c580 executivesummary 2 - exl...
TRANSCRIPT
EXECUTIVE SUMMARY
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E A S TDELIVERING THE PROMISED ROI THROUGH THE CONNECTION OF DIGITAL INNOVATION, YOUR EVOLVING BUSINESS MODEL AND YOUR CUSTOMER
8TH ANNUAL
CONTENTS
INTRODUCTION 3
PRESENTATIONS 4
RESOURCES FOR INFORMATION AND DISCUSSION 22
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INTRODUCTION
If you weren’t able to join us, here is what you missed at ExL Pharma East’s 8th
Annual conference.
With a focus on delivering the promised ROI through the connection of digital
innovation, your evolving business model and your customer, this marquee event
showcased the most relevant strategies, research and case studies on digital
marketing in the pharmaceutical industry today. Held October 21-24 in Philadelphia,
the conference featured the largest expert speaker faculty for an event of this type
globally during 2014.
New this year was “a conference within a conference,” a Mobile Day with all-new
content, a Social/Innovation Day, a Partnering with Agencies Day, and a new
agenda format with greater access to more case studies and more interactive
sessions. Attendees returned to work armed with knowledge to help them promote
internal collaboration and learning methods for their teams, including brand,
marketing, sales, IT, legal, compliance and the MLR.
Content included sessions on how to better understand how healthcare
transformation is forcing pharma to adjust the way it markets to consumers,
education on rolling out an MCM platform targeting HCPs while developing
true engagement, the exploration of the dynamic between brand teams and
multichannel marketing teams, and information on how to optimize creative digital
content utilization across tactics. The summit emphasized the importance of
putting the customer at the center of planning and strategy through optimized
customer-centric measures, carefully implementing social media innovation and risk
avoidance in a post-FDA guidance world, taking a can-do approach to achieving
approvals for initiatives, and much more.
The following are session summaries and highlights from the 2014 conference.
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PRESENTATIONS
Mobile Day co-chairs UTeng Cheang of AstraZeneca and Bob Cannan of Eagle Productivity
Solutions offered a session titled “Welcome to Mobile Day.” While mobile is supposed to be
integrated with everything else, they explained that a separate day is still offered since it takes
time for pharma to be comfortable with something new and new things keep happening with
mobile. The range of topics — such as examples and case studies on mobile successes; ways
to spice up relationships between HCPs, patients and pharma; ways to identify your level of
mobile maturity; and tools to help design mobile strategies — is intended to bridge the gap.
Why? Because there are now more mobile devices than there are people on earth.
In “Creation, Distribution and Repurposing of Content for
Life Sciences Organizations: Rethinking How We Create
and Manage Content that Connects with Customers,” Merck
representatives Marty Kovach and Bernie Madden defined
the customer journey, which includes the stage of journey,
customer activity, customer need, customer touch point,
thoughts and feelings, and context. It is critical to align touch
points to the customer journey. Further, content management
involves responsive storytelling, intelligent content and smart
surface design.
Mitch Lawrence of Next IT led a session on “Virtual
Health Assistants: Reach Customers Directly to Improve
Engagement and Adherence 24/7.” Many companies are stuck
in a rut and a single-focused app is not going to solve the
dilemma. The biggest threats today aren’t coming from your
current competition, but from another industry or product.
Improving adherence rates requires real behavioral change,
which necessitates a direct relationship with patients. A virtual
assistant can be placed on any device or channel to help
consumers do the things they are supposed to do. His final
advice: Innovate or die.
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“Mind the App! Keeping Clear of Dangerous Buzzwords to Create a Meaningful Mobile
Experience” from Ben Greenberg of Medscape discussed the “Apple Effect” in design and
technology. He said that it’s a myth that building an app will bring more eyeballs to your
brand’s message. Promotional messaging needs to be integrated into a user’s native workfl ow,
and that means native to the medium, content and experience. “Great design will make your
product great” is another myth. Software needs to solve a problem or provide a service that
users don’t want to live without. Finally, it is important to support a user’s experience on every
medium.
Robin Kamen of Pfi zer held a session titled “Mobile Isn’t a
Strategy.” Rather, mobile is a crucial part of multichannel
marketing, which involves multiple screens and offl ine
marketing — and a seamless transition between the two.
Healthcare practitioners want information about a brand that
is easy to fi nd and digest. More than 80 percent of nurse
practitioners, physician assistants and pharmacists say mobile
device usage has resulted in improved patient care, and they
use mobile to search, communicate with colleagues, access
professional resources and take notes. Interestingly, patients
of doctors who use mobile apps in the exam room are more
likely to use apps themselves, and are more likely to switch
medications. Kamen also stated that old messages won’t work with new technology, and that
messages must be shorter, more targeted and prioritized, and involve video.
