfillment, IVR, and Order Processing)
 Safety (Collecting information from callers on AEs, medical inquiries, and product
complaints)
 Speaker (AHM provides speaker program logistics to our field force and the call center
supports calls that come in from speakers with questions about their speaker program
details or the Speaker Resource Center website)
 US Medical Interactions (For [CLIENT]’s prescription and investigational products:
respond to requests for medical information from external customers (e.g. health care
professionals & consumers), as well as, inquiries facilitated by field force for external
customers (e.g. Sales Representatives, Clinical Specialists, Medical Outcomes Specialists
[MOS], Regional Medical Research Specialists [RMRS]). Inquiries are generally
received via toll-free number, internal transfers, electronically from field force or national
conventions, via [CLIENT WEBSITE] or via written communication (e.g. white mail))
 Voicemail ([CLIENT] physicians/customers who a need a [CLIENT] rep and/or product-
program assistance)
 Pfoenix is a transactional system comprising of Siebel, Documentum and Package
Wizard to handle Medical Information inquiries from healthcare professionals and
various other consumers. It primarily focuses on the Inquiry Management and Document
management processes used by the USMI, Rocky Mountain and PPDMI users. The
system includes an inquiry tracking and management system, a document management
system, and a fulfillment system
Web & Social Networks
 [CLIENT] For Professionals ([CLIENT]Pro) is a professional website which provides
health care professionals with access to [CLIENT] products information, patient
education materials, and professional tools and resources.
 [CLIENT WEBSITE] is a professional website specifically for [CLIENT]’s oncology
products.
 Sermo is the physician to physician social network where [CLIENT] products are often
discussed.
Speaker Programs & Ad-boards

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 EZSpeak is a, 3rd party hosted application that manages budgets, scheduling and logistics
of [CLIENT] Speaker Programs.
 GEMS is used to register and track meeting attendees for AdBoards. Each meeting
registration website is created by the meeting planner. The site is used by [CLIENT] and
non-[CLIENT] attendees to register.
Email
 Promotional emails are sent either via Agencies (and external vendors) that manage email
as a part of a product specific campaign or via professional marketers who use the CEM
consumer email infrastructure.
Sales Force
 [CLIENT SOFTWARE] is used in the current state as the primary Sales Force
Automation tool.
 Atlas is used to manage the assignment of field reps to territories. Atlas integrates with
PeopleSoft to receive [CLIENT] employee information.
 R2 report is a targeting report used to inform reps of which physicians to visit.
 POA Information Center (POAIC) is a web enabled and email creation tool to support
the communication between the HQ Triad and the field sales force for POA related
communications.
 PROMOS is the marketing distribution system (replacing OLOS) for distribution
fulfillment.
 PfieldNet is a web enabled portal that is used to send marketing messages from HQ to
the field.
 Details consist of the field representative providing face-to-face information about
[CLIENT] products with a healthcare provider, often supported by literature or other
visual aids. See Content Distribution (i.e. POAIC) and Sales Force Automation sections
of this document for additional detail of how the field force is supported with technology.
Medical Interactions
 Pfoenix is a transactional system comprising of Siebel, Documentum and Package
Wizard to handle Medical Information inquiries from healthcare professionals and
various other consumers. It primarily focuses on the Inquiry Management and Document
management processes used by the USMI, Rocky Mountain and PPDMI users. The
system includes an inquiry tracking and management system, a document management
system, and a fulfillment system.
Other Customer Relationship Systems
 RIOS is an automated system that provides key information to the field-based Regional
Medical Research Specialist workforce. The RMRS unit is a part of the US Medical
Department. Majority of these team members are field-based medical professionals with
the remainder being a combination of administrator support and Team/Group Leaders.

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 IIR (Investigator Initiated Resource) and Polaris is a web-based integrated, global
workflow and document management system that will enable users to receive, review,
approve/decline, track and report on US and Worldwide (WW) grants. IIR is used for
Medical Independent Grants (IG). Polaris is used for Medical Education Grants.
 HCPM is the master data store for healthcare professionals (e.g., prescribing physicians
nurses, pharmacists etc.). It is based on a Siperian CDI platform. HCPM is used to
conform fact data in the US Commercial DW and to provide unique customer identifiers
to transactional systems, such as EZSpeak.
Starter Management & Fulfillment Systems
 STORK is the primary tool used by the sales force (reps and District Managers) to order
starters. STORK serves as a starter allocation management, ordering, and shipping
acknowledgment tool.
 StarTrak is the primary tool used by the Starter Administration team to facilitate the
tracking of the chain of custody of Starters among the [CLIENT] sales force. StarTrak
assists [CLIENT] in maintaining compliance with various FDA regulations.
Report Delivery
 Report Browser (RB) is a web based application that provides a unified interface to
access, manage, and subscribe to a large number of reports, e.g., [CLIENT SOFTWARE]
call reports, goal attainment reports created in third-party document format. The RB
application is a tool which is used to deliver information to the sales force to view,
analyze, and act upon various reports. It is used for managing reports for Marketing,
Learning & Development and even for the Medical group. It acts as a document
management system for reporting while providing content management, subscriptions,
and security.
 Report Viewer is a web based system to view reports.
 MIRA is a tool used for generation and distribution of product analysis reports for the
United States Medical Information (USMI) group.
 DARE (Data and Reporting Environment) – BI framework built on top of US
Commercial Data Warehouse

components.
Execution (Generally)
[CLIENT PROGRAMME] will enable cross channel awareness and communications, some
constraining factors apply specifically to cross channel interactions, and they include:
 Cross channel triage and responses for customer initiated interactions are currently not
coordinated

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 There are no rules to assess appropriate [CLIENT] channel preference (i.e. what the
customer requests versus the actual value to [CLIENT] of that interaction)
 Messaging is consistent across channels (because it is all generated from brand marketing
groups) but there is lack of coordinated content to enable messaging
 Some [CLIENT] systems are unable to tie interaction data captured from non-field
channels (meetings, conventions, etc.) at a product level ([CLIENT SOFTWARE] is an
exception; the rep can enter the products that were detailed)
 Other channels do not have the means to relay messages to reps.
Call Centers
 Call centers are currently outsourced to different vendors on different platforms. The
exception is Safety and USMI, where the platform is [CLIENT] owned, but the reps are
outsourced.
 There has not been a concerted effort to assess the impact of consolidation from a
business perspective
 Call center interactions, other than Safety and USMI, are not captured and analyzed at
[CLIENT]
Conventions
 Interaction details are not captured from the convention channel
 One World model for content delivery and presentation is not yet rolled out
Web & Social Networks
 [CLIENT]Pro captures clickstream data but it is not provided back to [CLIENT] for
analysis
 Customer information is not currently used to personalize the site
 There is a low adoption rate for users that actually log onto the system
 [CLIENT] Pro moving from a SiteBuilder to Sharepoint platform; project in process
Speaker Events & Ad-Boards
 Finance related speaker interaction data, is captured and provided to HLC, but is not
analyzed for marketing purposes
Email
 Inbound promotional email communication is not a standard practice.
 Any emails sourced from Medical are tracked
 [CLIENT] is the process of coming up with a centralized email system for consumer and
professional.
Sales Force

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 [CLIENT SOFTWARE] has campaign management functionality, which includes listed
and segmenting prescribers for which specific campaign messages need to be sent.
 eSignature capability does not exist
 SFA is not integrated with other KOL systems, meeting or speaker events (i.e. GEMS)
 Campaign Management in [CLIENT SOFTWARE] is manual (with several manual
handoffs involved). This is accomplished by getting an .xls to Dendrite
 [CLIENT SOFTWARE] is limited to IMS and Rep entered data in its list of prescribing
customers
 Re-alignments are particularly challenging due to the ATLAS architecture; ATLAS data
is replicated and as the nature of the “structure” changes, many applications are affected
as they adapt to change initated by re-alignment
 Systems downstream from ATLAS are constrained by various business process and data
integration challenges
o Business changes must stop to adapt to changes in territory/structure (it takes 3.5
months)
 Capture of physician feedback is limited to what the representative can recall in the post-
call notes; feedback is not captured electronically in real time
 Visual aids are not dynamic based on needs, preferences or profile of the physician
Medical Interactions
 No systems in place to allow realtime requests for medical interaction
Starter Management & Fulfillment Systems
 BRC process is not currently automated. ([PRODUCT 2] is handled differently from
others.)
 The flexibility to automate and allocate starter drops is constrained by system.
 Drops are calculated via the Management Science analytical runs, with no ability to
request and no automation (other than RM/DM decisions).
 The drops are static (e.g. not influenced by the prescribing physician)
Report Delivery
 The ad-hoc reporting environment is still in flight – need to know what is being asked for
to articulate an architecture for ad-hoc requests
7.3Future State
Strategies Applied:
 Agile Marketing through Federation of Channel Applications
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Replacing the current SFA solution and a migrating to an Integrated Sales Desktop provides a
foundation for future sales force technology upgrades. Such an extensible foundation allows key
functionalities (e.g. 360 degree customer view, requests) to be added as they become available and
ready for use by the sales organization. Likewise, it should improve the overall user experience for the
representative, creating greater efficiencies.
The flexibility to add and modify channels as needed by the business depends upon the solution
maintaining independence of individual channels. Each channel must be free to operate using the
systems and data necessary to manage customer interactions in that space; however there are some
predefined criteria (see Guiding Principles below) that each channel must implement in order to
participate in the overall [CLIENT PROGRAMME] architecture. It is the responsibility of each
channel to participate in the delivery of personalized content using [CLIENT] defined specifications
(that are based on principles of loose coupling and channel independence); but logic and presentation
of this content it is subject to the implementation of the channels.
7.3.1 Solution Diagrams

Campaign
Solution
Employee
Education
Web Mail Business

Manage Content
B Management/
Asset Instant
Materials Sharing
Fulfillment

Sales Force
Management
Automation
High
Performance
Computing

Communication
Approval
& Collaboration
Automation
Integrated
Sales Desktop
E
D Data
Master Data
Data Data

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[CLIENT]

Campaign
Solution
Employee
Education
Web Mail Business
Manage Content
B Management/
Asset Instant
Materials Sharing
Fulfillment

Sales Force
Management
Automation High
Performance
Computing
Communication
Approval
& Collaboration
Automation
Integrated
Sales Desktop
E
D Data
Master Data
Data Data

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[CLIENT]

Multi-channel Interactions are conducted through optimal channel mixes as determined by Campaign
Management. Any [CLIENT] generated interaction is executed through the set of solution components
outlined here.
Territory Management is the solution component that manages the responsibility of customer facing
personnel in a customer centric environment.
Employee Education is a solution component that represents tools to inform [CLIENT] colleagues of
business change across functional boundaries. It is a shared component that can affect processes
outside of this process area. In this context, it facilitates cascade of training to customer facing roles.
Starter Management & Fulfillment allocates and manages distribution of starters to customers via
any channel. As a key piece of the promotional message, starter distribution will be more tightly
integrated with marketing activities.
Promotional Materials Management & Fulfillment are solution components that facilitate the
management of physical materials that are created and distributed to [CLIENT] customers via
channels.
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Field Support is the solution component that to supports customer facing personnel (particularly the
sales force) in performing their day-to-day activities. This can include content delivery, time and
expense, vehicle assistance, etc.
This document presents the concept of Channel Solutions as an intersection between a Customer Goal
and a Communication Method. A Channel Solution represents the technology that is necessary to
build a given channel.
In many cases (based on a variety of factors including cost, functionality, customers, and technology),
this function, including the communication method, will be outsourced and supplied by a vendor or
third party. The [CLIENT PROGRAMME] Solution Architecture is based on the premise that any
Channel Solution can be integrated into [CLIENT]’s architecture by enabling a set of capabilities that
allows full participation in the closed-loop. This facilitates an agile marketing approach, where
Channel Solutions can be built and deployed as needed to fulfill specific marketing and campaign
needs.
In other cases, circumstances will dictate that [CLIENT] operates the Channel Solution internally.
While still adhering to the federated channel approach, the [CLIENT PROGRAMME] Solution
Architecture recommends that the communication methods used for these solutions (e.g. email, web,
phone) apply Enterprise Solution Patterns as reusable, approved technology assets.
The Integrated Sales Desktop (ISD) enhances usability and productivity for Sales Reps by:
 Providing a unifying element (enabled by SOA services) for various applications used by the
sales force
 Allowing navigation between multiple applications, from a single console, while maintaining
context
 Tying sales functions together via a common workflow
Part of the Sales Desktop includes the Sales Force Automation (SFA) Solution – it prepares customer
facing representatives for planning and interacting with customers and records results. SFA tool will
deliver some of the functions as part of the ISD here (dependent on tool selection for SFA); the
remainder of functions can be standalone and integrated into the Sales Desktop.

