Jun22

Google Changes Search Ad Format For Pharma Brands

Search-For-PharmaGoogle has announced that it will be updating the Google Search ad format it offers to healthcare and pharmaceutical brands. This change affects support for pharmaceutical brands with black box warnings and those that require adverse event information as part of the ad.

URL architecture for black box brands

As of July 20, 2015, Google will be moving to a common AdWords format that no longer supports an additional line of copy and additional URL for black box brands and those requiring adverse event language. This is an evolution that is optimized for its paid search marketing solution that has been available to pharmaceutical advertisers for the last five years.

An example of how a brand might be using search engine marketing in Google AdWords before and after the July 20th update:

Pre-July 20th AdWords Example:
Brand Ad 1
Post-July 20th AdWords Example:
Brand Ad 2

 

 

 

What does this change mean for pharma brands?
Brands that are currently using Google AdWords for marketing will need to consider a rewrite of existing creative and landing pages. The pages that the new AdWords ad links to will need to prominently feature adverse events information for the product. This will require revisiting of search marketing strategies as well as potential user experience and design changes to optimize inbound traffic from paid search campaigns.

Brands currently using paid search programs with Google should leverage Google’s Sitelinks feature, which provides several links to content within a product website within the AdWords format. Product managers and agencies should also reinvest in paid mobile search with this change, as there is a broader efficiency with this change in having a single ad format for all platforms (desktop and mobile search).

Post-July 20th AdWords Example with Sitelinks:
Brand Ad 3

The changes to Google’s AdWords program will have a significant impact on pharma brand website marketing performance as well as the cost of paid search solutions currently used for search engine marketing programs. Expect to see changes in your category as well as behavioral changes for your paid and organic search performance.

Next steps
The changes to Google’s AdWords program will affect every brand using paid search for healthcare professional and consumer engagement. Work with your agency partner to identify the best counter-measures for these changes and how to recalculate your performance metrics.

Ogilvy CommonHealth offers digital strategy, content strategy, creative development, and analytics services for all of our clients to guide brand leadership through these and any future changes to search engine marketing and market changes in digital and traditional media.

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May28

Satisfying Patient Needs Across Generations via Patient Portals

When it comes to healthcare, patients from the “Greatest Generation” to Millennials want three things: 1) a strong patient-physician relationship, 2) easy-to-understand healthcare information, and 3) this information? preferably in a digital format. How do we accomplish all three? Before we answer that question, let’s take a look at how different generations access healthcare information.

Monica Wong Blog Image

The “Greatest Generation” (Age 65+)
While almost 60% of people ages 65 and older use the Internet on a daily basis, this generation of patients are heavily influenced by their doctors when it comes to recommendations, health information and referrals. However, children and caretakers of this generation, Baby Boomers, may also play a role in making these decisions on behalf of the “Great Generation.”

Baby Boomers (Age 45-65)
While this generation is also influenced by physicians, Boomers are more likely than the “Greatest Generation” to research their options, challenge assumptions and rely on peer-to-peer conversations to make their healthcare decisions. 79% of Baby Boomers go online every day or almost every day. A Google/Nielsen Boomer Survey also reported that 78% of Baby Boomers have searched for health information after seeing something on TV. Baby Boomers also influence healthcare decisions of their Gen X and Millennial children.

Gen X (Age 30-45)
According to research done by Smith & Jones Healthcare Marketing, Gen X are only moderately responsive to healthcare advertising. Since this generation is the first to experience the digital age, Gen X shops for healthcare like they do for retail goods and services. They are partial to TV and in-office messages compared to other forms of marketing channels, but they also have a tendency to search for ratings and reviews online, as experience matters to them.

Millennials (Age 20-30)
Like Gen X, Millennials highly value positive patient experiences. They are young and healthy and as a result, they mainly use healthcare for primary care, urgent care and OB/GYN. Online advertising, TV and in-office messages are the best ways to reach them close to the care decision. Millennials seek information from a variety of sources, including online, social networks and word of mouth.

Satisfying Patient Needs Across Generations With Patient Portals
What do these generations of patients all have in common? They want positive patient experiences with their physicians. They want information they can easily understand and they want easy access to it online. So how do we satisfy these needs? Patient portals. Why? Because increasing positive patient outcomes and experiences begins with making physicians more accessible when patients have concerns. Physicians can distribute timely and relevant information to their patients on a digital platform that can be accessed 24/7. According to the American Academy of Family Physicians, 41% use portals for secure messaging, 35% use them for patient education, and 30% use them for prescribing medications and scheduling appointments.

