Multichannel Landscape in Life Sciences 2018

Proprietary and Confidential Information
Across Health is pleased to present you with
the state of the multichannel landscape in life
sciences in Europe, US and emerging markets –
now for the tenth year!
And now, after take-off…
Learning to fly!!

04/07/2018Proprietary and Confidential Information© Across Health2
01 02 03 04 05
Dear colleague,
The 2017 Across Health Maturometer showed an impressive 20% growth in
digital budgets…after 5 consecutive “flatliner” years. Fast forward to 2018: Did
the budgets go up again? And, most importantly, did the chronically low
satisfaction levels improve?
The good news is that budgets and satisfaction are up vs 2017. Indeed, within 2
years’ time, digital budgets mushroomed 40%... and satisfaction levels ticked up
too, but only to the low 2014 levels (when budgets were 40% smaller). More
spend clearly does not equal more satisfaction.
However, some of the enablers for digital transformation are improving: digital
teams are being put in place, there is more confidence in the MCM rep efforts,
in the digital vision,... Nevertheless, even the top enabler has only 30% of
respondents “completely agreeing” – implying that 70% are not there, yet.
Several other key enablers remain in “the dog house” (following the BCG matrix
terminology, “dogs” feature low current use and low growth): , staff training,
channel mix expertise, campaign automation, HCP channel acceptance,
qualitative and quantitative KPIs, and measurement in general.
To me, it appears that everything starts with the training enabler: if budget
holders know what good looks like, they will make the right channel mix
choices, understand HCP channel affinity, know which technology platforms are
needed, and how to measure engagement. The fact that only 21% of MCM staff
consider themselves an expert – and only 6% of marketers…is therefore the
crux of the matter. And as things stand now, the solution is not coming from
global digital leads and programmes either…fewer than 20% of respondents
consider these effective.
The capability area clearly needs to be addressed urgently, to ensure the
increased budgets are spent wisely. Targeted training efforts and governance
are key here.
The hottest space for investment is “integrated MCM campaigns”, which shows
an over 50% increase in terms of “pilots” vs 2016, followed by “erep” and
“eMSL”. “Tablet detailing” on the other hand seems to have reached maturity
(at least in terms of use)– with almost 90% use and under 10% piloting.
In terms of healthcare disruption, we observe another interesting paradox:
over 90% is convinced of the impact of new technologies on their industry, yet
only around 40% feel their company is preparing for it – and less than 10%
thinks it is a key priority for the next few years…Another Maturometer finding
confirms this: while experts state that new stakeholders like payers and
patients will gain ground vs HCPs, the HCP budget focus of our European
respondents is not really changing.
As mentioned in the 2017 overview, we may be witnessing “Multichannel
Myopia” here, with the industry widely digitising the well-known old rep-led
model, while ignoring other segments and stakeholders, as well as new
opportunities like health tech...
Some of the key components of a successful “take-off” for digital in life sciences
will be a solid multistakeholder strategy and roadmap, skilled staff, robust
technology platforms, and continued momentum through successful pilots and
scale-ups.
Enjoy the deck …and the flight!
Key Survey
Statistics
Strategy &
Organization
Business Technology
& Processes
Multichannel
Integration
Measurement
(And now…) Learning to fly!!
Preface
Fonny Schenck
CEO, Across Health
Fonny.schenck@a-cross.com

01
3
Key survey
statistics
© Across Health

01 Key Survey
Statistics
The 2018 edition of the Maturometer has 250
industry respondents, mainly from pharma/biotech
n= 250
© Across Health4
Your industry
2%
2%
4%
92%
Other
Medical devices
OTC
Pharmaceuticals/Biotech

01 Key Survey
Statistics
5%
7%
8%
9%
9%
11%
11%
39%
Other
Japan
China
Latin-America
Africa
Middle East
US
Europe
Most respondents are based in Europe, but there is
a significant group from US, LATAM and Asia too
n= 250
© Across Health5
In which region(s) do you operate?
Respondents could pick multiple regions at the same time

01 Key Survey
Statistics
Around half of the respondents have a local role, the
other half an international one
n= 250
© Across Health6
What is your geographic scope?
National/local
47%
Regional (e.g.
EMEA, Asia-
Pac, ..)
28%
Global
25%