Existing CRM Systems include any existing system containing customer records and interaction
data, e.g., [CLIENT SOFTWARE], EZSpeak, Pfoenix, Call Centers, etc. To participate in the
federated [CLIENT PROGRAMME] architecture with centrally delivered campaign instructions,
each CRM solution must:
 Integrate with campaign management and DAM
o Channel solutions receive content and execution instructions
 Integrate with master data (Customer, Product, other)
o For common customer identification and registration
o For consistent use of customer and product data across [CLIENT
PROGRAMME]

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 Provide interactions data to be stored at [CLIENT]
 Deliver a relevant 360 degree view of the customer (relative to context and channel)
o At minimum face-to-face channel (Detail)
o Other channels such as call centers and [CLIENT]Pro will also need a 360 view
of customer
[CLIENT]pro, [CLIENT]Oncology, US Medical web site
 Requires similar changes to the CRM Systems above
 Integration of new content delivery
 Addition of rich media capabilities including audio, video, live conferencing
Back-office systems (Starter Management, PROMOS, Atlas, EZSpeak)
 Expose services so channels can integrate business logic into channel workflow (typically
the CRM application)
 Integrate with campaign management and DAM
o For starters and promotional items
 USMI & Safety Web & Call Centers
o Integrate with a medical resource and workflow manager
o Enable M2M interactions over new channels
 Synchronous collaboration via video, web presentations
7.3.4 New Systems

 Integrated Sales Desktop – A common set of tools for enabling representatives in the
field
 Sales Force Automation Tool - Automation of pre-call, post call field representative
activities ([CLIENT SOFTWARE] replacement)
 Email Engine - Tracks and executes inbound and outbound emails
 Exploria - A tool to provide interactive tablet presentation and capture feedback
 Workflow and Approval Automation (Medical Interactions) - Automation for
management of medical inquiries. A shared component.
 Evaluate SFA systems that can integrate with [CLIENT]’s SOA backbone
 Consider solutions for other workflow automation when addressing tool selection for the
medical resource availability and workflow
 Consider in-house portal frameworks for the Integrated Sales Desktop

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 Individual channels will be added in an incremental fashion, eventually building to a full, and
continually growing, set of channels
 Identify channels that are high value and [CLIENT PROGRAMME]-enable them first, with an
well-defined sequence of activities (e.g. feedback first, followed by content delivery,
instruction receipt and 360 view)
Process Guidelines
 As new outsourced channels are brought into the architecture, negotiate full participation into
[CLIENT]’s standards into the contracts
 Channel Solutions should be implemented as independent entities. When building a channel,
each channel must be able to minimally support the ability to:
 Accept content from [CLIENT] HQ
 Accept instructions and tailor its presentation and business logic to respond to them
 Authenticate a customer to [CLIENT]’s master record
 Provide feedback to headquarters using a pre-defined [CLIENT] format and [CLIENT]
supplied integration services (preferred) or feeds
 Customer Information for targeting the interaction
 Report Adverse Events
 The degrees to which the channels meet the above criteria will vary from channel to channel;
architecture will work with Channel Building, Campaign Management and Customer
Experience to build understanding understand
 Channels specific applications that manage customer information and history can do so in their
own format; however they must rely on centrally managed provider profile and interaction data
stored at [CLIENT] HQ
 This provides flexibility to add channels flexibly without [CLIENT] dictating the
underlying platforms in each channel
 It allows for easier integration of 3rd party/hosted solutions
 Select, install and configure a unifying framework that provides field representatives will have
a single integrated interface to perform all aspects of their job (e.g. view customer activities,
plan calls, post call activities, training and education, administration) [D-28]
 User Experience and Change Management are crucial concerns when designing tools for the
field representative. Employing an Integrated Sales Desktop allows functionality to be
deployed or integrated incrementally, minimizing the impact to the user experience.
 Select, install, and configure an email engine (either in house or outsourced) to manage email
as an outbound and inbound channel for campaigns -- the engine will take and receive
instructions using the standards applied across all channels. Ensuring the solution can accept
the standard set of instructions provides an isolation layer enabling [CLIENT PROGRAMME]
to change email solutions with minimal disruption to the Campaign Management solution.
 This engine should be able to monitor, track, and search email in addition to send and receive
messages and manage email addresses.

122
 Establish a transactional data repository to store interactions data received from all professional
channels. Interactions in this model can capture such elements as physician profile (e.g. name,
address), survey responses (preferences), promotional responses (requests, interest in
[CLIENT]content). [D-24]
 Campaign instructions are delivered to channels via asynchronous or synchronous methods
such as file integration or web services in [CLIENT] defined formats. These integration
methods insulate the Campaign Management Solution and any transactional data stores from
the implementation of the presentation rules and data collection that is executed in the channel.
[D-29]
 Utilize Enterprise Authentication Services to authenticate customers in digital channels [D-34]
 Availability of medical resources are managed centrally with information about specialty and
skills, and customer relationships [D-37]

122
8. Analytics
8.1Business Context
Model & Analyze: Use tools to generate analytical models, and perform analyses and predictive
modeling on indicators of performance.

The ability to model and analyze data is central to [CLIENT PROGRAMME]’s business goals of
transforming to a data-driven decision making culture, transforming to a customer centric organization
and increasing responsiveness and speed.
Advanced analytics will provide sophisticated segmentation models to reveal physician preferences
and needs. [CLIENT PROGRAMME] expects a marked increase in the number and variety of these
predictive models, and the data that is to be analyzed. A robust analytics environment leads to the
early detection of trends that will alert [CLIENT]’s marketing before its competition, an understanding
of the influence of various [CLIENT]-initiated activities or market factors on physician behavior, and,
in general, improve sale and marketing outcomes.
In the evolving multi-channel landscape, data will be sourced from a diverse set of endpoints, both
internal and external. [CLIENT PROGRAMME]’s challenge will be to consolidate this assortment of
inputs and create meaning that could not be derived if this problem was approached in silos. Many
questions will be asked of the collected data, making it imperative that the insight generated is accurate
and consistent with the drivers of all previous decisions.
Further, the business can be more nimble and responsive with an environment that supports the
flexibility to create and test hypotheses and is minimally constrained by availability of data or the
speed at which meaning can be extracted. As the wheel of closed loop marketing spins ever faster in
support of [CLIENT PROGRAMME], analytics will drive which physicians are targeted and how.
The users of analytical data will become more sophisticated. Their interests will shift from reporting
on what has happened and why to predicting what will happen and, ultimately, to viewing what is
happening closer to real time and using that information to affect change.
122
8.2Current State
[CLIENT PROGRAMME] must articulate a clear solution that utilizes adequate infrastructure to
manage the expected explosion of data, and supports a data-driven analytical business process.
The current state relies on a heavy use of third party data (NDC and IMS) and represents segmentation
approach based on volume of prescriptions. A limited set of interaction data is available, primarily
from the sales channel ([CLIENT SOFTWARE]). The fundamental shift that [CLIENT
PROGRAMME] brings will move the organization from analytics done in silos by brand and channel
to analytics by customer, using a much broader set of source data (e.g. customer preferences and
profiles, interactions across all channels, integrated campaigns and content). This represents an
opportunity to investigate the underlying structures which support analytics and identify improvements
for Data Management.
[CLIENT]’s Master Data Management approach enables an appropriately interconnected and
consolidated data environment for [CLIENT PROGRAMME]. [CLIENT PROGRAMME]’s goals
will necessitate an analytical environment that supports increased data volume, growing query
complexity, a more diverse workload, and a growing number of ad-hoc users. The future state
infrastructure must support ad-hoc requests, continuous data updates, a dynamic set of queries and
event based triggering.
The current data warehouse solution is a result of changes accumulated over several years. [CLIENT
PROGRAMME] represents an opportunity to address the tendencies of warehouses to skew towards
monolithic solutions that address mixed uses (such as reporting, analytics, data sourcing and services).

The S4 Commercial Data Warehouse contains a processing volume and specific functions for data
collection (primarily ETL – Informatica [the supported platform for new development], Data Stage and
SyncSort [legacy]) and aggregation. Its feeds are generally monthly or weekly.
Management Science receives an analytical volume which is a near copy of the processing volume
with a couple of additional aggregates that are necessary for the SAS modeling. This is sometimes
referred to as the MSG Sandbox. SAS is the primary tool for analytical modeling.
IMS prescription and product data is used as a source for various Data Warehouse functions.
The following is a depiction of major data entities that impact [CLIENT PROGRAMME] (including
S4, HLC and Financial Data Warehouse)

122
[CLIENT PROGRAMME] Solution Architecture Document For Internal Use Onl
[CLIENT PROGRAMME] Data Warehouse Information Architecture - Current State [updated:

2008-08-01]
Data Delivery Geography, Territory Alignment, and
Product Pfizer Interactions Time & Periods
Employees
Extracts
Product Demographics Interaction Type and Subtypes Time & Dates Employee Demographics
Name &
Identifier & Calls Samples Details
Generic Manufacturers
Codes BI Tool Statistical
Type Channel
Reporting/ Modelling/ Time Period Name Address
Employee Master
Forms & Applications
Pricing TA Class Speaker COGNOS SAS
Strengths Medical Adverse Interaction
Product Inquiry Event Relevant Employment Employment
Packaging Miscellaneous Video Web Date Status Date
Dates Co-
Interaction Interactions Denotation
Product Master
Promote
Customer Contact
Interaction
Role &
Market Definitions Responsibility
Customer Types
Market Product Interaction Transactions
Type Mapping Finance
Sample Sample Sample Prescriber
Customer (HCP) Master

(HCP) (only small subset loaded into
Quantity LOT # Indicators Non Territory Demographics & Alignments
Hospital USDW)
Prescribers
Product Formulary Transaction Product Product Territory
Territory
Dates Detail Detailed Name &
Long Term Levels
Denotation Sequence Payers PBM Descriptions
Formulary Care
Tiers Types FDW GCE
Statues
Call Notes Territory- Territory-
Employee Product
VA DoD MCO
Alignment Alignment
Territory Master
Expense
Source Systems Source Systems
Territory-
Territory-Zip
Customer Demographics Prescriber
Alignment
Alignment
HCX IMS Verispan SK&A GEMS StarTrak STORK Addresses
Identifiers Names
Geographical Demographics
[CLIENT BETSY/ Contact
Sherlock Key Dates Specialty Contracting
SOFTWARE] EZSpeak Info
City & State Zip & Other
Org Master
Customer Names Codes
specific
Prescriptions Activities
statistics
Affiliations and Groups

Rx Channels
Relationships Contact Relationship Source Systems

Retail Mailorder DDD
HLC Transactional Repository Types
(not a part of USDW)
ATLAS
LTC VA/VISN
Source Systems Source Systems
Rx Types
Attendee
DLU FDW [CLIENT
Selector IMS HCX Sherlock
TRx NRx TRx Dollars SOFTWARE]
NRx Cardinal SMG MEG

TRx Units NRx Units
Dollars
Shared Services
Cleanse Load Match Merge Reconcile Publish

[CLIENT PROGRAMME] Solution Architecture Document For Internal Use Only
Legend
Master Data
Subject Area
Source
Entity Group Entity Data Tools
System
Figure 7 - Conceptual Information Architecture - Current State

components.
 Weekly and monthly feeds are not conducive to the real-time/responsive nature of
[CLIENT PROGRAMME]
 Current state infrastructure is constrained by scalability and processing power
 Initial design for DW was that DW has common aggregates where analytics has specific
aggregates. However, the implementation has diverged from this strategy.
 Data redundancy exists where Analytics has created a sandbox “copy” to address timing
and data update issues.
 Much of the system time is spent in data load and aggregation.
 Current technologies and processes (“SDLC” mind set) is not conducive overall
objectives of [CLIENT PROGRAMME].
 The likelihood of staying on the Oracle/SAS platform is high. A majority of resources on
the Management Science team only have Oracle/SAS skills.
 Non system time that is a part of this process includes stewardship of master data (i.e.
market basket management is driven by the business and is person intensive)
 Because much of the data is replicated from the standard aggregates, the MSG Sandbox
requires much storage, CPU and memory
 Need to determine if customer attitudinal and preference data that is required for
[CLIENT PROGRAMME] currently exists or is offered by any existing vendors.
 Non-prescriber information is not as easily available through external/internal channels.
 Building future state Oracle systems off of large deployments of Oracle components
(e.g., GFSS and AMSS)
 The two Sun E15K servers that are running the current warehouse environment are
approaching “end of life”; they will be fully depreciated in 6-12 months.
 Already, increasing workload complexity and data volume have stretched the limits of
the existing environment’s CPU, I/O, and disk space.
8.3Future State
Strategies Applied:
 Data Driven via Master and Transactional Data Stores
 Improved Analytical Performance

[CLIENT PROGRAMME] will benefit from a comprehensive data strategy, improving underlying
infrastructure, and introduction of new business capabilities (and supporting technology) for analytics.
Continuation of centrally managed data in a warehouse environment is crucial; however, the needs of
[CLIENT PROGRAMME] represent a unique opportunity to take an objective look at how to position
the environment going forward.
From an infrastructure perspective, it makes sense to move away from upgrading to a larger server and
limiting exposure to large scale upgrades as needs evolve. The preference is to have a flexible
platform with smaller environments that can be added as necessary.
A paradigm for achieving this is a massively parallel processing (MPP) platform. This is a
configuration of smaller environments (nodes), each with their own memory, I/O, network, CPU, data
storage. As new nodes are added to the system, the resources that it brings to the environment are not
shared, allowing scalability that is not constrained by the overhead of resource sharing.
Any new infrastructure must also consider security, backup, operational, high availability, failover,
simultaneous users that are already addressed in the current environment.