How Can Marketers Leverage Patient Portals?
By repurposing existing healthcare marketing material and creating a depository for digital assets, these resources can be made available to HCPs who can then share these assets with their patients. Their patients will likely be more receptive to information as it is coming from a trusted source, their physicians, and through a channel they have easy access to. However, there are limitations.

Opportunities to Take Patient Portals to the Next Level
For elderly patients, additional features like the ability to increase portal font size is a simple fix. For digital natives, mobile-optimized portals can facilitate prescription refills and requests as well as schedule appointments. For non-native English speakers, portals available in different languages can dramatically improve patient services. But for those who do not have access to the Internet, we’ll have to find a way to close that gap. If you have any thoughts, please share in the comments below.

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May12

Product Launch Made to Work

Product Launch Blog ImageIntroducing a new product into the highly diluted pharmaceutical market is no easy feat. Our industry spares no time for coming up short of flawless, where the barriers to entry are a proverbial North Korea for the inexperienced and unprepared. The road to success is windy and narrow, but once achieved, the view is unmatched.

In today’s marketplace, suppliers are red-flagged for doing things the way they have in the past, and the competitive edge gained is in the ability to differentiate completely in some cases, and only partially in others.

How can we differentiate ourselves?

For a baseline, any transaction within the pharmaceutical space is a complex sale. The traditional model of selling a product, handling the logistics, and looking forward to a reorder does not cut it. As suppliers, we must adapt to the notion that we are no longer offering or launching a product, but rather have entered the era of solution-based selling. We must come to terms with the reality that being “geared” toward a client or industry is no longer acceptable, and complete customization comes at little or no extra revenue.

Make no mistake: selling a product is still physical, but an in-depth understanding of the customers’ base is now essential to the sale of a creation. The utilization of that understanding is to align our goals to match the customers’ needs. The result of a properly executed alignment is the transformation of the supplier into the partner. By outgrowing the paradigm of being the wholesaler, and embracing a newfound cooperative mantra, trust becomes the foundation of our rapport.

But trust isn’t just a way in, and a share of the market isn’t the only measure of our success. We have to continually push the limits of our capabilities to stimulate fresh ideas, and remain at the forefront of innovation to our clients. The growth driven from market advancement is what will allow us to maintain our business and simultaneously cultivate new opportunities. With trust, our new partners will expect us to act on our promises and will be more critical of our deliverables. We are no longer reacting to a signed Statement of Work (SOW) or Request for Proposal (RFP), we are building a proactive and cooperative plan of action. Suppliers cannot simply provide a product; they must also act as consultants.

The stigma of “Big Pharma” having deep pockets and quick trigger fingers is far from the truth. Pricing is critical and partners will expect us to eat a slice of the risk pie when entering into an agreement (you are a partner now, why wouldn’t you?).

We optimize the product for the consumer experience through the ability to launch a solution directed toward a specific client and their void. This style is undoubtedly the wave of the future, and the relationships formed via this approach will be more personal, more customized, and ultimately, more lucrative.

Differentiation begins with common interest, and results in great success.

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Mar11

Are You Harnessing the Power of Video in Healthcare Yet?

Young woman with gold fish tankDid you realise that the average attention span of a person has dropped to only 8 seconds? That’s one second less than a goldfish!

Video can combat this. It is a fantastic way to hook people in and capture their attention. Online video is growing so quickly that this is an opportunity that’s impossible to ignore:

  • Views on mobile devices have increased 400% in the past 2 years
  • YouTube is now the second most popular search engine behind Google, with 40% of its traffic coming from mobile
  • 80% of online visitors will watch a video all the way through, compared with 20% who will read a webpage

Patients are being diagnosed via video, surgeons are swapping clips on operation techniques, and, as everyone is rapidly becoming more and more mobile-connected, healthcare knowledge sharing will soon have no boundaries.

It’s likely that for whatever purpose, be it for a symposium or for patient education, your video will end up online, where it will receive the majority of its views. But it’s a noisy world out there, and one rule is key: keep it short, smart, and snappy.

What kind of video content should you choose?

The great news is that there are all kinds of exciting options that won’t break the budget. Think about who the audience is and how they’ll be watching. Are they using a small screen? With or without sound? On social media? Or at a live presentation…could Dr Smith at the back please put his mobile down and watch? (Hopefully if he enjoys it he’ll search for it later online, “like” it and share with his colleagues.)