UTeng Cheang of AstraZeneca shared “Purpose-Obsessed
Design: How a Design Philosophy Guides Marketing
Strategies.” All disciplines of digital media design come down
to user experience — which includes visually pleasing graphics,
smooth animation, an easy-to-use interface and great sound
effects. Appropriate use of digital media plus context equals a
good user experience. Companies should ask: “What is the one
thing I want users to do/see at this particular moment?” To do
that, Cheang said that one must design by thinking like a user,
not a designer. The heart of mobile marketing is to identify the
mobile moment and context and help users achieve the user-
identifi ed goal at those different moments. The link between goals/KPIs and tactical goals/
KPIs is what turns data into insights.
THE CANADIAN FORMULA: PAID MEDIA ASSEMBLES AUDIENCES, COMPELLING CONTENT ENGAGES, AND DIALOGUE KEEPS THEM
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“Transforming HCP Clinical Content Engagement” from
Chantal Kolber of Wolters Kluwer focused on starting
conversations, teaching and engaging, and building stronger
relationships. Digital marketing in clinical content involves
using clinical content across multiple channels, leveraging
HCP clinical content to drive engagement and pull customers
into the marketing environment, and maximizing your
marketing investment. She analyzed the importance of primary
research in making clinical decisions and offered details on
the increased HCP access of web and app clinical content.
Transforming article content with embedded video, as an
example, can increase author involvement, enhance content
and engage readers. Leveraging multichannel journal engagement is another great idea for
further engaging all parties. Easy integration of rich marketing content includes enduring
content (KOL videos, product demonstrations, white papers and commercial reprints) as
well as hyperlinks (websites, landing pages, social media and customer service emails).
Interestingly, ads with video see a 450 percent increase in engagement rate as well as a 50
percent increase in time spent. All of this can lead to increased engagement within a trusted
clinical environment.
Pursuit speakers Eunjoo Pluenneke and Steven Robinson
offered details on how to “Test Your Mobile Health.” A 2014
survey by Pursuit revealed that most organizations are not
mobile mature, that most don’t have a mobile strategy and
that mobile spend is not highly efficient. Organizations are
investing more in apps than mobile websites, yet those apps
aren’t achieving their desired objectives. A mobile road map
can facilitate future maturity. The research further indicated
that it is important to stay aligned with multichannel outreach
and to avoid building apps simply for the “wow” factor —
you need to have a clear strategic intent or performance
objectives.
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“Leveraging Big Data to Drive Scale and Reach for Healthcare
Marketers” from Patrick Aysseh of Tomorrow Networks
discussed the explosive growth of mobile. In 2014, mobile
accounted for one-quarter of all media consumption. Ad
spend shifted to mobile, too, and tripled between 2012 and
2014. Tomorrow Networks focuses on increasing prescribing
volume and brand awareness among targeted consumers
and specialty HCPs while protecting/growing market share
for marketing outcomes by developing innovative ways to
leverage big data to execute scalable campaigns to qualified
audiences. Customized, data-driven ad solutions can address
specific business needs.
David Lee Scher of Frontline Medical Communications shared “Digital Patient Engagement:
Role of the Clinician and How Pharma Can Help: Results of a KOL Roundtable.”
Characteristics of patient engagement are active participation, shared decision-making
and patient motivation so the patient is able to receive the greatest benefit from available
healthcare services. Barriers to engagement are time limitations, wide variance of patient
health and digital literacy, clinician workflow, and more. Empathy is the missing and necessary
prerequisite of patient engagement; digital tools can serve as an extension of empathy.
Characteristics of ideal digital health tools are as follows: tools that interoperate with EHRs;
information conveyed in plain language with developer input from behavioral, clinical digital
tech and UX experts; and tools that address a broad array of patients and caregivers. Pharma
can help by providing easy-to-electronically-prescribe tools, which can affect adherence and
provide useful metrics. It is important to engage digital KOLs in marketing to power clinician
interest and support.
Scott Powers of Novartis presented a customer use case on “Truly Leveraging the iPad as a
Tactical Productivity Tool.” Powers offered simple maxims to follow to make things happen
in mobile: the iPad is not a laptop; you can learn a lot just by listening; it’s essential to use the
right tool for the right job; and you will lose it if you don’t use it. Many reports were reflecting
the “old way” of doing things, which created a need for new reporting. Novartis discovered the
possibility of linking apps to bolster reporting capabilities. This new option provides a simple
way to get immediate information at your fingertips, using mobile the way it was intended.