Campaign
Solution
Employee
Education
Web Mail Business
Manage Content
B Management/
Asset Instant
Materials Sharing
Fulfillment

Sales Force
Management
Automation High
Performance
Computing
Communication
Approval
& Collaboration
Automation
Integrated
Sales Desktop
E
D Data
Master Data
Data Data

Analytics & Data
D
Digital
Channel Campaign Territory Starter
IMS Asset Formulary
Sources
Solutions Mgmt Mgmt Mgmt
Ext New Mgmt
Sources Channels
Dimensions Facts
Existing New - Customer (Interactions, Value,

Atomic Data
- Customer - Channel Segmentation)

- Territory - Content - Product (Prescriptions, Formulary,
Master Data Transactional
- Employee Samples)
- Product
Data (ODS) - Campaign
Aggregation
- Organized Customer - Content
Business Intelligence & Data Delivery
Data Flow
Delivery Data
Reporting & DARE

COGNOS Modeling & Mining Data Marts
Analytics
Data Warehouse
COGNOS (Business Intelligence)

Common
SAS (Advanced
Text Mining Integration
Standard Reports Dashboards Ad-hoc Reporting Analytics)
Layer
Delivery Tools
- Data Feeds
- Service Request
Workflow and Approval Automation - ETL
Consumers
Design
Customer & Manage Execution &
Integrated
Market Planning Content Feedback
Marketing Management Science Sales Campaign
Figure 6 - Logical Solution Architecture - Analytics

The above diagram represents a solution stack which shows a flow of data from its source systems,
through [CLIENT]’s centralized data warehouse, and ultimately via various delivery mechanisms to
end users or business processes.
The Atomic Data represents series of highly scalable repositories that integrates data into discrete
subject areas that reference enterprise master data, and provide historical snapshots for strategic
analysis. It consists of both Master Data, which provides a clean, consistent, de-duplicated view that
is referenceable as dimensional data for use in Transactional facts about that data. The transactional
data is attached to the master data, and represents actions occurring repeatedly over time. The master
data is typically established once, and as an entity remains relatively constant over time. Transaction
Data can also be referred to or described as an Operational Data Store (ODS) – a subject oriented
integration of transactions from multiple sources before it is aggregated.
The process of obtaining this data from its sources is supported by cleansing, merging and matching
tools that enforce survivorship and identify where human intervention and data stewardship may need
to occur.

The Delivery Data facilitates the need to have pre-joined or aggregated views of the transactional data
to address the varied analytical and data provisioning needs of [CLIENT PROGRAMME]. Given the
need to store data in the Atomic Data Stores as consistently and cleanly as possible, the Delivery Data
improves the usability of data by serving specific functions (statistical modeling, custom reporting,
exploratory analysis, slicing & dicing, delivery to channels).
The Delivery Tools make this data available its Consumers. Depending on the specific function, the
delivery tools can make use of any of the Delivery Data that is necessary. The consumer can either be
a person, utilizing a report or model (created via Business Intelligence or Advanced Analytics
toolsets), or an application that receives a data feed or a service request from centrally managed data
that is prepared specifically for that purpose in the Data Marts area.
Not all reporting is delivered from the central model.
 Application or channel specific operational reporting is generated from a given
application/channel provided it has all the information needed to create an informative view
 When additional subject area are required, operational data is made available via the Common
Integration Layer to the centrally managed and maintained warehouse
 Data is organized into specific Business Intelligence or Modelling and Mining Data Marts
depending on the specific reporting needs of the end users
Workflow and Approval Automation can be utilized to ensure that request for reports and models
are tracked confidently. As a common component, delivery of this solution component should follow
best practices and reference architectures of [CLIENT] WTE.
Finally, because of the great volume of data that needs to be processed, a High Performance
Computing environment will be used to support the centrally managed data. This architecture can
apply to the Transactional and Data Delivery sections of the warehouse. Master Data, constrained by
Siperian to remain in an Oracle environment, is more application-like in its functions and would not
benefit from the compression and storage virtualization of High Performance environments. Because
High Performance environments, like Data Warehouse Appliances, do not employ indexes, reporting
or data delivery applications that require dynamic access paths that are not known at design time are
not recommended for deployment on these types of devices. Rather, the SQL Optimizer that comes
with a commercial RDBMS like Oracle will be more suitable for those applications.

 Overall US DW infrastructure and processes will be impacted when High Performance
Computing options are adopted
8.3.4 New Systems

 Additional subject areas are added to warehouse to support additional analytics
 Common components to share analytical results through enterprise via dashboards and standard
reports
 New environment to run hypotheses and analytical tests unconstrained by the macro-
environment
 Automation for analytics work requests and tracking usage of analytical results

 Analytical tools used to create meaning from unstructured text
 Utilize lessons learned in the Proofs Of Concept conducted by Data Management to select an
appropriate High Performance Computing infrastructure/platform for [CLIENT
PROGRAMME]’s future state analytics. At the time of publication of this document:
o The current front runners are TerraData and Netezza – both Data Warehouse
“Appliances” which combine an integrated set of servers, storage, OS, DBMS and
software specifically pre-installed and pre-optimized for warehousing
o There is an ongoing Proof of Concept with Oracle to validate that a Linux/Oracle
solution can perform competitively with combined hardware/software solutions
 Scalability of the solution, operational impacts, as well as costs, support and vendor viability
are key factors when selecting the solution [D-58]
 To date, prototyping of Data Warehouse Appliances has been focused on data loads,
performing aggregations, and querying. The next round of PoC activities will address:
o Large scale movement of data into marts (e.g. existing Delivery, Analytics and
Contracting Data Marts)
o Exploration of SAS Enterprise Miner and its partnership with TerraData and Netezza to
push analytics, models and algorithms down to these devices
 To manage risk, implement the Sourcing area of S4 on the new infrastructure initially; the
Delivery and Analytics marts can migrate later
 Likewise, migrate all of S4 onto new infrastructure first, then address migration of legacy
environments
 Run parallel environments (old and new infrastructure) as a test
 Migration of the Contracting Data Mart onto any new infrastructure is de-prioritized, as it has
other dependencies and has special requirements due to the inclusion of sensitive data from
other sources
Process Guidelines
 Govern the relationship between marketing and analytics with a well defined operating model,
and use technology to enforce an automated workflow which manages analytics requests,
fulfillment, approvals, prioritization and storage of analytical reports and results [D-45]
 Manage entitlements within the automated workflow such that authorized business users can
obtain useful analytical results [D-46]
 Fully define the business process that defines how to request specific views into the data
 With new infrastructure, the DBA function becomes that of “hot spot” monitor – in this role,
the DBA will consider how hashing patterns can change based on evolving trends in data, data
usage and other ad-hoc analytics

Architectural Guidance
Solution Architecture
 Employ a lightweight, consistent atomic data layer to capture transactions from various
endpoints to be used for operational purposes at the top of the analytics stack. The Customer
Interaction Repository is one example of an atomic data store collecting transactions from a
variety of operational systems.
 These transactions, coupled with master data for reference will be brought together into an
integrated dimensional environment with specific end-user marts that are tailored to usage (e.g.
reporting, analytics, application integration)
 Analytic environment draws from customer interactions, customer data, purchased information
assets, and other primary research conducted by [CLIENT]. [D-54]
 New areas will be added or integrated into the Data Warehouse to support additional Analytics;
the design will remain flexible for future needs [D-49]
 Utilize subscription based market information and news feeds and use text and rich media
mining tools to pull unstructured data from these feeds and mine for relevance. Relevance is
determined by a set of rules that can be modified as needed. [D-47]
 Integrate the text mining solution with the Communication and Collaboration systems to
effectively distribute news to interested parties.
Infrastructure
 Continue with two copies of the data in a Data Warehouse Appliance infrastructure:
o One copy is where processing and changes are ongoing
o One copy is exposed to consumers and is non-volatile and consistent (it is not a separate
Oracle Database)
 Replicate the existing models for sourcing, delivery and analytics marts, as well as any new
transactional data needed for [CLIENT PROGRAMME], into the new environment
 Master Data, with its dependence on Siperian Software, will continue to run in an Oracle
environment, and will be integrated with the new infrastructure
 Because Warehouse appliances create virtualized data distribution patterns across multi-parallel
hardware at definition time, randomness is a preferred pattern (rather than stating a pre-defined
hashing pattern) to protect end-users from encountering performance problems that are
introduced as a result of “hot spots”
 Explore reference architectures of Data Warehouse Appliance that accept a “trickle feed” to
populate a transactional data store
o When creating a continuously updated transactional data store on the new
infrastructure, diligently explore sizing and timing of expected updates at design time
o Explore the use of a component that sits on Oracle databases and reads logs to facilitate
a continually updated store – understand how much of that can be reused or tied into a
WebLogic or SOA Backbone type of environment
Modeling and Mining Environment

 Apply methodologies and technology to maintain a searchable and trackable set of models. It
should integrate appropriately with any systems that record information about where analyses
were used in marketing or campaign initiatives [D-55]
 Implement a Modeling & Mining micro-environment to do experimental analytics that are not
restrained by the quality/integrity of the standard analytics or BI environment. The results of
these experiments must be storable and trackable. [D-50] This should include:
o An experimentation environment that separates creation of routine jobs that run
periodically combined with the ability to select appropriate data at will to perform
“what if” scenarios – this can be accomplished by requesting new views in the new
infrastructure
o Separation of the creation of models with the creation and storage data set that the
model is run against, but the record of all analytics activity using a Model Library
o The version control model creation and the introduction of automated workflow to
support the ongoing governance of models and data
o Ability to make the models available to consumers
o Explore using a standards based markup language like PMML to facilitate any of the
above
 Analytical results (e.g. segmentation) are persisted as a part of the analytics process, so they
can be shared to other [CLIENT PROGRAMME] processes (e.g. MRM, Campaigns) [D-48]
 Analytics environment has ability to understand data quality and adjust analyses accordingly
[D-53]

9. Integration
9.1Business Context
As an integrated organization, [CLIENT] can expect to continually improve and realize efficiencies
from its many processes that support sales and marketing. The integration of analytics and content into
the world of marketing strategy and tactics will provide the foundation to drive effective messaging
and maximize ROI. The concept of a continual feedback loop that drives [CLIENT PROGRAMME]
activities implies program wide information sharing and transparency.
Each individual process is vital, but the overall system must move as a whole to achieve [CLIENT
PROGRAMME]’s business goals. Integration will be more prevalent as each turn around the closed
loop of marketing occurs, allowing [CLIENT] to make continual improvements to its marketing efforts
and streamline its organization to become more efficient.
Furthermore, operational efficiencies can be gained through the re-use of information, the access of
information in a consistent manner, and the consolidation of unnecessarily redundant information
flows.
Implementation of solutions must be flexible to accommodate changes in business models, including
the increase of program scope.
9.2Current State
Much investment and development has been put into developing enterprise integration standards at
[CLIENT]. Although these standards may be somewhat mature, their adoption and application to
[CLIENT PROGRAMME]’s needs should be carefully examined, and should be driven by [CLIENT
PROGRAMME]’s Business Needs and Solution Architecture needs.
Some components of this backbone are supported in production, but others are still in prototype
phases. The impending challenge to address will be utilizing the technology stack that supports the
[CLIENT] PoCs and scaling them to address large volumes and mission critical applications.

 The [CLIENT] SOA stack is comprised of SOA Software’s Service Manager, Repository
Manager and Policy Manager in addition to several components of the Oracle Fusion
SOA suite.
 The Oracle BPEL Engine is used for service orchestration and business rules.
 The data integration layer is based on Composite’s Enterprise Information Integration
(EII) purposes to pull data from disparate data sources in near-time mode.
 The GetCustomerActivity (GCA) proof of concept provides a multichannel, 360 view of
the customer built on this technology stack. The channels that are currently supported are
Sharepoint, Silverlight, WAP, Email and COGNOS. Each of these channels uses web
services to manage requests into and out of the SOA technology stack.In the GCA model,
Customer identity information is received from HCPM, PCCM, and Unica Customer
Master Database via services that are either provided (via Siperian for HCPM or PCCM)
or built.
 Fast Search is used by the Global Document Management group to mine unstructured
data. Google is also being used in parts of the organization for text mining purposes.

components.
 GCA is missing a true governance model. The current governance is workflow is manual
and utilizes old SDLC processes. This is one of things that prevent it from moving from
PoC to production application.
 Composite Shared Services stack, as is, has not scaled to more than 3000 users in load
testing
 Although BPEL is currently used as the orchestration engine, it may not be scalable; the
Oracle BPEL product is not considered mature.
 [CLIENT] does not have a robust WAP infrastructure in place.
 Currently there is no robust capacity to mine unstructured data, e.g., text.
 Needs to be a way to take a proof of concept an productionize
 There is a need to support both an offline and online service model for the Sales Force
9.3Future State
Strategies Applied:
 Data Driven via Master and Transactional Data Stores

[CLIENT PROGRAMME] will be architected to maintain an integrated picture of sales and marketing
efforts throughout the systems which automate its business processes. Each integration point will
conform to standards which allow the solution to maintain a holistic view of the sales and marketing
effort. The [CLIENT PROGRAMME] Solution Architecture will require a common set of data
elements and relationships that are needed to maintain this integration across the solution components.
The [CLIENT PROGRAMME] Solution Architecture will identify the source system (or systems) that
provide information to common integration components, articulate how the consumers will utilize
these components, and provide guidance for how to employ the integration patterns in [CLIENT]’s
integration stack.