Explore the different ways to cThe Other Sideonnect with your audience. Enriched video content is great for increasing user engagement, and interactive user-defined storytelling can be a totally immersive experience. It lets you get the right messages to each individual user by letting them click on objects in the video to influence what they see. “Choose a Different Ending” is a beautiful example of a great campaign tackling knife crime that drew immediate response. And another of the best ones I’ve seen recently is The Other Side of Honda.”

Or, if you need to get more complex data across in a way that quickly informs and engages, use an animated infographic to make data come alive. These motion graphics pack a huge visual punch, are bursting with information, and are rapidly becoming key tools to promote branded messages. For a truly multi-layered, fast and constantly moving example with beautiful visual transitions, you can’t beat “STUXNET: The Virus That Almost Started WW3.”

Whatever you want to achieve, remember you’re not alone. We recommend that you use a Creative and Motion team to help you get all those questions answered on the way to making great videos.

Video is a super strategy to stand out from the competition and it’s definitely a healthcare trend that’s already here and set to keep on growing.

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Feb26

Twitter and Google Forge Deal That Reintroduces Tweets to Google Search Results

Social Search Blog Image_This article was co-authored by Buddy Scalera from Ogilvy CommonHealth – Parsippany, NJ.

Twitter announced recently that it will be providing Google with access to its microblogging service for search indexing. Although Twitter activity appears in Google’s search results now, the staggering volume, more than 6,000 tweets per minute, makes crawling and organizing the data impractical.

The new partnership between Twitter and Google will grant the market-leading search engine access to Twitter’s “firehose” of data. This data is generated from the stream of 140-character tweets produced by Twitter’s 287 million users. Google’s unique access will enable it to parse, arrange, and develop rank and relevance for the social content in real-time.

It is not clear how Google will present Twitter’s data in search engine results, but the real-time and topical nature of the social network will make it especially relevant for breaking news, cultural subject matter, and rising trends. It will also likely be aligned to searches for individuals and personalities. It seems natural to index a person’s Twitter account, recent posts, and other activity in Google’s Knowledge Graph. It is also likely that user activity provided by Twitter will help determine if Twitter data is shown at all and with what prominence.

Of course, Google and Twitter have both been smart about how to monetize their offerings. We expect them to maximize their shared advantage for advertisers on both platforms.

What does this mean for healthcare brands?

For brands that are participating on Twitter, this continues to extend the reach of those messages into keyword-oriented searches. It also gives added pause to those concerned about the impact of influencers and popular Twitter users who mention brand names and conditions. Although it is not likely that a rogue Twitter handle will appear in a product search return in the first few pages, it will be extremely relevant to the nature of searches surrounding patients, their discussion of their disease, and treatment options.

For brands not active on Twitter, there is still the need to monitor activity on social networks, especially those that are publically searchable. Users who share brand information may be competing with your brand for users’ attention. Those users may also be candidates for influencer engagement, or an opportunity to correct brand misinformation.

The new inclusion of timely social posting would work to tremendous advantage for those brands that seize conventions and meetings for social sharing and engagement. The timely nature of event hashtags and the limited shelf-life for this type of communication create an ideal pairing for topical search and brand engagement.

Brands that have not engaged in social media marketing or listening programs are likely to be surprised by the changes in search results for their brand names, disease state terms, and other organic search results. Brands will now be competing with many more voices and another variable of timeliness. As with many of the changes Google has introduced for marketers in recent years, the changes will come quickly and with little time to react for a process-oriented industry like healthcare.

Many brands participate in social listening to understand the way patients, caregivers, and healthcare professionals are discussing the health category and their brand. These brand teams are likely to be better prepared for the deluge of information to come from this announcement, and how to process it.

Both Twitter and Google are companies that are comfortable experimenting in real-time. So while these changes will probably start with search engine results pages, we expect to see a ripple effect across other properties. Google+ and YouTube channels may be the first places where we see different types of experimentation and integration. After all, these properties are all part of Google’s ecosystem of data and advertising.

Although the announcement has been made, both parties have noted that it will be several months before tweets begin appearing in users’ searches in real-time. This announcement should have tremendous impact on the Draft FDA Social Media Guidelines presented to the industry last year.

To learn more about how this announcement and other market changes may affect your brand, please contact our team here at Ogilvy CommonHealth Worldwide.

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Dec18

The Value of a PURL

Value of a PURL blogIMAGENo two pearls are alike—and neither are two PURLs. You may have heard this homophone for the popular gemstone in reference to digital marketing campaigns. The acronym refers to “personalized URLs,” or unique web addresses. The concept is relatively simple (at least in comparison to its execution): each target has an exclusive code attached to a link in an email they receive (or the banner they view, etc.). The degree to which this personalization is carried through to the website varies—from entirely unique landing pages, to custom-populated portions of the website (such as displaying the target’s name on the page), to all targets viewing the same exact page, and the codes being used only for backend tracking purposes.