01 Key Survey
Statistics
Balanced spread of levels: 47% is at the Manager
level, and 43% Director or higher
n= 250
© Across Health7
What position do you hold?
10%
6%
37%
47%
Other
Vice President / Executive Vice President / C-Level
Director
Manager

01 Key Survey
Statistics
Most respondents hail from Digital/MCM (36%) and
Marketing (25%)
n= 250
© Across Health8
Your function
7%
2%
4%
4%
7%
7%
8%
25%
36%
Other
Market Access
IT
Medical
Sales
Market Research
CRM
Marketing
Digital/Multichannel

01 Key Survey
Statistics
5%
2%
3%
3%
3%
4%
5%
5%
6%
6%
6%
7%
8%
9%
14%
15%
Other
Vaccines
Psychiatry
Gynaecology
Urology
Pain
Infectious Diseases
Rare diseases
Respiratory
Gastro-intestinal
Diabetes
Immunology
Neurology
Cardiology
Oncology
Across all therapy areas in my company
15% of the respondents operate in a multi-brand role;
oncology (14%) and other major TAs are well represented
too
n= 250
© Across Health9
Please indicate the therapeutic area(s) you are involved in

02
10
Strategy &
Organization
© Across Health

02 Strategy &
Organization
Fewer than 1 in 3 are very comfortable with their digital
strategy and teams; training (a key enabler for
transformation) remains at extremely low levels
n= 202
European Scope
Please rate your level of agreement with each of the following statements based on the
scale below
© Across Health11
8%
30%
30%
39%
40%
43%
42%
19%
19%
12%
11%
8%
Staff well-trained in digital
Strong digital/MC team with board support
Strong digital transformation vision & strategy
Completely agree Somewhat agree Somewhat disagree Completely disagree

02 Strategy &
Organization
Over 50% are not getting the right opportunities to develop
their digital skills…and of these, 25% even consider leaving
the company as a result
12 © Across Health
Do you consider leaving your company because you feel it is not offering you the right
opportunities to develop your digital skills?
n= 250
14%
42%
44%
Insufficient training oppts, and intend to leave the company as a result
Insufficient training oppts, but no intent to leave the company
My company provides sufficient training opportunities

02 Strategy &
Organization
Over 50% indicate that their pace of digital
transformation is (very) slow
13 © Across Health
How would you rate the pace of implementation of digital transformation in your organization?
n=113 (Global/Regional);
n= 114 (National/Local)
3%
2%
15%
18%
32%
21%
44%
50%
6%
9%
National/Local
Global/Regional
Very fast Fast About right Slow Very Slow

02 Strategy &
Organization
14 © Across Health
Healthcare disruption in life sciences:
high likelihood, low level of readiness
93%
32%
95%
43%
To what extent do you believe digital technologies will
disrupt your industry?
My organization is adequately preparing for
disruptions that are projected to occur in my industry
due to digital trends.
National/Local Global/Regional
Great/moderate extent (Strongly) agree
n= 114 (National/Local)
n= 131 (Global/Regional)

02 Strategy &
Organization
Most companies have a central global digital team in place…
n= 250
Do you have a central digital team at the INTERNATIONAL level?
© Across Health15
83%
13%
4
Yes No Don't know

02 Strategy &
Organization
…but their effectiveness continues to be highly
questioned; from 44% (self-evaluation) down to 9%….a
clear potential for improvement
Do you have a central digital team at the INTERNATIONAL level?*
© Across Health16
n= 27 (Global Digital)
n= 24 (Local Non-Digital)
n= 21 (Local Digital)
n= 11 (Global Non-Digital)
* Scores only focus on respondents who said ”Yes” and exclude
“No” and “Don’t know”
44%
17% 14% 9%
56%
83% 86% 91%
Global Digital Local Non-Digital Local Digital Global Non-Digital
Yes, but the impact is low
Yes, and it is highly effective

02 Strategy &
Organization
While there are fewer central digital teams locally (66% vs 83% for
international ones), they are considered to be (significantly) more
impactful than international ones.
Do you have a central digital team at the LOCAL level?
n= 250
© Across Health17
66%
30%
4%
Yes No Don't know
37%
42%
22%
Yes, and it is highly
effective
Yes, but the impact is low Yes, just being created