Campaign
Solution
Employee
Education
Web Mail Business
Manage Content
B Management/
Asset Instant
Materials Sharing
Fulfillment

Sales Force
Management
Automation High
Performance
Computing
Communication
Approval
& Collaboration
Automation
Integrated
Sales Desktop
E
D Data
Master Data
Data Data

E
Integration
IMS, NDC, New
Sources
Providers & Consumers
Marketing Digital Asset External

Campaign Finance
Channels Resource Management Data
Management
Management
Customer Customer Profile

Interactions Content
Alignment Customer Profiles Content
Campaign Instructions Fulfillment Info Usage
Campaign Information Content Metadata
Channel Instructions
Plans
Costs Content Metadata
Segments
Budgets Content Publication

Business
Services
-Rep- -Metadata -Metadata -Startters -Budgets -Product

-Profile Territory -Publication -Channel -Escalations -Costs information
-Segment Instructions -Promotional -Incentive &
-Interaction Materials Compensation
ETL Views Enterprise Service Bus

Integration
Extract Methods Business Activity

Service Management Service Orchestration
Monitoring
Transform
Methods Database views
Load Service Registration Messaging Data Virtualization

Methods
Data
Pre-joined views of
-Customer - Application Specific Data
transactional data to
-Product - Centralized Operational Data [Examples]
address varied
- Customer (Interactions, Value, Segmentation)
Master Data -Territory
Transactional - Product (Prescriptions, Formulary, Samples)
Delivery Data analytical and data
-Employee provisioning needs
-Organized Customer Data - Campaign
- Content
9.3.2 Solution Components Defined

Common Integration Layer is the solution component that contains the entire technology stack
which allows abstraction of providing data sources from consuming systems in a service oriented
manner. It contains several common integration elements
Enterprise Business Services are a way of exposing required information to various consumers
within the enterprise. Usage of services eliminates redundancy and identifies clear
up/downstream dependencies of service by detailing the providers and consumers of each
service. An Enterprise Business Service will utilize the appropriate integration pattern, as needed
by the situation. At minimum, [CLIENT PROGRAMME] will require services in the following
areas:
Service Domain Description Possible Consumers
Customer Provide access to read Campaign Management, Channels

or write customer

profile, segmentation, or
interactions information
in a channel agnostic
way
Content Deliver targeted content Agencies of Records (AORs),

in a consolidated way to Campaign Management, and
all channels based on Channels
campaign rules
Provides information on
content metadata such as
authorization
information,
relationships between
modular pieces of
content, expiration date,
as well as other
applicable workflow
related information
Alignment Provides information on Sales Force Automation

alignment of territory of
sales reps to territories
Campaign Provides information on Channels, Content Process

campaigns and also
constructions
Fulfillment Provides an operational Campaign Management, Channels

view into various
fulfillment systems
(starter management,
promotional materials,
escalations)
Product Provides product Marketing Resource Management

information to be used
for marketing efforts
Finance Provides financial Marketing Resource Management

information regarding
the cost of channels and
compensation

Enterprise Service Bus (ESB) is the software that enables communication between business
applications. Ideally, the ESB should be able to replace all direct contact with the applications, so
that all communication takes place via the bus. In order to achieve this objective, the bus will
encapsulate the functionality offered by its component applications in a meaningful way. This is
accomplished through the use of an enterprise message model. The message model defines a
standard set of messages that the ESB will both transmit and receive. When it receives a
message, it routes it to the appropriate application. The ESB should support both online and
offline capabilities with its end clients (particularly Sales Force supporting solutions).

While not a list of impacted systems, the following are existing components that play a role in
the integration future state.
 HCPM and its services are used to find and validate customers
 Incorporate learnings from GetCustomerActivity Proof of Concept (POC) to deliver a
360 view of customer
 Integrate CIR as new source of data for analysis
 [CLIENT PROGRAMME] will leverage both asynchronous and synchronous capabilities
of the existing SOA Backbone
9.4Additional Implementation Guidance
Architectural Guidance
 Utilized the following guidelines (summarized from WTE) for [CLIENT PROGRAMME] data
integration.
Integration Description When To Use / When To Avoid

Pattern Advantages
Web Service Web APIs that can be  Deliver data to  Transaction volumes
accessed over network consumers using are large (> 100
(e.g., internet) and heterogeneous requests per minute)
executed on a remote languages and
 Moving large
system hosting requested platforms
volumes of data
services
 Supports “near real-
 The queried data sits
time” integration
in environments that
 Supports cannot guarantee
Composite/Mash-up high availability.
style architectures
 Support rich,
interactive AJAX-
based end user

applications
Views Virtual or logical table  When point-in-time  Visibility into

composed of result set of view of data is transformations and
a query required business rules is
required by
 Capacity to handle
downstream
bulk payloads
consumers
 Avoids need for
indexing data
Extract, Process of extracting data  Data volume is high  Latency requirement

Transform, and from outside sources, between source and
 Data aggregation,
Load (ETL) transforming it to fit destination is low,
cleansing,
Business Needs, and i.e. “near-real time”
restricting,
loading it into a data requirements
translating, merging,
store
or transposing is  Batch data loads are
required insufficient to
support business
 Offline capabilities
requirements
are required,
network is unreliable
or too slow
Enterpirse Provides ability to  Integrate several  Long-running

Information federate data from disparate data queries and large
Integration (EII) multiple data sources sources volumes of data are
simultaneously inputted
 “Near-real-time”
integration of data is  Complex joins,
required for transformations, or
transactional data validations are
required
 Create a virtual data
mart to allow for  To support on-going
faster delivery of reporting or
data analytical needs
Messaging Loosely coupled  Event driven,  Data aggregation is

exchange of messages transaction oriented required
between software processing of data
 Transferring large
components, through
 Real-time volumes of data
introduction of an
synchronization of without delay
intermediary component
data is required
such as a message queue  Integrating with
non-message
 Guaranteed delivery oriented

is required architectures such as
publish/subscribe

 Identified service groupings may include the following:
Service Domains Service Functions Service Methods

Customer Profile Get[Function]
Segmentation Set[Function]
Interactions Search[Function]
Alignment Geography Match[Function]
Representative
Content Publication
Meta-data
Campaign Instructions
Fulfillment Starters
Promotional Materials
Escalations
Finance Channel Cost
Resource Cost
Budgets
Product Demographics
Formulary
 Consider cost and business justification for any "real time" information request. Near real-time
information requests require specialized architectural design considerations and supporting
solutions. [D-44]
 Integration will need to consider a longer term service mediation model. Performing
centralized or distributed mediation will need to be weighed against implications like QoS and
Security.
 The following are key areas to consider for engineering to consider for ESB design:
o Security and Compliance
 IPP Rating
o Infrastructure Availability
o System Clustering
o System Performance
o Scalability
o Service Hosting
 Service Container support in ESB
o Connectors to External Entities

 Connector strategy
o Instrumentation
 Operations Reporting of ESB

10. Appendix A: Acronyms & Terms

Term Definition
Agency Management Current system used to manage [CLIENT] marketing’s relationships with Agency
Platform (AMP) of Records (AORs) that produce content. enables marketing teams and
Professional Agencies of Record (AORs) to establish and approve goals,
objectives, projects, and staffing plans, to write mid-year and end-of-year
evaluations, and to modify budgets and monitor ongoing agency expenses.
Agency of Record Advertising agency that has met all of the prescreening regulatory requirements to
(AOR) work for [CLIENT] brand marketing teams.
Alignment Mapping of ZIP Codes, Physicians and Hospitals, and Reps to Territories
AO (Allocation Pharmaceutical starter allocation management system tasked to optimally balance

Optimization) the ration of starters dispensed to physicians versus prescriptions written by them.
Atlas Used to manage the assignment of field reps to territories. Atlas integrates with
PeopleSoft to receive [CLIENT] employee information.
Campaign Technology platform and processes by which interactions with customers are
Management (CM) executed through various channels then tracked to measure success. The key
Solution purpose of CM is to process data from marketing campaigns in a compliant manner
that is acceptable from a regulatory and legal standpoint and provide feedback to
Brand Marketing, Analytics, Customer Experience and the various Channels.
Closed Loop System within which data can be easily exchanged between sales and marketing,
Marketing (CLM) and customers can be tracked through the suspect-to-sale continuum. With the
right systems in place there is a free flow of information that reveals who the
customers are and how they like to be sold.
Content Content is any promotional material generated by [CLIENT] and distributed

through a defined channel. NOTE: this definition of content is for the purpose
of this document.
[CLIENT Not an acronym. A closed loop marketing program which will speed the
PROGRAMME] evolution of [CLIENT] from a product-centric to a customer-centric organization.
It will use data gathered across multiple customer channels to make strategic
decisions about how best to serve its customers and market place.
Customer Relationship As used in this document, a broad term for any transactional or operational system
Management (CRM) that manages customer identities, profiles and interactions in support of
maintaining [CLIENT]’s ongoing relationship with that customer. Can include,
but is not limited to: call center applications, sales force automation, customer
master data stores, speaker management systems
DARE (Data and BI framework built on top of US Commercial Data Warehouse

Reporting
Environment)
Data Mart Agency Management Platform is the current system used to manage [CLIENT]
marketing’s relationships with Agency of Records (AORs) that produce content.
Digital Asset Collection of tasks and decisions surrounding ingesting, annotating, cataloging,
Management (DAM) storing and retrieving digital assets, such as digital graphics, photographs,
animations, videos, and music.
Enterprise Business Provide means of exposing required information to various consumers within the
Services (EBS) enterprise. Usage of services eliminates redundancy and identifies clear
up/downstream dependencies of service by detailing the providers and consumers
of each service.
Enterprise Content Enterprise Content Management Solution

Management Solution
(ECMS)
Enterprise Information Provides ability to federate data from multiple databases simultaneously
Integration (EII)
Enterprise Integration Solution component that contains the entire technology stack which allows
Layer (EIL) abstraction of providing data sources from consuming systems in a service
oriented manner. It contains several common integration elements.
Enterprise Service Bus Solution that lies between the business applications and enables communication
(ESB) among them. Ideally, the ESB should be able to replace all direct contact with the
applications on the bus, so that all communication takes place via the bus.
e-Sig (Electronic Type of asymmetric cryptography used to simulate the security properties of a
Signature) handwritten signature on paper.
Exploria Application used to assemble and display dynamic audiovisual presentations via
laptop. Exploria is [CLIENT]’s choice of software for laptop presentations to
physicians by our sales representatives.
Extract, Transform, Process of extracting data from outside sources, transforming it to fit Business
and Load (ETL) Needs, and loading it into a data store
EZSpeak 3rd party hosted application that manages budgets, scheduling and logistics of
[CLIENT] Speaker Programs.

GEMS Used to register and track meeting attendees for AdBoards. Each meeting
registration website is created by the meeting planner. The site is used by
[CLIENT] and non-[CLIENT] attendees to register.
GetCustomerActivity proof of concept provides a multichannel, 360 view of the customer built on this
(GCA) technology stack
HCXChange System which managed care accounts and formulary information
Health Care Master data store for all healthcare professionals, including but not limited to,
Professional Master prescribing physicians, nurses, and pharmacists.
(HCPM)
Health Care Provider Those who delivers healthcare services to patients. (E.g. MD, DO, NP, PA, RN,
(HCP) etc.)
IIR (Investigator Web-based integrated, global workflow and document management system that
Initiated Resource) will enable users to receive, review, approve/decline, track and report on US and
Worldwide (WW) grants. IIR is used for Medical Independent Grants (IG)
IMS Externally purchased prescription data is used as a source for various Data
Warehouse functions.
Interactive Voice Phone technology that allows a computer to detect voice and touch-tones using a
Response (IVR) normal phone call. The IVR system can respond with prerecorded or dynamically
generated audio to further direct callers on how to proceed. IVR systems can be
used to control almost any function where the interface can be broken down into a
series of simple menu choices. Once constructed, IVR systems generally scale
well to handle large call volumes.
L2 Process Organization’s key functions, which are the means by which the organization
creates, sells and delivers products and services of value to the marketplace. The
key function level is kind of a mega-process view.
M2M (Medical-to- Communications between medical practitioners. The M2M concept strives to
Medical) connect these practitioners to corporations and institutions.
Maestro Application used to route promotional materials, including electronic

presentations in Exploria (see above), OneWorld, etc, from Agency submission
through internal Review Committee approval and final routing to Regulatory
Operations for FDA submission.
Marketing Asset Provides solutions support to view, manage, track and control branded content in
varied media types and channels. It provides a marketing user interface to