He also recommended leveraging local experts, creating a handbook and only bringing in
what is useful to provide actionable information. Next steps in this area will be to add more
types of data and better indicators as well as a self-service model for training and better
interconnectivity with iRep.
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“Reps Are from Mars: Spice Up Your Relationships with Detail
Ads” from Keith Liu of Klick Health focused on leveraging
CRM/CLM platform capabilities to improve relationships with
HCPs. Liu’s first tip was that knowing something about the
audience sparks engagement, so it’s important to track HCPs/
HCOs along their journey, utilizing those insights to build
dynamic conversations. Further, technology can be a coach to
empower reps; investing in the right tools and content will also
accelerate success. All of this can help drive initiatives with
faster speed to market, allowing for greater ease of delivery
and data-driven intelligence.
Bob Cannan of Eagle Productivity Solutions and Jay
McKeekan of Bayer presented “Rising Above the System:
How to Rescue Productivity from the Jaws of Technology.”
As the amount of data and number of marketing channels
both continue to increase, CRM is more important now than
ever before. Mobility is accelerating at a fast rate and complex
level, and CRM is what unifies research, engagement and
strategy. Integration and change management, often missing
pieces of the puzzle, are critical to the success of any CRM
effort. According to Cannan and McKeekan, it isn’t technology
that fails, but our ability to address the business need, and
technology is ultimately just a tool to use to serve customers. The opportunity to deliver a
sustainable, competitive advantage comes from taking an integrated approach to executing
customer centricity.
John Mack, “the Pharma Guy,” shared “A Formula for Creating Patient-Centric Mobile
Health Apps,” which often suffer from low functionality and undocumented, untested efficacy
plus unreliable developers. Many new developers are novices when it comes to regulations.
Mack argued that the industry should proactively create “Guidelines for Mobile Health
Apps Developed by the Pharmaceutical Industry” in the same manner as it developed DTC
advertising guidelines. His formula for good mobile health apps is to create apps that satisfy
patients’ needs, are transparent and provide reliable health data management, adding that
reliable health data management leads to good privacy practices and data security.
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“The Chairpersons’ Opening Remarks” from Joe Shields and Megan Lopresto started with a
welcome and goals — to make the audience laugh, become oriented and feel inspired — with
a focus on mobile, digital and social. Per Shields and Lopresto, “it really is a digital world,” and
approaches must change accordingly. The language of digital is now the language of business
and health. It all starts with an idea and requires passion, persistence, perseverance, prowess
and pull-through. They encouraged attendees to challenge themselves, take a risk, let down
their guard, ask questions, network, share and embrace the opportunity.
Joe Shields of AstraZeneca moderated a panel called
“Walking the Talk: Customer-Centricity.” Panelists were Craig
DeLarge of Merck, Peter Justason of Purdue Pharma, Akash
Pathak of AbbVie and Dave Ormesher of Closerlook, Inc. The
panel focused on customer-centered brand management,
customer experience management and customer interaction
management. Shields asked audience members, “Would you
build your app, service, adherence program, etc. differently if
you had to charge customers for it?” They encouraged inside-
out to outside-in thinking and processes and recommended
using customer management for future success. Other tips
were to create a data culture, invest in capabilities, work on relationship management, market
in the year in which you live, build a customer journey, build a system, offer value and be open
to change from within.
Jay Mandel of MasterCard provided tips on “Priceless
Storytelling.” If you want great content, you have to be great;
if you settle for good, it will be content marketing garbage.
Mandel suggested that companies forget about the marketing
and simply create great content. Being a great storyteller
requires telling stories people want to hear. Further, user-
centered marketing puts the needs, wants and limitations of
end users at the heart of each stage of the decision-making
process when designing programs to create awareness, intent
and conversion within markets. Focus on the user’s passions, on organic social discovery.
Since content marketing budgets are rising, the pressure is on to deliver results, and a
relentless focus on measurement is critical. The fi ve steps to getting started are: 1) Finding
your goal (the why); 2) Determining your audience; 3) Writing content for your audience; 4)
Making sure your content is resonating with your audience; and 5) Iterating.
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Phil Storer of The Navicor Group and Bruce Rooke of GSW
asked the audience “Who’s Afraid of the Big, Bad Wolf (aka
User-Generated Content)?” While it’s the darling of the
consumer world, the phrase “user-generated content” often
strikes fear in the heart of responsible pharma marketers, so
the duo offered insights and examples on how to use such a
powerful resource (while remaining within FDA guidelines) to
boost a brand’s credibility, relevance and authenticity. User-
generated patient blogs, YouTube videos and social media
posts can all be a valuable tool for any company. Perhaps most
importantly, millennials trust user-generated content three
times more than company websites.