02 Strategy &
Organization
Slight increase in Healthcare Innovation team
presence since last year – but the perceived impact is
at an all-time low
Do you have a Healthcare Innovation team (digital health, beyond the pill, …)
at the INTERNATIONAL level?
n= 250
© Across Health18
65%
23%
12%
Yes No Don't know
14%
64%
22%
effective
Yes, but the impact is
low
Yes, just being created

02 Strategy &
Organization
International patient engagement teams are also
becoming more common, but the perceived impact is
low
Do you have a Patient Engagement team at the INTERNATIONAL level?
n= 250
© Across Health19
52%
31%
17%
Yes No Don't know
22%
52%
26%
effective
Yes, but the impact is
low
Yes, just being created

02 Strategy &
Organization
4%
5%
7%
8%
9%
14%
14%
15%
22%
No expert agencies with multichannel pharma background available
Customers are not ready
No budget
No senior management support
No headcount to support this
No clear digital strategy
Not enough internal knowledge
ROI questions
Regulatory / legal / Healthcare compliance issues
n= 250
Regulatory, legal and compliance remain top bottlenecks,
followed by ROI concerns and internal knowledge (on par with
lack of a clear digital strategy)
© Across Health20
Please allocate 100 points over these potential bottlenecks for digital in your
organization (highest number = biggest hurdle)

02 Strategy &
Organization
In Sales, lack of training skills and strategy are seen
as key bottlenecks for success in the MCM rep space
n= 25 (Global)
© Across Health21
Please allocate 100 points over these potential bottlenecks for digital initiatives within
the SALES sphere in your organization (highest number = biggest hurdle)
8%
9%
9%
11%
12%
13%
16%
16%
Weak processes
No robust case studies or pilots
Weak success measurement framework
Sales Leadership is conservative
No clear business case (burning platform) for digital for sales
Insufficient technology
No clear strategy for digital selling
Lack of training and skills in the fieldforce

02 Strategy &
Organization
In Medical, the lack of digital strategy and MLR are
seen as the major bottlenecks; training comes in as
third
n= 14 (Global)
© Across Health22
Please allocate 100 points over these potential bottlenecks for digital initiatives
within the MEDICAL sphere in your organization (highest number = biggest hurdle)
6%
6%
7%
7%
7%
11%
14%
19%
22%
Weak processes
Insufficient technology
Weak success measurement framework
No robust case studies or pilots
Medical Leadership is conservative
No clear business case (burning platform) for digital or medical
affairs
Lack of training and skills in the medical team
Medical-legal-regulatory-compliance review
No clear medical strategy for digital

03
23
Business Processes
& Technology
© Across Health

03 Business
Processes &
Technology
n= 202
European Scope
Integration with the business and campaign automation are
growing (but still low overall); the channel mix process
remains a “black box” for pharma
© Across Health24
10%
7%
20%
26%
37%
51%
32%
41%
25%
33%
14%
6%
MC campaign automation
Robust process for channel mix
Digital/MC team integrated with business/IT
Please rate your level of agreement with each of the following statements
based on the scale below

03 Business
Processes &
Technology
Last year’s 20% increase in digital marketing
budget is further reinforced by another 13%
boost this year
n for 2018= 73
European Scope
© Across Health25
If you oversee a product or marketing budget, which percentage of MARKETING budget
is allocated to digital initiatives THIS YEAR?
14,8%
16,0%
15,6%
15,1%
15,7%
18,9%
21,5%
08%
10%
12%
14%
16%
18%
20%
22%
24%
2012 2013 2014 2015 2016 2017 2018

03 Business
Processes &
Technology
The digital budget is currently split 30/60 between patients
and HCPs (with a bigger patient slice in the US)…...with no
real big changes expected in the next 2 years
© Across Health26
n= 91 (Local EU)
n= 11 (Local US)
n= 131 (Global/Regional)
Please indicate the approximate Digital budget split between the following target
segments + How will it evolve in 2 years
23%
29%
46%
45%
28%
32%
68%
58%
45%
40%
62%
50%
8%
13%
9%
15%
10%
18%
Europe now
Europe in 2 years
US now
US in 2 years
Global now
Global in 2 years
Patient HCP Payer

03 Business
Processes &
Technology
77%
36%
14%
55%
9%
9%
Europe
US
Yes No Planned
Almost a quarter of European respondents indicate a lack of company
initiative in terms of raising GDPR awareness – much more so in the
US
27 © Across Health
Have you been exposed (briefed by your company) to the scope and impact of the GDPR?
n= 91 (Local EU)
n= 11 (Local US)