Management (MAM) harness the power of the DAM across internal/external (marketing, agency) and
cross functional (brand, customer, creative) efforts.
Marketing Resource Provides the software infrastructure to support the alignment of people, process
Management (MRM) and technology to support marketing activities and improve marketing
effectiveness. MRM generally refers to technology for the areas of planning,
design and production within marketing.
Medical Group Tool that allows users to locate/define doctors of interest and group them into an
Builder (MGB) entity that can be tracked by various metrics (RXs, etc.)
Messaging Loosely coupled exchange of messages between software components, through

introduction of an intermediary component such as a message queue
MIRA Tool used for generation and distribution of product analysis reports for the
United States Medical Information (USMI) group.
MSG Sandbox Analytical volume which is a near copy of the processing volume with a couple of
additional aggregates that are necessary for the SAS modeling
Oracle BPEL Oracle orchestration engine
Patient Helpful Program which offers patient assistance programs to people without prescription
Answers (PHA) coverage
PfieldNet Web enabled portal that is used to send marketing messages from HQ to the field.
[CLIENT] For PFP provides live call center support for the [CLIENT] Pro website
Professionals (PFP)
[CLIENT] Website which provides health care professionals with access to [CLIENT]
Professionals products information, patient education materials, and professional tools and
([CLIENT]Pro) resources.
[CLIENT WEBSITE] Professional website specifically for [CLIENT]’s oncology products.
Pfoenix Transactional system comprising of Siebel, Documentum and Package Wizard to

handle Medical Information inquiries from healthcare professionals and various
other consumers.
POA (Plan of Term used in Pharmacy sales to describe a top down approach for distributing

Attack/Action) product and marketing information to the sales force. POA materials have been
distributed in binders or at periodic (2-3 times per year) sales meetings.
POA Information Web enabled and email creation tool to support the communication between the
Center (POAIC) HQ Triad and the field sales force for POA related communications.
Polaris Web-based integrated, global workflow and document management system that
will enable users to receive, review, approve/decline, track and report on US and
Worldwide (WW) grants. Polaris is used for Medical Education Grants.
PROMOS Marketing distribution system (replacing OLOS) for distribution fulfillment.
R2 Report Targeting report used to inform reps of which physicians to visit.
Report Browser (RB) Web based application that provides a unified interface to access, manage, and
subscribe to a large number of reports, e.g., [CLIENT SOFTWARE] call reports,
goal attainment reports created in third-party document format.
Review Committee Group that meets to review all outgoing [CLIENT] content to ensure compliance
(RC) with federal regulatory laws on promotion of pharmaceuticals.
Review Committee Provides RC members and other stakeholders in the RC process with transparency
(RC) Portal Calendar into the scheduling process
Review Viewer Web based system to view reports.
RIOS Automated system that provides key information to the field-based Regional
Medical Research Specialist workforce. The RMRS unit is a part of the US
Medical Department. Majority of these team members are field-based medical
professionals with the remainder being a combination of administrator support
and Team/Group Leaders.
S4 Commercial Data Contains a processing volume and specific functions for data collection (primarily
Warehouse ETL – Informatica [supported platform for new development], Data Stage and
SyncSort [legacy]), aggregation.
Sales Force System that records all the stages in a sales process. SFA includes a contact
Automation (SFA) management system that tracks (1) customer profile information, (2) all contact
that has been made with a given customer, (3) the purpose of the contact, and (4)
any follow-up that might be required. This ensures that sales efforts will not be
duplicated, eliminating the risk of irritating customers.

SAS Primary tool for analytical modeling.
Sermo Online community for physicians to post observations and questions about clinical
issues and hear the opinions of other physicians.
Service Oriented Paradigm for design, development, deployment and management of a loosely
Architecture (SOA) coupled business application infrastructure
[CLIENT [CLIENT]’s sales force automation software platform created by Cegedim

SOFTWARE] Dendrite to help life science companies improve their bottom-line performance in
the business-critical areas of sales, marketing, and compliance.
Solution Architecture Platform and vendor independent description of the IT systems, information, and
integration necessary to enable the business to achieve its goals, objectives and
desired capabilities.
Solution Component System (could be multiple applications, GUIs or databases) that enables a number
of capabilities. It has boundaries that can be bought or built, but can be
considered as a collective, autonomous system.
StarTrak Primary tool used by the Starter Administration team to facilitate the tracking of
the chain of custody of Starters among the PGP sales force. StarTrak assists
[CLIENT] in maintaining compliance with various FDA regulations.
STORK Primary tool used by the sales force (reps and District Managers) to order starters.
STORK serves as a starter allocation management, ordering, and shipping
acknowledgment tool.
USMI (United States USMI call center is designed to field medical inquiries from the field.
Medical Inquiry)
Views Virtual or logical table composed of result set of a query
Web Service Web APIs that can be accessed over network (e.g., internet) and executed on a
remote system hosting requested services

11. Appendix B: Architecture Decisions, Business Needs Mapping &

Ownership
D-1 Select, install, and configure a Marketing Resource Management solution which
may be comprised of multiple vendor packages. Marketing Resource
Management solution will address automation of planning, budgeting, and
measurement functions of marketing.
Rationale  MRM provides a variety of strategic functions: from marketing

objectives, to defining marketing programs, to tracking and analyzing results
- all relevant marketing information is viewable from one place (MRM
solution is flexible enough to use external data in order to avoid data
duplications)
 Marketers will make better strategic decisions, because they will have
greater visibility into activities and expenditures. This will assist in
assessing the impact of their investments
 Strategic goals, marketing plans, and budgets are centralized to promote
clarity of agreed upon objectives to achieve business goals
 Customer centric planning across several brands requires a more
sophisticated way to track and leverage customer, product and brand
information
 Quicker insights and response times can be supported with automation
Business C-1 Ability to develop and implement marketing strategies that are
Needs organized around customer segments
Enabled C-2 Ability to have a defined set of processes, roles and
responsibilities that facilitate customer focused decision-making
C-6 Ability to have a systemic, standardized customer focused
approach to planning and strategy at the portfolio level, and track
adherence
C-51 Ability to plan, prioritize, and reallocate resources
(including internal, external, and medical), inclusive of skill set
assessment, interaction volume estimation across topics and channels,
identification of hiring needs, recruitment and training
C-129 Ability to measure and analyze the investment mix to align
to strategies
C-146 Ability to determine cost of executing campaigns and

tactics
C-162 Ability to analyze and plan the interactions with an
individual customer that occur both directly, and through institutional
customers (e.g. managed care)
C-163 Ability to assess the relationship between campaigns and
tactical investments with the overall [CLIENT] strategic plan
C-165 Ability to re-evaluate investment mix based on addition of
a new channel
C-166 Ability to evaluate new technologies and approaches for
potential impact on strategies
C-169 Ability to integrate a new revenue stream into [CLIENT
PROGRAMME] strategies and tactics without existing customer data,
by using hypotheses and testing.
Decision [EMPLOYEE 5], [EMPLOYEE 6], [EMPLOYEE 7]

Ownership Italicized names represents a decision that has yet to be accepted by decision
owners
Bold represents acceptance by the decision owners
D-2 MRM solution accesses historical views of customer, product, channel and
interaction data from centralized Data Marts via the Common Integration
Layer.
Rationale  Longitudinal data on customer, product, channel, and interaction

data is required when creating a strategic marketing lan
 Longitudinal data on a customer is necessary for measurement of
Customer Lifetime Value
 Reusable data on customers and products is stored centrally and
consistently to be easily pulled into plans for new marketing initiatives
Business C-11 Ability to utilize historical customer, product, and

Needs channel data to develop campaign strategies and tactics
Enabled C-87 Ability to provide information about channels
(inventory, services, processes, and performance) for customer
planning and interaction execution

Ownership Italicized names represents a decision that has yet to be accepted by
decision owners

D-3 MRM solution is integrated with analytical insights generated by the

Management Sciences Group
Rationale  Integrating potential insights into MRM solution allows for an

improved user experience for Customer and Brand Management to
conduct reviews and analysis
 Adoption by Customer & Market Planning is significantly increased
by making insights viewable through a single MRM tool
 Usage of analytical models produced by analytics ensures a data
driven decision making culture

Enabled C-87 Ability to provide information about channels
(inventory, services, processes, and performance) for customer
planning and interaction execution

decision owners
D-4 Campaign Management Solution will be used to manage transactions

such as capturing campaign business rules, ensure compliance,
generate campaign level analytics, and deliver channel instructions
(including reference to the appropriate content and usage).
Rationale  CM solution shortens campaign development cycles while facilitating

execution through comprehensive multi-channel campaign
management capabilities
 Automation is required to create and manage campaign business rules
(channel interactions)
 CM solution is capable of associating campaign rules with marketing
content
Alternatives  Manual campaign management will be difficult to manage

Considered
Business C-7 Ability to target message delivery to maximize ROI without

Needs over-messaging
Enabled C-8 Ability to set and manage business rules that determine the mix
of content, channels, and customer interactions for segments
C-39 Ability to recommend content and messaging based on business
rules, while allowing customer facing employees to select them
based on the approved choices
C-44 Ability to enforce the correct usage for approved relationships of
content components with each other and with channel delivery
tactics
C-48 Ability for a HCP to request a medical or non-medical escalation
from any channel
C-49 Ability for customers to select a channel for a medical or non-
medical escalation, regardless of the channel from which it is
requested
C-58 Ability to set business rules that will redirect a customer to the
appropriate channel based on needs, preferences, efficiency, and
likelihood of getting answers
C-59 Ability for channels to promote other channels
C-62 Ability to engage unreachable customers (no see docs) by
involving them in more of the channels
C-66 Ability for any appropriate [CLIENT] resource to determine what
external events a customer has attended or is scheduled to attend,
and options for what other events they may be interested in
C-77 Ability to create and enforce customer experience rules across the
channels, to assure the desired customer experience is being
executed
C-95 Ability to utilize formulary information to refine content and
customer profile
C-108 Ability to define and execute a customer contact strategy by
reconciling cross-product activities (services, brands, messages)
C-117 Ability to capture the history of campaigns and historical
analytical models, so decisions and actions can be retraced
C-134 Ability to capture changes to campaigns and the frequency of
change
C-150 Ability to apply adaptable business rules to any business function
C-156 Ability to monitor and escalate action against unanswered

medical escalations according to business rules

C-157 Ability to develop, monitor, enforce Service Level Agreements
(SLAs) in all services and interactions with the customer
C-159 Ability to apply standardized content delivery rules across
brands, channels, and segments
Decision [EMPLOYEE 5], [EMPLOYEE 6]

decision owners
D-5 The Campaign Management Solution will integrate with a campaign

analytics function providing operational reporting and analytics. Campaign
Analytics measures and s progress of campaigns, generates operational
reports, and performs any tactical segmentation necessary to operate the
campaign. This operational analytics component will use both the
Customer Interaction Repository as well as the Management Science
Analytics environment as a source of transactional/operational data.
Rationale  Campaign Analytics & Reporting is used to track and measure

effectiveness of campaigns
 Reporting & Analytics could also be used to simulate a campaign
before its actually rolled out
 Campaign Analytics differs from [CLIENT PROGRAMME] Analytics
in that it is more operationally focused
 Tracking Service Level Agreements (SLAs) in all campaign generated
customer interactions is required
Alternatives  None
Considered
Business C-65 Ability to track and plan customer contact across brands and
Needs channels
Enabled C-134 Ability to capture changes to campaigns and the frequency of
change
C-146 Ability to determine cost of executing campaigns and tactics
C-154 Ability to monitor and track metrics on customer experience
delivery
C-157 Ability to develop, monitor, enforce Service Level Agreements

(SLAs) in all services and interactions with the customer

C-158 Ability to track and verify that content was delivered as planned,
and retract incorrect content
C-164 Ability to plan and execute experimentation and measurement as
part of the Campaign and Content planning processes

decision owners
D-6 All interactions (whether initiated by [CLIENT] or the customer) will be

coordinated through Campaign Management. This allows all content and
planned interactions to be controlled through a single mechanism. Where
there is no specific [CLIENT] initiated campaign, the CM should allow
campaigns to be defined that are “catch-alls”, to manage interactions that
were not part of an outbound campaign. Each potential interaction should
be driven by the reason that the interaction could occur and an appropriate
response.
Rationale  In order to provide a consistent customer experience across all

channels, all outbound ([CLIENT] generated) interactions should be
governed by campaign rules
 All in-bound interactions that customers have with any [CLIENT]
professional channel should be stored in transactional interaction
repository
 [CLIENT] should be able to measure the amount of interactions that
are not generated as a part of an outbound campaign versus the
customer-initiated interactions
Considered
Business C-7 Ability to target message delivery to maximize ROI without

Needs over-messaging
Enabled C-77 Ability to create and enforce customer experience rules across the
executed
C-117 Ability to capture the history of campaigns and historical
analytical models, so decisions and actions can be retraced

C-134 Ability to capture changes to campaigns and the frequency of

change

decision owners
D-7 Campaign Management Tool will be flexible enough to address a varied set
of promotional activities
Rationale  [CLIENT] may generate campaigns for customer acquisition/retention,

to promote new product/service offerings, for new indications. A
flexible Campaign Management Solution should be able to support any
necessary type of campaign
Considered
Business C-65 Ability to track and plan customer contact across brands and
Needs channels
Enabled C-68 Ability for customers to order reprints, patient education, and
other materials across channels
C-69 Ability for appropriate [CLIENT] resources to determine the
status of all customer requests and the fulfillment of those
requests, through all channels (inclusive of starters, promotional
materials, escalations, etc)
C-77 Ability to create and enforce customer experience rules across the
executed
C-79 Ability to maximize automated feedback capture for all
interactions in all channels

decision owners
D-8 The Campaign Management Solution will use a Common Integration Layer

to access historical and current interaction data and feed its transaction
processing component. The data services will be provided by the Customer
Interaction Repository and/or appropriate Data Marts.
Rationale  Campaign Management needs to be aware of any and all customer

interactions in order to make accurate tactical decisions related to
campaigns
Considered
Business C-86 Ability to capture all customer interactions, regardless of whether