Pete Dannenfelser of Janssen Pharmaceuticals and Zoe Dunn of Hale Advisers spun an
interesting narrative in “Digital Folklore: A Pharmaceutical Marketing Tale.” They crafted their
own fairy tale about Princess Pam, which told of how “once upon a time, the pharmaceutical
industry journeyed into the magical yet scary land of the World Wide Web.” While the digital
innovator is the new breed of hero, many explorers lost their way in the dark woods by falling
prey to tyrannical infrastructure. Pam helped to reveal that the sky was not falling and that
regulations will not blow your house down. Even the ugly duckling of SEM can blossom into a
beautiful swan. The moral of the story? Be nimble and quick and share your gifts.
“First Round Draft Picks: Social Media Landscape Post Guidance” from Jay Goldman of
Klick Health discussed the FDA’s social guidance and how it affects the current and future
social media landscape. Discussion forums, wall posts and comments are all considered
owned versus paid social media. When discussing the challenges of using social media
in a responsible way, he highlighted examples of several best-in-class posts and videos
on Facebook, Twitter and YouTube. While it takes more planning, many companies are
successfully and effectively using social media to advance their mission.
Sam Sukoneck of Bristol-Myers Squibb provided information on “Optimizing Multichannel
and Brand Partnerships to Achieve Results,” adding that it sometimes takes a village
— a partnership. In particular, live chat has been successful for the company, driving up
engagement and interest, and tablet interactivity is an important feature. Since business
planning can be complicated, taking a proactive approach and having a social media expert
is ideal. The challenge for pharma is that the volume and complexity of data delays optimized
decisions. Collaboration is the key to success and KPIs must measure valid behavioral
objectives.
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Gregory Lief of Biogen Idec shared “Weaving the Fabric of an Integrated Organization.”
When working to assimilate various aspects of your business, areas of focus are launch
excellence, market excellence, digital customer engagement, technology infrastructure and
patient insights. Trends are starting to come together as Marketing University includes courses
on product launch and digital technology, and as product strategies incorporate digital
plans. Further, early development planning embeds digital technology. Digital must integrate
everything — patient insights, patient engagement, strategy and launch.
Prodeep Bose of The CementBloc explained “Why You
Should Engage with Your Customers Before They’re Your
Customers.” He said that systemic shifts happen when internal
motivators align with external forces, and real change needs
critical mass, hence the value of the long view. Ultimately,
early engagement drives loyalty and results in influence
and business impact. The share of blockbuster drugs in the
United States is projected to shrink, and growth is now in the
smaller categories. Further, mergers and acquisitions activity
suggests that companies are restructuring to better embrace
specialization, enabling a shift in spend from brand platforms
to portfolio/franchise platforms. Such platforms offer multiple opportunities, including
integration, a patient-centric approach and value orientation. The three Ps of innovation are
partners, people and point of care.
Marjorie Reedy of Global Market Research Excellence presented “The Digitally Empowered
Healthcare Consumer: How the Internet Is Influencing the Patient Journey and What
It Means for the Healthcare Community.” Reedy’s case study detailed how the Internet
is helping patients take charge of their own health. She explained that digital is a vital
resource at all stages of the patient journey, that it is driving better healthcare outcomes and
challenging the healthcare community. In fact, of the more than 23,000 healthcare apps, more
than two-thirds of them target consumers. Interestingly, 60 percent of doctors say social
media improves the quality of patient care. Nearly 60 percent of pharma companies have
dedicated digital marketing groups that chiefly focus on social media and mobile applications.
Pharma companies, then, must do their homework to deliver the right message to the right
target with the right digital platform. Understanding consumers — who they are, where they
are online, why they are online and what experience they are seeking — is critical.
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Michael Rowbotham of Pfizer offered advice on how to “Differentiate Your Brand Through
Customer Experience — And Why Pharma Isn’t Very Good at It.” Flow starts with customer
experience and hinges on pharma’s ability to deliver and discuss. Per Rowbotham, you know
good customer service when you experience it and you complain when you don’t get it. It’s
important to determine where your brand adds value on a customer’s daily journey. The
strength of a relationship depends on the difference between the customer’s expectations
and the ability to deliver on them — the moments of truth on a customer journey. In pharma,
expectations from the customer are that you will be able to inform them about how to treat
their patients better, answer all of their questions and personalize communications to them to
show you know who they are. It’s helping, not selling. Digital engagement can deliver positive
customer experiences.