03 Business
Processes &
Technology
Under 60% of European participants ask for GDPR compliance from
their digital agencies
(Note: the survey was run just before GDPR was enforced)
28 © Across Health
Are you asking your agencies for their GDPR Compliance already?
n= 91 (Local EU)
n= 11 (Local US)
57%
27%
43%
73%
Europe
US
Yes No

04
29
Multichannel Integration
© Across Health

04 Multichannel
Integration
The ‘MC rep’ continues to be the only channel component in which
respondent knowledge is growing….key “enablers” (integrated DB
and HCP channel affinity understanding) continue to lag…
© Across Health30
Please rate your level of agreement with each of the following statements based on the
scale below
33%
8%
18%
41%
40%
34%
18%
28%
25%
8%
24%
24%
Reps equipped with digital tools beyond edetail
Good view of HCP channel acceptance
Integrated customer DB across channels
n= 202
European Scope

04 Multichannel
Integration
84%
84%
71%
65%
60%
57%
50%
50%
50%
46%
44%
41%
36%
35%
33%
27%
25%
16%
15%
15%
11%
11%
10%
8%
7%
6%
4%
3%
2%
9%
12%
22%
28%
22%
9%
23%
30%
30%
36%
21%
37%
40%
34%
34%
49%
23%
43%
37%
39%
42%
15%
34%
18%
23%
24%
37%
31%
26%
4%
3%
4%
6%
14%
24%
18%
13%
15%
14%
24%
18%
21%
26%
25%
19%
39%
36%
38%
39%
37%
50%
47%
57%
53%
54%
50%
56%
60%
3%
1
3%
1
4%
10%
8%
7%
5%
4%
11%
4%
4%
5%
7%
5%
13%
4%
10%
7%
9%
23%
8%
18%
17%
16%
9%
10%
12%
Tablet eDetailing
Pharma-owned website*
Email marketing
Approved email
Web Banners
Direct marketing
SEO
Online medical education
Healthcare professional self-service portal
Web conference or virtual meeting
SEA
Mobile marketing
Social media marketing
Social media monitoring
Patient adherence tools
Integrated cross-channel campaigns
Outbound call centre
eRep
Marketing automation software
Virtual eDetailing
e-MSL
e-sampling
Virtual reality
ePrescribing advertising and promotion services
e- or PHR** advertising and promotion services
Remote patient monitoring
Predictive analytics
Artificial Intelligence
Wearables
Standard practice Pilot planned or ongoing Never Do not know / not applicable
n=250
Global Scope
Tablet detailing and the pharma website lead – Approved
emails overtakes direct marketing and banners - also a big
climb for online medical education and self-service portals
* Company, product or disease websites
** electronic or personal health record
© Across Health31
Please evaluate how often you use the following channels TODAY to reach your customers

04 Multichannel
Integration
The BCG matrix for the channel landscape
* Company, product or disease websites
** electronic or personal health record
© Across Health32
Please evaluate how often you use the following channels TODAY to reach your customers.
n=250
Global Scope
 Standard Practice 2018 →
Pilot/Planned2018→
Mid points = Average Scores
Wearables
Artificial Intelligence
Predictive analytics
Remote patient monitoring
e- or PHR** advertising and
promotion services
ePrescribing advertising and
promotion services
Virtual reality
e-MSL
e-sampling
Virtual eDetailing
Marketing automation software
eRep
Outbound call centre
Integrated cross-channel
campaigns
Patient adherence tools
Social media monitoring
Social media marketing
Mobile marketing
SEA
Web conference or virtual meeting
Online medical education
Healthcare professional self-
service portal
SEO
Direct marketing
Web Banners
Approved email
Email marketing
Pharma-owned website*
Tablet eDetailing
0%
10%
20%
30%
40%
50%
60%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%33%
29%

05 Measurement
n= 112 (Nat/Local)
n= 131 (Glob/Regional)
Measurement is clearly more important
at the local level
© Across Health34
Please rate your level of agreement with each of the following statements
based on the scale below
16%
17%
28%
45%
40%
46%
30%
31%
17%
9%
13%
9%
Good mix qualitative & quantitative KPIs
Measure HCP engagement
Measure results of all channels
10%
10%
17%
36%
40%
39%
42%
34%
28%
12%
16%
16%
Good mix qualitative & quantitative KPIs
Measure HCP engagement
National/LocalGlobal/Regional