Needs the interaction can be associated with a recognized customer
Enabled profile
Decision [EMPLOYEE 5], [EMPLOYEE 6], [EMPLOYEE 16], [NAME 1],

Ownership [EMPLOYEE 13], [EMPLOYEE 8]
Italicized names represents a decision that has yet to be accepted by
decision owners
D-11 Campaign management integrates with an email engine to manage email

and an outbound and inbound channel for campaigns -- the engine will take
and receive instructions using standards applied across all channels. The
engine should be able to monitor, track, and search email in addition to
send and receive and manage email addresses.
Rationale  Emails are a marketing channel. As such, outbound email interactions

are governed by Campaign Management, and inbound interactions
must be monitored. CM tool must therefore integrate with the Email
Management system
 Real-time needs for email are to be determined. This will drive how
tightly integrated the email engine needs to be with the Campaign
Management Solution. Without real-time, email can function as
another channel
Considered
Business C-10 Ability to provide services across multiple channels that fulfill
Needs customer need (i.e. Services to optimize HCP reimbursement
Enabled support process)


decision owners
D-12 Distribution of content (to channels, to reviewers) is automated, tracked and

controlled via a defined workflow, which is established using automated
workflow and approval solution
Rationale  Content lifecycle is automated using a workflow enabled digital

asset management tool
 There is a need to review and approve individual pieces of content,
and then re-approve when content pieces are combined. Approvals are
made easier when workflow is combined with DAM
 Information regarding relationships between content pieces can be
embedded in the DAM’s content metadata. Having workflow in the
DAM ensures easy integration with content metadata
Alternatives  Maintaining a separate Digital Asset Management system and a

Considered content workflow management system. Interviews indicated that there
has already been a significant investment (~$6M) in the current content
workflow tool (Maestro). However, we need to access the functionality
and benefits gained from having the workflow embedded in the DAM
tool.
Business C-17 Ability to actively manage the workflow of the

Needs approval process, inclusive of notifications, version
Enabled control/tracking, rules-based routing, and issue/bottleneck
resolution
C-37 Ability to design, build and automate content cascade
to occur on a pre-scheduled date
C-38 Ability to notify and train channel execution teams
during a content cascade
C-43 Ability to locate the usage of common components
within different content packages (across channels)
C-46 Ability to automatically notify channels of aging,
retired, or retracted content
C-47 Ability to control viewing, distributing, copying,
printing and saving of retired and retracted content

Decision [EMPLOYEE 7]
decision owners
D-13 Ensure the automated workflow manager can address content creation,
review and approval with external parties external to [CLIENT] (i.e.
Agencies)
Rationale  One of key benefits gained from DAM (or similar MAM solutions)
is that content is brought in-house for ease of access and more
facilitated approvals, which are managed by the workflow
Alternatives  Let agencies house content until it is fully created and then
Considered exchange content with [CLIENT] through offline methods, e.g., CDs,
DVDs etc. However, the cost of time lost between multiple iterations of
content review will have a significant impact to [CLIENT].
 Allow Maestro workflow to manage approvals of content with
agencies.
Business C-17 Ability to actively manage the workflow of the

Needs approval process, inclusive of notifications, version
Enabled control/tracking, rules-based routing, and issue/bottleneck
resolution
C-18 Ability to notify appropriate stakeholders (i.e.
content creator, reviewers) when there is an immediate need for
high-priority content and its approval
C-35 Ability to selectively share content feedback from
the approval process and from the market, with 3rd parties, to aid
in content design and development
decision owners
D-14 Configure a workflow manager that is capable of establishing a review and

approval hierarchy, managing escalations, and delivering an altering
capability.

Rationale  Additional approvals may be required for certain types of content.

In some cases, content approval from legal department may be required

Considered content workflow management system (Maestro)
Business C-20 Ability to escalate the need for content approval

Needs beyond the line RC approval team
Enabled
decision owners
D-15 Dynamically establish approval rules using the tool based on the type or
tags of content that has entered during the approval process.
Rationale  Workflow Manager is automated to support dynamic approval rules

in order to associate content with appropriate reviewers. Tags for
content are embedded in the metadata for the content
 Having an embedded workflow manager ensures that changes to
content metadata are managed efficiently, including changes to
dynamic approvals

Considered content workflow management system. However, functionality gained
from having an integrated DAM and workflow system is lost
Business C-21 Ability to set business rules that govern the necessary
Needs content approval steps, based on the content, or the plan for use
Enabled of the content
C-23 Ability to define guidelines for the format of any
content, to meet the requirements for regulatory submission
C-150 Ability to apply adaptable business rules to any
business function
decision owners

D-16 Provide access to approved content to various content creators through a

central digital asset management system
Rationale  Individual pieces of content need to be approved before they can be

combined into larger pieces of content
 Content creators, in most cases, are Agencies of Record (AOR)
external to [CLIENT]. Creators of content need to be aware of
approvals on individual pieces of content, when compiling larger
pieces of content
Considered
Business C-25 Ability to evaluate and re-purpose content in one

Needs channel for use in another
Enabled C-28 Ability to store, search for, and retrieve content without
having to use multiple tools, throughout the content life cycle
decision owners
D-17 Configure the selected toolset such that content will be stored in the central
digital asset management system as component parts or assembled into
channel specific formats. Utilize rules component of the DAM to record
and enforce which content is complementary
Rationale  DAM is capable of logging content metadata which describes the

way in which content can be assembled. Larger pieces of content may
be created from individual modular pieces of content
 Content metadata should include channel usage information,
describing what channel the content is intended for
Alternatives  None (required by Business Needs)

Considered
Business C-19 Ability to review and approve business rules that

Needs define the acceptable relationships of content components with
Enabled each other and with channel delivery tactics

C-25 Ability to evaluate and re-purpose content in one

channel for use in another
C-29 Ability to create, review, and approve new
components, as a subset of content that is currently being
delivered in channels
business function
decision owners
D-18 Utilize the tagging functions of the DAM to assign both component pieces
and assembled content with a hierarchical tagging structure
Rationale  Hierarchical tagging structure is required to support modular

content usage
 Larger pieces of content are assembled using smaller individual
pieces of content. However, the relationships between content will
become hierarchical
 Hierarchical relationships must be capture in DAM’s content
metadata

Considered
Business C-1 Ability to develop and implement marketing strategies that

Needs are organized around customer segments
Enabled C-18 Ability to notify appropriate stakeholders (i.e.
content creator, reviewers) when there is an immediate need for
high-priority content and its approval
C-21 Ability to set business rules that govern the necessary
content approval steps, based on the content, or the plan for use
of the content
C-26 Ability to identify and enforce the expiration of
intellectual property rights, on any given component of content
C-32 Ability to create, manage, and govern a hierarchy of
content tags, and to standardize the hierarchy using business rules

C-43 Ability to locate the usage of common components

within different content packages (across channels)
C-46 Ability to automatically notify channels of aging,
C-160 Ability to associate and track hierarchical tags to
content according to business rules, to facilitate searching,
storage, retrieval, and usage
decision owners
D-19 DAM will allow content to be reviewed in the format in which it will be
presented to the end user.
Rationale  Currently the content has to go through several review cycles,

because regulatory measures dictate that content needs to be reviewed
in the format that it is finally presented in
 Iterative content review sessions add time and cause significant
delay in the end-to-end content creation time

Considered
Business C-23 Ability to define guidelines for the format of any

Needs content, to meet the requirements for regulatory submission
Enabled C-28 Ability to create, approve, and deliver content in
media formats other than paper (i.e. images, videos)
decision owners
D-20 Configure the DAM to periodically evaluate content expiration dates and

trigger appropriate actions.
Rationale  Expired content needs to be retired and pulled back from channels.
However due to disparate systems being used in the channels, DAM
can only track the expiration dates for content and communicate
content expiration to channels (through Campaign Management)

Considered
Business C-26 Ability to identify and enforce the expiration of

Needs intellectual property rights, on any given component of content
Enabled C-46 Ability to automatically notify channels of aging,
decision owners
D-21 Implement user-friendly search and retrieval capabilities that are governed
by entitlement rules that can be entered in the DAM itself or retrieved
centrally
Rationale  Access to content is governed by business rules, keeping in mind

any legal implications
 Only individuals that need access to content (as defined by business
processes and rules) should be allowed content access
 Access rules to content should be tightly coupled with content, and
preferably included in the metadata for content
Considered
Business C-30 Ability to store, search for, and retrieve content

Needs without having to use multiple tools, throughout the content life
Enabled cycle
C-34 Ability to provide rules-based access to content, for
internal and external resources globally (vendor partners,

offshore partners, agencies) globally

C-35 Ability to selectively share content feedback from
the approval process and from the market, with 3rd parties, to aid
in content design and development
business function
decision owners
D-22 Starters can be managed and distributed as content (e.g. starters can be
tagged as content, allocations are integrated into Campaign Management
Solution), so that they can be integrated into campaigns
Rationale  Starters are managed like content, and governed by campaign

business rules. In order to ensure a consistent customer experience and
allow for adequate tactical management of campaigns, starters are
handled just like any other promotional materials, and are governed by
business rules
Alternatives  Manage starters separately and decentralize management to

Considered Regional Managers with guidelines from headquarters. However, the
consistency and quality gained from managing starters centrally is lost.
It may be more difficult to manage starters as a part of a campaign
Business C-70 Ability for HCPs to request and/or receive starters in

Needs an automated fashion, as governed by business rules, through
Enabled multiple channels
C-152 Ability to compliantly provide starters and other
services to customers without validated DEA or ME numbers
decision owners
D-23 Premium Items and field aids can be managed and distributed as content
(e.g. these items can be tagged as content, fulfillment systems are integrated
with SFA and campaign), so that they can be integrated into campaigns
Rationale  Premium Items are managed like content, and governed by

campaign business rules. In order to ensure a consistent customer
experience and allow for adequate tactical management of Campaigns,
Premium Items are handled just like any other promotional materials,
and are governed by business rules
Alternatives  Manage premium items separately and decentralize management to

Considered Regional Managers with guidelines from headquarters. However, the
consistency and quality gained from managing premium items centrally
is lost. It may be more difficult to manage these types of items as part
of a campaign and still maintain visibility into all requests and
fulfillment
Business C-69 Ability for appropriate [CLIENT] resources to

Needs determine the status of all customer requests and the fulfillment
Enabled of those requests, through all channels (inclusive of starters,
promotional materials, escalations, etc)
decision owners
D-24 Establish a transactional data repository to store interactions data received

from all professional channels. Interactions in this model can capture such
elements as physician profile (e.g. name, address), survey responses
(preferences), promotional responses (requests, interest in[CLIENT]
content).
Rationale  Every outbound ([CLIENT] generated) and inbound (customer

generated) interaction is tracked and captured as transactional data.
 Campaign Management has access to interactions for tactical
campaign management
 Channels have access to customer interactions as a part of the 360
degree customer view
 Analytics uses interactions in its models to produce long term
insights
Alternatives  Customer Interactions should be stored in the existing data

Considered warehouse. However, data retrieval & analytics in data warehouse may

slow down responses to operational systems.
Business C-111 Ability to identify, record, and report on customer

Needs interaction data (with [CLIENT], with other customers, with
Enabled other parties)
C-148 Ability to structure interaction data capture
consistently across channels
C-153 Ability to deliver interaction information from
channel to channel in real time
Decision [EMPLOYEE 8], [EMPLOYEE 16], [EMPLOYEE 9], [EMPLOYEE 6],

Ownership [EMPLOYEE 13], [EMPLOYEE 5]
decision owners
D-26 CRM systems can be federated in [CLIENT PROGRAMME] model though

some common elements will be required to maintain a common view of
customer for planning and reporting and to maintain an integrated view of
customer across all affected systems. [CLIENT PROGRAMME] will
establish criteria by which common elements are shared or common
toolsets are used (reporting, unified customer model). Sales Force
Automation (SFA) is an example of a system that utilizes some centralized
customer information, but records and displays other data specific to field
representatives.
Rationale  To achieve a true “single view of customer” a federation of

disparate Customer Relationship Management systems is required,
while leveraging common elements as much as possible
Alternatives  Centralize CRM systems’ data into a single repository. However,

Considered complexity involved in centralizing customer data that is being touched
by multiple systems will outweigh benefits gained from centralization.
Business C-57 Ability to add a new channel, including the channel's

Needs business rules
Enabled C-79 Ability to maximize automated feedback capture for
all interactions in all channels
C-80 Ability to automatically record (in any electronically
driven channel) the time a customer spends viewing each
marketing artifact, the sequence, and the navigational choices

(when applicable)
Decision [EMPLOYEE 10], [EMPLOYEE 9], [NAME 1]

decision owners
D-27 Target list is integrated into SFA system across brands and channels
Rationale  Currently the R2 report is distributed to the field outside of Sales

Force Automation systems. However, R2 report and associated
customer segments and sales targets will be integrated with the Sales
Force automation system in near future.
Alternatives  Continuing using R2 report to distribute target list to the field.