In “Multichannel Digital Strategy: Think Different,” Bert van Ejik of Boehringer Ingelheim
noted that companies that adopt digital strategies are better positioned to take advantage
of rapidly changing business technologies and leap ahead of the competition. In hopes of
providing value to all of its key audiences, the company aims to know and understand the
customer so well that products sell themselves. In a recent survey, 55 percent of HCPs “totally
agreed” that digital was essential to their practice. Reaching patients through physicians is an
important strategy and opportunity, and social media — including YouTube and Wikipedia — is
a good way to do so. Businesses must learn to ask the right questions and move away from
sales-focused, one-size-fits-all messaging. Further, it is important to understand the interplay
between channels and leverage each to strengthen the other.
Focusing on true HCP engagement and pharma’s evolving role, Erik Dalton of Healthcasts,
Ara Dikranian of the San Diego Arthritis Medical Clinic and Annie Singer of Bristol-Myers
Squibb delivered “Communicating Through the Physician Voice: Engaging HCPs on Their
Terms.” They asked the question: How do physicians interact and have a conversation
in today’s digital world? Leading experts weighed in on physician-member insights
and questions, revealing that 92 percent of rheumatologists reported challenges with
managing and treating patients with psoriasis or psoriatic arthritis and that 97 percent of
rheumatologists prescribe combination therapy for patients with inadequate response to
methotrexate. Delivering on the educational needs of physicians involves four key elements:
1) Educational content distributed to a relevant physician audience; 2) Surveys and FAQs
developed for physician feedback; 3) Follow-up educational pieces based on analysis and
physician questions from surveys; and 4) Tailored messaging for specific audiences to deliver
the most impactful message in a controlled, MLR-approved format.
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Jim DeLash of GlaxoSmithKline presented “Contradictions: The Changing World of
Pharmaceutical Marketing.” Future success in the industry will entail more sophisticated
analysis, the development of additional content and better use of technology for patients. On
the one hand, data is more available, but on the other, marketing analysis is more complicated.
Setting clear, specific objectives is the only way to get meaningful analysis. Pharma reps have
less access to doctors today, but there are more ways to reach doctors using digital channels.
As such, pharma companies need to build more content to strengthen digital relationships
with physicians. Lastly, patients have more access to information, but there is no change in
patient adherence rates. Patient adherence programs need to be designed to use technology
more than they have in the past.
Deb Nevins of Boehringer Ingelheim explained “The Marketing Changes You Should Be
Making.” Nevins believes that healthcare is about outcomes and pharma needs to get in the
game, that understanding true customer needs is the holy grail, and that education is key to
changing how you market. If customer needs don’t match your brand objective, it’s time to
re-evaluate the relationship, aligning behavioral and communication needs with the customer.
Additionally, big data is now smart data and one size does not fit all. The idea of content
marketing is to attract and retain customers by creating and curating relevant and valuable
content. To that end, content must be continuous. One message broken up and then pushed
everywhere will not lead to better engagement.
Scott Monty of Shift Communications led a session titled
“Connecting with Consumers in Highly Regulated Industries.”
In it, Monty stated that Big Brother is watching and that
regulation is everywhere — so resistance is futile. While it’s
on the rise, trust in organizations is still weak, and peers and
experts are considered more trusted sources. It is important
not to treat people like they are stupid. According to Monty,
consumers feel that “if you wish to persuade me, you must
think my thoughts, feel my feelings and speak my words.” His
advice for creating better connections with customers? Listen.
Legal is your friend. Hire strategists, not tacticians. Observe
who’s doing it well. Aim for the heart.
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Tom Jones of Makovsky provided relevant insights on “today’s
health consumer” in his session, “Patient Experience Involves
Community.” Relationships are evolving, and the new reality
is that when consumers want something, they want it now!
Companies are no longer the source of health information,
with WebMD leading the way at 62 percent. While Wikipedia
is also a popular source, WebMD and pharma-reviewed
content remain the gold standard. After a diagnosis, the first
thing people research is symptoms, followed by treatment
options, and then specialists and care centers. While the
treatment path is via mobile, only 28 percent of pharma
websites are optimized for mobile. Further, minorities remain
underrepresented in outreach. Today one in three Americans would trust a disease-state
website sponsored by a pharma company, and consumers are open to visiting a pharma-
sponsored disease website and sharing their personal health information. Likewise, consumers
are open to community; to understand a disease or improve care options, 90 percent of
consumers are willing to share personal health information. To use this openness to your
advantage, creative ideas need to be more pragmatic — include real-world examples and be
vigilant about regulatory monitoring. Keep in mind that integration is the new creativity.