06 Conclusions
0%
10%
20%
30%
40%
50%
60%
2010 2011 2012 2013 2014 2015 2016 2017 2018
Dissatisfied
Neutral
Satisfied
n 2018= 202
Europe Scope
Satisfaction rates are up…but only back to the 2012 levels; the “neutral”
group is at an all-time high and represents almost 50%...and the
“dissatisfied” segment drops to an all-time low…progress is being made
(albeit slowly)
© Across Health36
On a scale from 0 to 5, how satisfied are you with your current digital/multichannel activities?

06 Conclusions
2%
7%
7%
7%
9%
10%
10%
13%
15%
20%
Healthcare disruption
Moving from HCP-centricity to patient-centricity
Developing a strong integrated emedical offering
Big data and artificial intelligence
Maximizing the opportunities of digital health
Getting robust insights of the omnichannel ecosystem
Upskilling the organization
Moving from product-centricity to customer-centricity
Transforming the fieldforce to multichannel reps
Defining & optimizing the customer journey across multiple touchpoints
Global
Customer journeys and transitioning to a multichannel fieldforce are
still the most important topics for next two years – with customer
centricity and upskilling the organization in slots 3 and 4… the health
tech cluster (AI, digital health, disruption) is clearly not a top prio
Please indicate the importance of these topics to your organization in the next 2 years.
n=250 (Global)
© Across Health37

06 Conclusions The BCG matrix view: some key enablers are being established (top
right quadrant), but others remain in the “dog” house: channel mix,
campaign automation, training, HCP channel affinity…
n= 250 (2018), 273 (2016) - Global Scope
© Across Health38
Robust process for channel mix
Staff well-trained in digital
MC campaign automation
Good view of HCP channel
acceptance
Good mix qualitative &
quantitative KPIs
Measure hcp engagement
Integrated customer DB across
channels
Digital/MC team integrated with
business/IT
Reps equipped with digital tools
beyond edetail
Strong digital/MC team with board
support
Strong digital transformation
vision & strategy
0%
2%
4%
6%
8%
10%
12%
14%
0% 5% 10% 15% 20% 25% 30% 35%
Source: BCG Matrix approach
Mid points = Average Scores
 Completely Agree 2018 →
%changesince2016→
17%
5%
Please rate your level of agreement with each of the following 12 statements based on the scale below:

Thank you!

Appendix – selected Across Health offerings

What is it?
The MTM is a unique pharma benchmark on
multichannel trends & industry maturity,
boasting 10 years of a wide variety of
actionable data and insights
Why is it useful for you?
Better understand your company’s digital
maturity:
• Fact-based as-is assessment to prioritize
digital transformation options and design
multi-year roadmap
• Robust Internal & external benchmarking
Key metrics
Case: Global Maturity Baseline
MTM was used to set the baseline across global
franchises to get the “As Is” maturity readiness as
well as the desired “To Be”.
• 9 brand teams involved
• 50% Global/50% local split
• Key gap areas identified vs industry leaders
• Insights prompted the need for clear and
immediate action
Contact
Sander Geysen, Consultant
sander.geysen@a-cross.com
+32 (0)473 51 72 78
.
www.across.health/multichannel-maturometer
>2k Survey responses over 10 year’s time
to benchmark your specific situation
10 Year celebration in 2018 - tracking a
decade of digital pharma evolution
13 of the Top 50 pharma have already
conducted this study internally
Want to run an internal Maturometer?
Benchmarked building blocks for
digital transformation
Maturometer

Book
What is it?
• 200+ pages stacked with actionable insights
and clear guidelines on omnichannel
customer engagement
• written by seasoned omnichannel experts
Gain in-depth knowledge on how to turn
omnichannel customers insights into strategy,
execution and impact measurement
Key metrics
What customers think
“The book is of immense value, allowing marketing
and brand managers to take more informed
decisions about the channel mix."
Worldwide Multichannel Marketing Head, GSK
Budget & timelines
Order online here.
Delivery typically within 1 week.
.
>2000 Copies sold since first print in
2016
€90 Retail price (excl. shipping)
2018 New edition out – June 2018 - 3
new chapters + updated data
and case studies
across.health/excellerator-capability-building