The value of a pearl is determined by several factors: type, rarity, size, shape, color, etc. The value of a PURL is also multifaceted. The first, and perhaps most obvious value (at least to someone in marketing analytics), is that PURLs enable detailed tracking of an individual. Websites, with the help of reporting suites such as Omniture, record activity against each unique code. This tracking then enables a view of each target’s path and interactions on-site. Additional value is obtained when this information is collected on a personal level, and then used to customize further engagement. For example, if a target explores a certain area of a website, the next email to that target can reference this action and/or include further information on this topic. This engagement customization then translates into a third added value: the use of PURLs typically increases response rates. Not surprisingly, targets are more likely to click on a link when it is personally relevant.

The history of pearls in society as a valued possession is long and storied. In ancient times, pearls were rare and highly valued (as the legend of Cleopatra and her pearls implies). In more recent history, the value of pearls has diminished greatly due to the availability of cultured pearls. However, the value of PURLs is only increasing in marketing, and is becoming the cost of entry for a truly effective campaign.

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Nov6

Are You Listening?

8370148From predictive sentiment analysis and word association to audience profiling and message personalization, social listening techniques are helping healthcare marketers translate everyday conversations into brand positioning strategies, outreach programs, and relevant online content.

With the exponential growth in social sharing and social media, we posed the question, “Are You Listening” to the healthcare industry during a recent panel discussion on social listening at Ogilvy CommonHealth Worldwide’s 3rd Annual Marketing Analytics & Consulting Summit. The reaction to the discussion during the summit was incredible, as attendees bombarded our panelists with questions, which made for a lively discussion.

Joining our expert panel discussion were several contributors: Ryan Alovis, InTouchMD, Karen Auteri, IMS Health, Michele Baer, Feinstein Kean Healthcare, Kim-Fredrick Schneider, Sermo, and our very own Angelo Campano, Ogilvy Healthworld.

Untitled

Attendees learned multiple perspectives from our expert panelists. First, social listening provides marketers with a reality check for what patients and physicians are discussing in terms of disease states, available drugs, and lifestyle considerations. Second, attendees learned that many of the techniques employed have been shown to help marketers manage and respond to adverse events and reposition web content to deliver more meaningful messages to audiences they are trying to reach and educate.

Our Approach

Making sense of social conversations as related to branded and unbranded messages, and disease states, is central to capturing emerging patient and physician trends around sentiment, preference, and message personalization. In the Analytics department at Ogilvy CommonHealth Worldwide, we believe social listening needs to be a dynamic discipline that is “always on” and can be configured to leverage our sophisticated network of algorithms to aggregate unstructured conversations, and glean meaningful insights related to the way patients and physicians are talking about our clients’ products.

Natural Language Processing (NPL) and text mining machine learning algorithms are used to extract dominant concepts across posts, tweets, text messages, and call center conversations. We create a dictionary of terms with the highest frequency across messages, which is also known as a term document matrix. Correlation analyses are run across the document matrix to isolate the top 100 concepts and messages. This concept investigation is done through splitting the data into a training dataset and a test dataset (usually a 70/30 split, respectively). We then apply decision trees and neural networks to learn from our sample training data on how the text in each comment is configured to help derive classification rules on sentiment (positive or negative). Once classification rules are set, our rules are then deployed for overall monthly scoring of brand sentiment.

Untitled2

We can help our clients understand questions such as:

  • What are HCP and patient sentiments about the brand?
  • What are the terms and attributes HCPs and patients are using to refer to our ailment state or specific brand?
  • What are HCPs and patients saying about competitor brands?
  • How can we proactively manage adverse events reporting?

Notable Applications

With limited social buzz, a cancer drug maker found that their brand’s category was mostly associated with terms like LDK-378, crizotinib and maintenance terms. The brand itself was strongly associated with terms like Tarceva and ALK, but social listening allowed the brand to identify opportunities within the category to purchase tertiary or long-tail terms to optimize search.

In addition to finding ways to optimize search, we were able to identify three different types of back pain sufferers through social listening. From over 115,000 local EU market conversations, we were able to identify pre-concerned, seekers, and diagnosed back pain sufferers. This learning enabled our marketing plan to amplify key brand messages at the right moment, in the right space, and at the right time that was most relevant to when each audience was most likely to respond.