With a focus on patient targeting and building customer
loyalty, Betty Michelson of IMS Health offered “Connecting
with Patients Through Multichannel Engagement.” Key
success factors include understanding the customer, optimal
messaging, cross-channel integration and actionable insights.
Trends driving change in the marketing model include a
shift from brand-centric to customer-centric engagement
opportunities, a changing channel mix, exploding data
sources, and performance accountability. The new customer
engagement model is a 360-degree multichannel approach.
The key ingredients for moving up the curve of any
relationship management strategy are robust data, a technology platform, team and partner
skills, and operational processes. Trigger-based journeys ensure ongoing relationship building.
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Phil Baumann of Healthcare Connexions shared a presentation on “Operationalizing
Engagement with Patients and Healthcare Providers.” Today the collaboration cluster
includes the brand team, marketing, legal, public affairs, PV/drug safety and other parties.
Process mitigates risk and structure supports returns. Lower risk includes discovery and
publishing while higher risk activities are responsive engagement and targeted outreach.
Having the right staff (including licensed individuals) is also important throughout the process.
Finally, understanding patients as humans must be a team effort that looks at the whole
person.
Imran Haque of Zoetis presented “A Dog and Pony Show,” defining innovation as insights
plus execution plus scale. Haque encouraged companies to break through by challenging
legacy and dominant logic and owning their innovation via a measurement and portfolio
approach. He further noted that innovation can be incremental and can even be a
byproduct. He encouraged the audience to select sponsors and colleagues carefully, and
that partnerships work and speed matters far more than perfection. Nevertheless, customer
experience matters the most. His final thoughts were to be deliberate, set expectations, have a
portfolio strategy, partner smartly and market your brand.
Jay Denhart-Lillard of Eli Lilly focused his presentation on
“Solution Design in the Workflow (and Lifeflow) of Your
Customer.” His advice was to investigate new ideas, test them
and roll out the ones that work. He added that time pressure
is pervasive in healthcare, and that individuals expect pay to
be based on outcomes; further, motivating patients remains
a challenge. Physicians note that shifting reimbursement,
financial management, time with patients and the Affordable
Care Act are their biggest challenges today. In the future,
they intend to increase practice efficiency; explore different
business models; and adapt business technology, in that order.
Doctors generally welcome solutions if they fit within their
workflow. Ultimately, it comes down to understanding how doctors and patients get things
done. From the pharma point of view, a shift needs to be made from “What message do I
want to deliver?” to “What experience do I want them to have?” Improvement comes from
respecting workflow, meeting needs, designing experiences with people at the center, and
testing and learning.
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Mike Spitz of Klick Health provided details on “How to
Personalize Non-Personal Promotion for HCPs.” HCP and rep
interactions are now less frequent and more costly. Likewise,
reduction in sales forces is hurting more than helping, orphan
drugs are crowding additional reps into offi ces, and systems
consolidation is further constricting reps. Digital is both the
villain and the hero — it has contributed to the death of the
sales force and the rise of the e-physician. The new digital
norm is to expect personalization. Infusing non-personal with
personalization is the defi nition of brand commercialization
methods that learn from HCPs’ digital fi ngerprint to provide
custom content and even help close the loop with rep
visits. The four keys are targeted outreach, custom engagement, personalized fulfi llment,
and metrics and optimization. This circle takes reps from limited access to continuous
engagement. Additional tips from Spitz included the following: heighten interactivity at every
touch point to get HCPs more involved and to share more data about themselves; partner with
experts to create optimal HCP clinical experiences and build the technological infrastructure;
and continue the dialogue because audiences are increasingly demanding and digital is
forever evolving.
“Social Is the New DTC” was the subject of a presentation
from Malcolm Bohm of Liquid Grids, who noted that social
has changed marketing dynamics. People now talk about their
health online: 100,000,000 people search, discuss and share
health information online on a daily basis. Health information
is also shared with others with strong ties. The goal for
companies, then, is to fi nd, target and convert, using keyword
analytics to build contextual ads and campaigns to attract,
engage and convert. An interactive consumer experience
involves creating engaging experiences, extending the story
visually, driving viewers to action, and making sharing easy
and obvious. Bohm also provided FDA and FTC guidelines based on the current regulatory
landscape.