Considered
Business C-1 Ability to develop and implement marketing strategies

Needs that are organized around customer segments
Enabled

decision owners
D-28 Select, install and configure a unifying framework that provides field
representatives will have a single integrated interface to perform all aspects
of their job (e.g. view customer activities, plan calls, post call activities,
training and education, administration)
Rationale  Enhance usability of systems for field force by allowing a single

view into multiple systems that they need to interface with
 Separating presentation layer from other sales force systems,
thereby minimizing impact from changing those systems to
presentation layer
Alternatives  Sales force accesses multiple systems directly. However, this leads
Considered to a degraded user experience. Furthermore, benefits gained by a
layered architecture (i.e. separating presentation and processing layer)

is lost
Business C-61 Ability for customer-facing roles to understand all

Needs the promotional and non-promotional opportunities that
Enabled [CLIENT] has and make them available (i.e. speaker programs,
CME, adherence programs, other KOLs made available to talk to
HCP)
C-63 Ability for any appropriate [CLIENT] resource to
view an interaction history with a given customer, across all
channels
C-69 Ability for appropriate [CLIENT] resources to
determine the status of all customer requests and the fulfillment
of those requests, through all channels (inclusive of starters,
promotional materials, escalations, etc)

decision owners
D-29 Campaign instructions are delivered to channels via asynchronous or

synchronous methods such as file integration or web services in [CLIENT]
defined formats. These integration methods insulate the Campaign
Management Solution and any transactional data stores from the
implementation of the presentation rules and data collection that is executed
in the channel.
Rationale  Architecture model is employed where presentation, information,

and transactional layers are separated, in order to maintain integrity of
data
 Presentation layer systems are dependent on upstream systems such
as the transactional interaction repository, but are logically and
physically separated to a create a more modular architecture
Alternatives  None (required architecture best practices)

Considered
Business None (supports technology best practices)

Needs C-79 Ability to maximize automated feedback capture for
Enabled all interactions in all channels
C-80 Ability to automatically record (in any electronically

driven channel) the time a customer spends viewing each

marketing artifact, the sequence, and the navigational choices
(when applicable)
Decision [EMPLOYEE 9], [NAME 1]

decision owners
D-30 A starter request is considered one type of interaction that can be managed
by the campaign rules; any necessary channel can enable that interaction
type
Rationale  Tracking and managing all inbound and outbound interactions to

and from [CLIENT] ensures consistency in communication and
fulfillment methodologies to customers
 Tracking and managing requests and fulfillment through Campaign
Management ensures adequate tactical management insight
 Campaign Management should be integrated with Allocation
Optimization, Regulatory and Compliance systems to get information
on starter management and fulfillment
Alternatives  Starter allocation, fulfillment, tracking is handled by a separate set

Considered of Starter Management systems that are not integrated with Campaign
Management. However, this approach can cause a lack in consistency
 Decentralization of starter management by designating the
responsibility of allocating, dispensing, and tracking starters to RMs
and DMs in the field
Business C-150 Ability to apply adaptable business rules to any

Needs business function
Enabled
decision owners
D-31 Customer Preferences and Profile information are considered one type of

interaction that can be delivered to [CLIENT] via a channel; any necessary

channel can enable that interaction type
Rationale  To ensure customer centricity all changes (received via interaction

channels) to customers’ profiles is processed and maintained within the
HCP Master Data
 Channels are also enabled to capture and record, changing customer
preferences

Considered
Business C-4 Ability to capture and analyze new customer needs during
Needs interactions
Enabled C-56 Ability for customers to opt-in or opt-out of specific
channel interactions through a self-service model, or by notifying
a [CLIENT] resource
C-84 Ability to collect structured or updated information
about a practice in any channel (i.e. how they manage their
office, info about patients, etc.)
C-115 Ability to gather, track and predict customer profile
data (demographics, geographic, preferences, attitudes, Rx
behavior, etc) over time
business function
decision owners
D-32 A request for services or information is a type of interaction that can be

managed by the campaign rules; any necessary channel can enable that
interaction type
Rationale  Capturing, recording, and fulfilling customer requests are treated

and logged as interactions in the transactional interaction repository
 This ensures a consistent customer experience and assists in
managing customer expectations
Alternatives  Service request tracking and fulfillment is handled separately

Considered through a combination of call center and sales force channels, without
full integration with Campaign Management. However, this approach
can cause a lack in consistency in dealing with the customer
 Decentralization service request fulfillment by designating the
responsibility of allocating, dispensing, and tracking starters to RMs
and DMs in the field
Business C-68 Ability for customers to order reprints, patient

Needs education, and other materials across channels
Enabled C-150 Ability to apply adaptable business rules to any
business function
Decision [EMPLOYEE 6], [EMPLOYEE 5], [EMPLOYEE 10], [EMPLOYEE 11]

decision owners
D-33 A request for medical escalation one type of interaction that can be
managed by the campaign rules; any necessary channel can enable that
interaction type. However, the campaign is not responsible for answering
medical escalations, it simple assures that the request is routed to the
most appropriate place based on the customer’s preferences, needs and
contextual sales and marketing activities.
Rationale  Tracking and managing all inbound and outbound interactions to

and from [CLIENT] ensures consistency in communication and
fulfillment methodologies to customers
 Escalations requested by physicians to [CLIENT] medical
professionals are tracked, maintained, and fulfillment consistently just
as other customer interactions
 This will be constrained by what we are legally allowed to do as a
marketing organization (i.e. can we comingle in CIR with other data?)
Alternatives  Escalations are entered into SFA system by rep post call with the
Considered customer. However, escalations are tracked separately and this
approach lacks the ability to track and view all customer interactions
centrally
 Doctors may call USMI medical center to request an escalation
directly. However, escalations are tracked separately and this approach
lacks the ability to track and view all customer interactions centrally

Business C-48 Ability for a HCP to request a medical or non-

Needs medical escalation from any channel
Enabled C-49 Ability for customers to select a channel for a
medical or non-medical escalation, regardless of the channel
from which it is requested
business function
decision owners
D-34 Utilize Enterprise Authentication Services to authenticate customers in

digital channels
Rationale  Shared services such as enterprise authentication and security

should be leveraged consistently across the program
Alternatives  [CLIENT PROGRAMME] creates separate authentication services.

Considered However, efficiencies gained from leveraging shared services are lost
Business C-81 Ability to authorize and authenticate a customer

Needs digitally in multiple channels (using electronic signatures or
Enabled equivalent means), appropriate for the interaction (e.g. Starter
Drop, M2M, etc.)
decision owners
D-35 Customer Feedback is one type of interaction that can be managed by the
campaign rules; any necessary channel can enable that interaction type
Rationale  Channels must be aware of customer feedback received via other

channels
 Campaign management must be aware of customer feedback in
order to run more informed campaigns

Alternatives  Customer feedback is tracked and managed using a combination of

Considered sales force and call center channels. However, method of incorporating
feedback into future decision making may be hampered if feedback is
not communicated to Campaign Management in a timely fashion
Business C-4 Ability to capture and analyze new customer needs during
Needs interactions
Enabled C-79 Ability to maximize automated feedback capture for
all interactions in all channels
C-82 Ability to gather feedback on the customer's
perception of the relevance, quality and usability of the content
and channel, during an interaction in any channel
business function
decision owners
D-36 Acknowledging the occurrence of adverse events is one type of interaction

that can be delivered by a channel; any necessary channel can enable that
interaction type
Rationale  Occurrence of adverse events is tracked in order to inform channels.

Customer facing channels must be aware of occurrence of adverse
events because adverse events can heavily influence the nature of
channels’ future interactions with customers
 However, adverse events are managed by the Safety and Risk
Management group.
Alternatives  Adverse Events are managed by the Safety and Risk Management
Considered (SRM) group. Doctors may report adverse events by calling SRM call
centers. However, this option runs the risk of not informing all channels
regarding the occurrence of adverse events
 Record adverse events via sales rep channels (via sales force
systems), but don’t inform Campaign Management of their occurrence.
Future campaigns are at the risk of being badly received by customer
Business C-78 Ability to capture and manage adverse events

Needs reported in all the channels, and deliver them to Safety

Enabled ([CLIENT]’s Safety and Risk Management group)

business function
decision owners
D-37 Availability of medical resources are managed centrally with information

about specialty and skills, and customer relationships
Rationale  Tracking and workflow is required to ensure adequate coverage by

[CLIENT] medical professionals needed to handle escalations.
Alternatives
Considered
Business C-52 Ability for the HCP to know in any channel

Needs interaction whether there is a medical expert available real-time,
Enabled that could answer a specific question
C-53 Ability to triage a HCP’s inquiry to a specific
medical expert, based on skill set and availability
C-54 Ability for [CLIENT] to communicate to a HCP the
expected response time and channel, within which a medical
expert will contact him/her
Decision TBD
decision owners
D-40 [CLIENT PROGRAMME] will leverage a SOA enabled service to get

information on all historical customer transactions
Rationale  [CLIENT PROGRAMME] should leverage existing SOA backbone

and [CLIENT] standard integration services as far as possible

 SOA web services are built on a Enterprise Information Integration

framework where disparate data sources can be maintained, while
pulling in required data
Alternatives  Alternative was to use file based integration similar to what is being
Considered used in the [CLIENT] consumer space currently. (However, not all
stakeholders are in agreement with using file based integration.)
Business C-153 Ability to deliver interaction information from

Needs channel to channel in real time
Enabled

decision owners
D-41 Metadata about content is available to marketing, campaign, and analytical

systems
Rationale  Services to expose information on content metadata should be

available to marketing for understanding content usage, to campaign
management for tracking content expiration, and to analytics to see
where the content was used
Business C-158 Ability to track and verify that content was delivered
Needs as planned, and retract incorrect content
Enabled C-160 Ability to associate and track hierarchical tags to
content according to business rules, to facilitate searching,
storage, retrieval, and usage

decision owners
D-42 Customer master data in HCPM will include DEA and ME numbers (but
still able to record a customer without them), affliations and membership
status, and can be extended to include appropriate profile data to inform

campaigns and analytics
Rationale  Master Data Management (MDM) is used to store and maintain

master data, which can uniquely identify a provider.
Alternatives  None (Business Needs specifically ask for this)

Considered
Business C-91 Ability to identify and differentiate prescribers who

Needs don't have validated DEA or ME numbers
Enabled C-93 Ability to capture and update affiliations and
membership status with professional organizations
C-115 Ability to gather, track and predict customer profile
data (demographics, geographic, preferences, attitudes, Rx
behavior, etc) over time
C-151 Ability to link information for customers without
validated DEA or ME numbers with a customer profile at a later
time

decision owners
D-43 Standards based integration techniques will connect all [CLIENT

PROGRAMME] impacted systems
Rationale  [CLIENT PROGRAMME] should leverage existing SOA backbone

and [CLIENT] standard integration services as far as possible. Create a
fact sheet to decide Physical (ETL) vs. Virtual (EII) integration.
Alternatives  Develop customer integration services for [CLIENT

Considered PROGRAMME] (only when required)

Enabled

decision owners

D-44 [CLIENT PROGRAMME] will consider cost and business justification for
any "real time" information request
Rationale  Near real-time information requests require specialized architectural

design considerations and supporting solutions. As such, there’s an
additional cost associated with these.
Considered
Business C-45 Ability to audit that approved content is delivered in

Needs a manner that is consistent with the constraints of the approval
Enabled C-67 Ability to distribute breaking market news in near
real-time to appropriate resources across channels
C-135 Ability to track analytical projections and
recommendations, parallel to execution, to determine accuracy
C-153 Ability to deliver interaction information from
channel to channel in real time

decision owners
D-45 Govern the relationship between marketing and analytics with a well
defined operating model, and use technology to enforce an automated
workflow which manages analytics requests, fulfillment, approvals,
prioritization and storage of analytical reports and results.
Rationale  Governance is required to manage volume of requests being made

to analytics, the timely fulfillment of requests, and to ensure the usage
of analytical recommendations
 Furthermore tracking and storage of analytical insights is key to
ensuring use and re-use in future decision making
 Workflow manager would provide flexibility in adding new sources
and/or business processes

Alternatives  Request are managed ad-hoc

Considered

Enabled C-109 Ability to segment customers by numerous data
slices - demographics, geographic, preferences, attitudes, Rx
behavior, etc
C-118 Ability to aggregate and stage analytics data (reports,
timing) for downstream processing (such as creating an
integrated view of the customer)
Decision [EMPLOYEE 12], [EMPLOYEE 13], [NAME 2]

decision owners
D-46 Manage entitlements within the automated workflow such that authorized
business users can obtain useful analytical results
Rationale  Legal and compliance reasons require that access to analytical

insights be limited to users that need access to them, as defined by
business processes
 Understanding consumption channels of insights brings [CLIENT
PROGRAMME] one step closer to becoming a data-driven decision
making culture
 Enterprise authentication services are leveraged to provide the right
level of encryption
Alternatives  Request are managed ad-hoc