Workshops
What is it?
• Highly interactive in-company workshops
led by seasoned topic experts.
• Sessions can be tailored by:
• Product/TA
• Internal audience (mktg, sales, …)
• External audience (HCP, patient,
payer,…)
• Region/country
• Develop your omnichannel strategy,
execution priorities and KPIs
• Get a unique deep dive on the tactics that
will work, with evidence-based case studies
Key metrics
“Well-structured, clear and interactive course! It
makes you re-think established values and opinions,
and inspires you to take that next step towards a
new approach.”
Brand Manager Immunology, Celgene
Contact
Kenneth Peeters, senior project manager
excellerator@a-cross.com
T: +32 9 277 77 62
.
64 Average NPS of our in-company
workshops
85% Average score of our trainers
>
1500
Pharma professionals were
successfully trained in the past 2 years
A balanced mix of strategy, industry
examples and implementation tips across.health/excellerator-capability-building

eLearning
What is it?
• Interactive eLearning modules
• Packed with useful insights and practical
tips on multichannel in pharma
• Enriched with business cases and a
knowledge quiz per topic
• Can be easily embedded in your company’s
learning management system
• Enhance channel-specific competencies of
your team with e-learning modules
• Embed in your company’s learning
management system or purchase licenses
Key metrics
“Highly interactive and entertaining way to
address a key training need in the industry.”
EUCAN training leader, leading biotech company
Company-wide licenses or Individual / small team
licenses (via the Across Health eCademy)
Contact
T: +32 9 277 77 62
.
13 modules available with topics ranging
from strategy, to channel
engagement and measurement
25 Average number of minutes it takes
to complete each module
>
1000
Number of pharma professionals who
experienced our modules since 2017
Interactive self-learning at your
convenience across.health/excellerator-capability-building

Channel guides
What is it?
• Company-specific hands-on guides to “how
things are done” at your company,
capturing processes, tools and resources.
• Playbooks include pragmatic do’s and
don’t’s and case studies
• Delivered in slide kits or navigable PDF in
customized design.
•“The devil is in the details”: our channel
guides help you to move seamlessly from the
overall strategy to flawless execution (“where
the rubber hits the road”)
Key metrics
“These modules really made some things click for
me in regards to strategy and planning a
multichannel strategy. Thanks again!”
UK brand manager
Contact
T: +32 9 277 77 62
.
7 Key digital channels are available for
customization
20 Average number of pages of each
channel guide
>
1000
Number of pharma professionals who
used our channel guides since 2016
Customized hands-on reference guides
to leverage channels at scale across.health/excellerator-capability-building

Healthcare
Disruption Tour
What is it?
• Immerse yourself in the rapidly emerging
space of healthcare innovation & disruption
• Visit some of the most innovative, interesting
and disruptive companies in Silicon Valley
• Get a full picture of the health tech landscape
• Be inspired by innovation experts
• Explore new partnership options
• Build an enduring network of innovators
• Prioritize actions to stay ahead of the game
Key metrics
“This is a tour which will bring you the
understanding how a real innovation culture should
look like. It give easy access to new innovations and
an understanding what the opportunities are when
innovation is supported properly. Across Health
know how to organize this and to give you a great
experience in the future world of healthcare”
HDT participant, 2018
Budget & timelines
3 day Public tour (March 2019): €6,5K*
In-house executive HDT (3/4d): on request
*Excl. flights, accommodation and logistics
Contact
Edward Atkinson-Clark, consultant
edward.atkinsonclark@a-cross.com
T: +49 15209071250
.
> 72 Average NPS of our healthcare
disruption tours
20 Average number of participants
per tour
2019 Our next public tour
across.health/excellerator-capability-building

MCM serious game
What is it?
• Create optimal marketing mix to
maximize market share
• Interactive serious game with a focus on
omnichannel customer engagement
• Online, turn-based with up to 15 teams
competing against each other
• Virtual or F2F workshop
• Simulations are the next-best thing to real-
world implementation
• Opportunity to engage key staff across
functions and markets in a time-efficient
way
• Fun learning learning experience that can
be used as part of overall blended learning
program
Timelines
Timing: available Q4 2018
Contact
T: +32 9 277 77 62
.
Apply insights into a dynamic serious
gaming environment across.health/excellerator-capability-building

Multichannel Landscape in Life Sciences 2018

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