Personalization Expectation: The New Digital Norm
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Rich Altus of the PDR Network delivered a session on
“Prescriber Engagement in the EHR.” PDR created the
Prescriber’s Engagement Index to be the industry benchmark
for measuring advancement in workfl ow effi ciency and value
extraction among EHR physicians. Evaluation categories were
managing the practice, prescribing support and facilitating
patient-provider communication. In 2013, the aggregate score
was at the “explorer” level, which means the prescriber is
actively engaged with the EHR during the patient encounter
but continues to rely on external sources to support
information and communication needs. By actively engaging
with EHR, the aggregate score moved up to “Leader” in 2014,
which indicates that prescribers experience increased workfl ow effi ciency and are delivering
a better patient experience as a result of tools and resources accessed within EHR. The key
driver of increased engagement is the use of prescribing support tools. This means that
brands need an effective point-of-prescribing strategy. Prescribers are also asking for the
“pricing genie” to come out of the bottle.
As part of Social/Innovation Day, chair Shwen Gwee of Digitas
Health delivered a pop quiz on relevant topics, noting that
the FDA hadn’t convened an open forum for Internet topics
between 1996 and 2009. Following that, there was a federal
mandate for the FDA to deliver social media guidelines by
mid-2014. Gwee also pointed out that, if Facebook users were
a country, it would be the second largest one in the world,
which makes guidelines on using social media all the more
important. The major social platform with the highest adoption
among HCPs for professional use is LinkedIn. The majority of
pharma execs agree that the industry is behind when it comes
to digital. The new ways of driving customers from awareness
to advocacy largely revolve around digital and social. Real-time marketing using LinkedIn,
Tumblr, Facebook and other platforms can create conversations and impressions. A holistic
approach to social media adoption is generally the best strategy.
18www.digitalpharmaseries.com/east
A presentation from AdhereTech’s Josh Stein focused on the patented smart pill bottles
that increase adherence to high-cost specialty meds and help with tracking adherence
within clinical trials. The bottles send data in real time and the system automatically analyzes
information and populates a dashboard. Patients can also choose to receive custom
reminders. The business models are for both specialty pharma and clinical trials and research
studies. The generation two bottle, with the look and feel of a more traditional pill bottle, will
be released in 2015. Benefi ts include zero setup for patients, an unchanged patient workfl ow,
passive data collection and ease of use for the non-data savvy.
In “Winning the Moment” from Jeremy Anderson of
Twitter, Anderson stated that “the moments that matter are
happening now on Twitter.” Why? Twitter is live, public and
conversational, and it provides the opportunity to reach more
than 279 million active users who produce 1,000,000,000
tweets every two days. He showcased a variety of tweets that
subsequently reached the world and highlighted the ALS Ice
Bucket Challenge of 2014, which saw 4.5 million mentions in
14 days with $110 million donated to ALS. Furthermore, Twitter
increases ROI from TV advertising, allowing companies to
leverage existing content to spark conversation. For pharma
in particular, Twitter can be part of everyday moments
(conversations about allergies, for instance) as well as targeted advertising. Additional
strategies include disease observances, advocacy, education and real-time focus groups.
Stephanie Katzman of LinkedIn Marketing Solutions delivered “The Doctor Is IN: Leveraging
LinkedIn for Pharma.” Just fi ve years ago, LinkedIn helped people connect, communicate and
manage their network; today, it is all about connecting, engaging and consuming content.
As a matter of fact, one of every two professionals on the planet is on LinkedIn. Content is
core to the site and represents 85 percent of member engagement. The overall healthcare
professional audience is also growing on LinkedIn — 2013 alone saw a 30 percent increase.
Further, healthcare professionals are open to interacting with healthcare brands on LinkedIn
and will increasingly access continuing medical information, research fi ndings and conference
information. Therefore, there is an opportunity for pharma to share timely news, event
participation, research fi ndings, industry thought leadership, insights, tips and more.
Twitter, Inc. | Confidential
Leverage existing content to cultivate conversation
Print Advertising
SEO / SEM
Internet Marketin
TV
eMarketing
Radio
Public Relation
Direct Marketing
Social Media
19www.digitalpharmaseries.com/east
Rupal Nanavati of Dell shared a presentation on “Social
Media: Insight and ROI.” Dell has used social media to
gather new product ideas, improve customer service, bolster
talent acquisition, and build fans and sales. The core metrics
used in social media analytics include fans and followers,
engagement, conversion volume, traffic delivered to company
websites, reach, share of voice, sentiment, and trends over
time. When leveraging social media in the pharma industry, it
is important to listen, communicate and engage, going beyond
just Facebook, Twitter and Instagram into psychographic,
engagement, physiological and consumption data. To that end,
Dell has created a “Single Score” metric to analyze and engage
the complete patient ecosystem.
“Getting to Know Your Community” from Sebastian
Hempstead of Brandwatch focused on social media analytics
and the ability to get insights from social data in pharma.