Considered
Business C-117 Ability to capture the history of campaigns and

Needs historical analytical models, so decisions and actions can be
Enabled retraced
C-136 Ability to track adherence and history of analytics
recommendations
C-140 Ability to integrate primary research outputs into
brand and customer analyses

Ownership
decision owners
D-47 Utilize subscription based market information and news feeds and use text
and rich media mining tools to pull unstructured data from these feeds and
mine for relevance. Relevance is determined by a set of rules that can be
modified as needed.
Rationale  In order to support the goal of being more responsive to market

events it is required to collect, store, and mine events for relevance and
insights. This can be achieved through a Text Mining and Search tool.
Alternatives  None (required to enable Business Needs)

Considered
Business C-98 Ability to synthesize customer data into actionable

Needs insights for the Brand Teams to adjust their content
Enabled C-106 Ability to develop micro-environments to conduct
experiments of campaign, content, and channel effectiveness
C-107 Ability to track the experiments that are ongoing and
receive feedback on performance (to scale, change or cancel)
C-119 Ability to use hypotheses for predictive model
generation
C-169 Ability to integrate a new revenue stream into
[CLIENT PROGRAMME] strategies and tactics without existing
customer data, by using hypotheses and testing

decision owners
D-48 Analytical results (e.g. segmentation) are persisted as a part of the analytics
process, so they can be shared to other [CLIENT PROGRAMME]
processes (e.g. MRM, Campaigns)
Rationale  Storage of analytical results and insights promotes reusability. It

brings the organization a step closer to ensuring a data driven decision

making culture, by making new and historical insights available for use
and re-use during decision making.
 Where applicable, analytical insights should also integrate with
financial systems

Considered
Business C-16 Ability to predict the efficacy of messaging by

Needs segment
Enabled C-113 Ability to use predictive modeling to determine
channel interaction, customer preferences, customer value
C-128 Ability to tie analytics predictions and
recommendations to financial performance and track the
accuracy of the predictions
C-135 Ability to track analytical projections and
recommendations, parallel to execution, to determine accuracy

decision owners
D-49 New areas will be added or integrated into the Data Warehouse to support
additional Analytics; design will remain flexible for future needs
Rationale  New subject areas required to collect customer centric data may be
required
 Areas should also address the need to adapt to changing business
models including the addition of customer types (e.g., payor
organizations)
Alternatives  Data regarding these areas is maintained externally and incorporated

Considered into S4 data analytics as required. However, the timeliness in
manipulating data to finally produce insights may be affected by where
the data resides
Business C-116 Ability to create customer level metrics such as

Needs Customer Lifetime Value
Enabled C-127 Ability to perform ROI calculation and resource

allocation by and across customer segments, channels,

campaigns, and other relevant commercial activities
C-133 Ability to analyze customer responsiveness,
personnel effectiveness, message effectiveness, and channel
effectiveness for all channels
C-162 Ability to analyze and plan the interactions with an
individual customer that occur both directly, and through
institutional customers (e.g. managed care)
Decision [EMPLOYEE 12], [EMPLOYEE 13], [NAME 1], [EMPLOYEE 16],

Ownership [EMPLOYEE 8]
decision owners
D-50 Implement a Modeling & Mining micro-environment to do experimental

analytics that are not restrained by the quality/integrity of the standard
analytics or BI environment. The results of these experiments must be
storable and trackable.
Rationale  An environment for Modeling & Mining allows Analytics to

perform ad-hoc analytics and modeling on an as-needed basis, in a way
that doesn’t impact the day-to-day analytical functions.
Alternatives  Continue with as-is environment setup where day-to-day analytics

Considered are carried out in same environment as analytical experiments.
However, performance of day-to-day analytical environment may be
impacted.
 Make use of governance where analytical processes are designated
as “Production Ready” versus “In-Testing”. Thus the problem is solved
by governance rather than by adopting a specific environment.
Business C-133 Ability to analyze customer responsiveness,

Needs personnel effectiveness, message effectiveness, and channel
Enabled effectiveness for all channels

decision owners

D-51 Analytics environment will include necessary attributes to perform

predictive modeling
Rationale  Hypotheses based predictive modeling enables Customer & Market

Planning, as well as Campaign Management to make forward-looking
strategic and tactical decisions. Modeling is required to predict
customer preferences, prescribing behaviors, as well as retention and
acquisition of customer segments
 Numerical, statistical, and graphical modeling may be required to
predict customer behaviour

Considered
Business C-113 Ability to use predictive modeling to determine

Needs channel interaction, customer preferences, customer value
Enabled C-119 Ability to use hypotheses for predictive model
generation

decision owners
D-52 Analytics environment will include necessary attributes to perform

customer value calculations
Rationale  Customer Lifetime Value helps in determination of the future value

of a customer segment. As such, management can make a decision on
how much emphasis to place on marketing to that customer segment.

Considered
Business C-116 Ability to create customer level metrics such as

Needs Customer Lifetime Value
Enabled


decision owners
D-53 Analytics environment has ability to understand data quality and adjust
analyses accordingly
Rationale  Data Quality Management is required to ensure consistency of all

data sources
 Since customer-centricity is dependent on the quality and identity of
a customer profile, quality of customer master data is key
 A large amount of emphasis is placed on source data received
externally (e.g., IMS). Furthermore [CLIENT PROGRAMME] plans
on expanding the number of sources of external data in the future state.
As such, checks and balances must be in place to ensure the quality and
integrity of external data.

Considered
Business C-120 Ability to identify and remove inaccurate or low

Needs quality data inputs
Enabled C-125 Ability to evaluate the value of new data sources and
information

decision owners
D-54 Analytic environment draws from customer interactions, customer data,

purchased information assets, and other primary research conducted by
[CLIENT].
Rationale  Information on past customer interactions is required to make both,

strategic and tactical campaign decisions
 Customer data collected internally and external is used in making
segmentation more precise

Considered
Business C-102 Ability to structure the data driven decision making

Needs process
Enabled C-117 Ability to capture the history of campaigns and
historical analytical models, so decisions and actions can be
retraced
C-123 Ability refine and expand existing models or create
new ones based on new data
C-136 Ability to track adherence and history of analytics
recommendations
C-138 Ability to track and search on analytical output
history to enable reuse

decision owners
D-55 Apply methodologies and technology to maintain a searchable and

trackable set of models. It should integrate appropriately with any systems
that record information about where analyses were used in marketing or
campaign initiatives
Rationale  Insights and recommendations made by analytics are tracked and

maintained to encourage re-use in future
 Also, tracking how analytical recommendations were used brings
[CLIENT PROGRAMME] one step closer to being a data-driven
decision making organization

Considered
Business C-67 Ability to distribute breaking market news in near

Needs real-time to appropriate resources across channels
Enabled C-96 Ability to respond to external events (Medical,
Publicity, Policy, and Competitor) by triggering strategy, content,
and tactics changes
C-103 Ability to quickly identify which unplanned events
are meaningful and provide recommendations

C-144 Ability to proactively set rules around management

of market events, then monitor the market to determine relevance
and recommendations around the events
C-149 Ability to sense external events (Medical, Publicity,
Policy, and Competitor)
business function

decision owners
Note: Decisions 56 and 57 were intentionally excluded per the team’s decision.
D-58
Utilize lessons learned in Proofs Of Concept conducted by Data
Management to select an appropriate High Performance Computing
infrastructure/platform for [CLIENT PROGRAMME]’s future state
analytics. At the time of publication of this document:
 The current front runners are TerraData and Netezza
– both Data Warehouse “Appliances” which combine an
integrated set of servers, storage, OS, DBMS and software
specifically pre-installed and pre-optimized for warehousing
 There is an ongoing Proof of Concept with Oracle to
validate that a Linux/Oracle solution can perform
competitively with combined hardware/software solutions
Consider scalability of the solution, operational impacts, as well as costs,
support and vendor viability when selecting the solution
Rationale  To adequately support [CLIENT PROGRAMME] Analytics
requirements, there is a need to minimize the time between data being
captured and the generation of insights from that data
 Process used to create aggregates is time consuming. Furthermore,
aggregates are seen as too constraining, whereas the base data lacks the
dimensions required to produce meaningful insights
 There is a need to produce views on the fly, to allow users
structured access to large amounts of data, without having to go
through the aggregation process

 Views will need to be flexible. As new markets and new business

models develop, systems must be able to adapt to them, including
flexibility in delivery options
Alternatives  Rewrite the processing logic to eliminate any bottlenecks. (Even

(to be) small improvements in transaction time will yield large improvements
Considered when multiplied by 30 million rows)
 Increase number of CPUs (already done)
 Move to a data warehouse appliance.
 Move to a grid computing platform

Enabled C-109 Ability to segment customers by numerous data
slices - demographics, geographic, preferences, attitudes, Rx
behavior, etc
C-118 Ability to aggregate and stage analytics data (reports,
timing) for downstream processing (such as creating an
integrated view of the customer)

decision owners
D-59 The Campaign Management Solution will provide a method to test

campaigns prior to launch. The solution must provide a way to launch a
campaign with provisional content, a restricted target list and a way to
measure campaign effectiveness.
Rationale  Campaigns blend many different elements (targets, content, channels) and
can be costly to execute, therefore there needs to be a way to test campaign
correctness (e.g. are the right emails generated?) and effectiveness on a
smaller scale
 Tool support for test campaigns is desirable to maintain the relationship
between the test, the results, and subsequent changes to the campaigns
components
Considered

Business C-106 Ability to develop micro-environments to conduct experiments of

Needs campaign, content, and channel effectiveness
Enabled C-107 Ability to track the experiments that are ongoing and receive feedback
on performance (to scale, change or cancel)
C-164 Ability to plan and execute experimentation and measurement as part
of the Campaign and Content planning processes
Ownership Italicized names represents a decision that has yet to be accepted by decision
owners

12. Appendix C: Level 3 Business Capability Diagram

Track and
Retire Content
Execute
Manage Content
Create and Review and
Escalate to
Refine Approve
Medical (M2M)
Content Content
Customer & Market Planning Feedback

Monitor, Build
Prepare To Promotional Interaction
Plan Strategy & Refine Cust.
Interact Interaction Data Capture
Experience
Design
Integrated Plan External
Integrated Data
Campaign Campaigns Acquisition
from all to all

processes processes
Analytics Model and Analyze


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[CLIENT PROGRAMME LOGO]

Solution Architecture Document

[CLIENT PROGRAMME] Architecture Team

Confidential: Subject to Internal Review – Internal Use Only

6. DESIGN INTEGRATED CAMPAIGN............................................................................................................................ 37

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9.4 ADDITIONAL IMPLEMENTATION GUIDANCE........................................................................................................................73

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7/31/08 0.1 [EMPLOYEE 1], Initial Draft

8/5/08 0.2 [EMPLOYEE 1], Revised Drafts

8/10/08 1.0 [EMPLOYEE 1], Added current state findings

8/27/08 2.0 [EMPLOYEE 2] Added future state solution content

8/28/08 2.1 [EMPLOYEE 3] Review and format

8/29/08 2.2 [EMPLOYEE 1], Added more future state solution

8/29/08 2.3 [EMPLOYEE 4] Review and Format

8/29/08 2.4 [EMPLOYEE 1], Modify diagrams and make minor

9/5/08 2.5 [EMPLOYEE 2] Incorporated [NAME 3]’s comments`

9/8/08 2.6 [EMPLOYEE 2] Incorporated comments from [NAME

9/9/08 2.7 [EMPLOYEE 2] Incorporated feedback from [NAME 3].

Updated SA diagrams per changes

Version 3.2 saved 09/25/2008 Page 5 of 122

9/10/08 2.8 [EMPLOYEE 2] Incorporated feedback from [NAME 9]

Incorporated content feedback from

9/15/08 2.9 [EMPLOYEE 1], Made comments from meeting feedback

9/19/08 3.0 [EMPLOYEE 1] Structure Changes. First published

9/24/08 3.1 [EMPLOYEE 1] First round of changes of published

9/25/08 3.2 [EMPLOYEE 1] Second round of changes of published

Customer & Market Planning

Design Integrated Campaign

Version 3.2 saved 09/25/2008 Page 6 of 122

Execution & Feedback

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2. Introduction to the [CLIENT PROGRAMME] Solution Architecture

Figure 1 - Capability Roadmap Process

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Figure 2 - Solution Architecture Process

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Impacted New Communi-

Figure 3 – Master Legend for Solution Architecture Document

2.3Maintenance of this Document

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3. The [CLIENT PROGRAMME] Solution Architecture

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from all to all

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Figure 3 - Conceptual Solution Architecture

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3.2The [CLIENT PROGRAMME] Solution Architecture Vision

Business Challenge Technical Answer

Define multi-channel, rich-media campaigns and See section 3.2.6 Centralized

Cost-effectively automate [CLIENT PROGRAMME] See section 3.2.7 Apply [CLIENT]

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3.2.2 Data Driven via Master and Transactional Data Stores

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3.2.3 Centralized Customer Interaction Data

3.2.4 Improved Analytical Performance

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3.2.5 Achieve Reuse of Content through Enterprise Content Management

3.2.6 Centralized Campaign Management

3.2.7 Apply [CLIENT] Enterprise Solution Patterns

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