A study found that companies should report adverse
events but not go looking for them and that many potential
adverse events in social media are non-reportable; there
simply aren’t as many branded AE cases as one might think.
When segmenting audiences, options include a historical
data set, sample size, random selection, manual selection,
and sentiment versus emotion. Informed messaging can
then help companies reach their audience. Identifying key
opinion leaders and creating a social panel are two additional
strategies for success.
“Social Innovations in Healthcare” from Pat MacWilliams of Healthcare Google stated that
the one thing all good content has in common is that it feels authentic. However, making great
content isn’t easy. Building great content entails connecting with consumers and conveying
the right message at the right frequency. This includes a combination of pull, push and go-
big content designed to increase awareness. Content should educate (inform consumers and
answer their questions and concerns), entertain (tap into consumers’ passion points and build
loyalty) and inspire (connect emotionally to consumers with hero content that is inspirational,
memorable and able to invite participation).
20www.digitalpharmaseries.com/east
Robert Stern of IBM Watson focused his presentation on
the idea that “If You Are Not in the Workflow…You Have No
Voice.” The company’s Point of Care app leverages natural
language questions (using microphone audio or typewritten
text) for Watson to decipher what the physician is looking for
and to offer the best potential answers. It has been used to
examine a myriad of conditions. It tracks HCP decision-making,
shares patient education materials, gathers patient behavioral
data about the use of pharmaceuticals for key conditions,
enhances patient compliance and adherence, and more.
Benefits of the app include shared decision-making between
HCPs and patients, more goal-oriented patient disease
management with efficient office visits, and improved HCP/patient communications, among
others.
David Howe of Lumina Care Solutions emphasized the importance of the “Right Drug and
the Right Dose and Right Time for Each Patient.” Resistant bacterial infections currently add
$10 to $20 billion in excess hospital costs, and the rate of resistance continues to increase. The
high cost of developing antibiotics means that the current approach isn’t feasible for resistant
bacteria. As an example of a solution, Lumina Care’s cloud-based platform provides a six-fold
reduction in time for selecting the appropriate treatment, enabling faster trial recruitment and
improving patient outcomes.
“Solving for Rx Adherence” was the focus of a presentation from David Weingard of
Fit4D Adhere. For pharmaceutical companies with a branded drug/device, Fit4D improves
adherence, optimizing the mix between technology and human touch points. Pharma
challenges are that patient adherence is poor and poor adherence is costly; moreover, solving
for poor adherence is complicated. By truly customizing engagement and use of technology
to scale for diabetes patients, Fit4D is personalized, takes a voice and provides a good use of
technology.
21www.digitalpharmaseries.com/east
For Partnering with Agencies Day, chair Augustine Fou
of Marketing Science Consulting Group talked about the
intersection of agencies, clients and consultants. The session
focused on hands-on collaboration to identify challenges
in agency-client relationships and to create practical steps
that increase efficiency and productivity. His discussion of
technology trends, noted that the majority of our daily media
interactions are screen based, and in 2014, people spent more
time using digital devices than watching TV. Users now have
instant and constant access to information, which means
that offline conversations are now taking place online. More
agencies are specializing in digital outreach (many clients now
view smaller as better) to help companies meet digital goals, even as more companies are
bringing agencies in-house to save money.
“Performance and Metrics from an Agency Guy Turned
Client” showcased that shift in perspective from Alejandro
Potes of Medtronic, who noted that the client-agency
relationship is like a marriage (it goes through every potential
stage from courtship to divorce). Potes then gave delegates
a reality check; he said that change does not come easy to
companies and must involve processes (status, follow-up,
planning and content creation), tools (including a roles and
responsibilities matrix), and a plan. Ultimately, your agency
is as good as the person you work with. When it comes to
performance metrics, don’t assume your agency knows what
you want — determine and visualize what success looks like together. A good client scorecard
includes clear instructions, scope of work and expectations, and adequate information and
availability.
Ross Nunamaker of Olympus America discussed issues with vendors in “How to Identify the
Right Agency for the Job and Position Them for Success!” He gave participants some tips for
selecting a vendor (talk, listen and explore) and a reminder of what can derail projects when
deciding to hire a vendor, including complexity, project definition and the selection process.
In making the decision on a vendor, don’t be democratic, don’t circle back unless you have
to, and don’t notify anyone about an agreement until paperwork has been signed. Companies
should also use clearly defined project milestones and require reporting when crafting a
contract. Additionally, Nunamaker suggested being honest with vendors who weren’t selected
and keeping communication flowing.
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