Offering Many Benefits

Through understanding and evaluating the reality of how patients and physicians are talking about disease states, branded or unbranded products, we’ve reshaped website content, fine-tuned campaign messages, optimized SEO, and considered new targeting pathways. Our processes will continue to evolve to help drug manufacturers become more relevant in meeting physician information and patient care needs.

If you’re not listening, our Analytics group at Ogilvy CommonHealth Worldwide can help get you started.

 

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Oct3

Are Infographics Right for Qualitative Insights?

BI-BlogInfographics are not doing qualitative research any favors.

Good infographics clarify and condense complex information into more easily understandable and digestible visuals—an absolute plus in a culture that wants to utilize big data, but has a short attention span. It’s little wonder why they have become so popular, and why our clients are now asking for them.

Here’s an example of a good infographic by John Nelson, in which each line represents the path and intensity of a tornado tracked in the last 56 years by the National Oceanographic and Atmospheric Administration (NOAA).

Tornado Tracks Infographic2

The data is accurate and current, the story is compelling, and the design is appealing and clear.

However, infographics are not appropriate for all types of information. Some are being made to represent material which would be better suited for a simple list or chart. Others are being made to represent qualitative insights, like the one below:

The Gender Divide Infographic2

[Source: Motivation Factor and the Boston Research Group, 2012]

It seems a little weak. But why?

Rather than focusing on “black and white” data, qualitative research wades through the complexities, observing and accounting for the “gray” areas that quantitative research cannot address, such as the “whys” of human behavior. That is not to say that the insights are more complex—in fact, despite rigorous research methods based on the theories of social science, good qualitative insights seem simple, like something you have known all along but never realized.

Qualitative insights are supported by evidence that often consists of quotes, photos, videos, and notes. For example, in an ethnographic study with spinal cord injury patients, we found that patients are often in denial about their loss of function. We demonstrated this through quotes from patients saying they have accepted it, juxtaposed with photos showing patients doing things that indicated otherwise, such as refusing to build a ramp to their front door.

Despite the fact that research insights are stronger when shown with their supporting evidence, qualitative data is not easily condensed into a format appropriate for an infographic, and unfortunately is often excluded, as in the infographic above.

When qualitative insights are stripped of their rich supporting evidence, they lose a lot of their nuance and context—often bringing the validity of the insights into question. This is the last thing that qualitative research needs, since there is already a cultural bias that quantitative data is more reliable.

So, should qualitative research jump onto the infographics bandwagon? Probably not.

That’s not to say that qualitative research can’t learn something from infographics. Most people are visual learners, and too often qualitative research reports are text-heavy—our clients get bogged down trying to take it all in. We need to lighten it up, show more and tell less—craft a story from our findings that draws them in and rely on carefully chosen examples to fill in the nuances and context, rather than more text. We also need to pay attention to the aesthetics—good insights are easily lost in ugly or confusing formatting.

If we do these things, then we may just get to a point where clients do not feel the need to ask for infographics, because the research will not only be accurate and current, as it has always been, but it will be compelling, appealing, and clear, as well.

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Jul30

Numbers Don’t Lie—But They Could Be Trying to Tell You More

data tabletAn advantage of analytics that is often extolled or capitalized on is the sleek, easily consumed result at the end of miles and miles of data. It is an alluring power, to be sure, and the ability to see past the noise to extract core performance metrics is certainly foundational. Practically, however, these extractions may lull one into seemingly natural simplifications of data in order to provide neat, packaged numbers.

Analytics is not merely a mass of raw data; it is the underlying story being told by the data and it is the story that is meaningful. In essence, context imbues the easy and commonplace metrics we use and rely on with impact and meaning. Merely looking at just one aspect of performance can even be detrimental, as it blinds us from other motivating factors.

In fact, in an increasingly digital HCP world where 98% of physicians use the Internet for professional purposes [1], the task of understanding and connecting with this audience has grown more and more complex.

Specifically, with regard to digital web analytics, some of the primary and day-to-day concerns revolve around site performance and content engagement. What many of these issues generally boil down to are fairly straightforward answers—number of site visits and interest in specific site content.

Volume of site traffic is, independently, a rather inert number that can be incredibly misleading. High numbers one month followed by a much lower volume the next would assert that website performance has declined in terms of site traffic—but placing these numbers in context of another metric could change the view entirely. Looking at visits in light of bounce rates could inform us that a far smaller percentage of visits bounced in the latter month. Time on site might stay the same from month to month, but if page views per visit decrease, then more time is being spent consuming content on each individual page (on average), delivering an entirely different message once a corollary metric is introduced. The goal, after all, is to deliver the right message to the right audience, at the right time. A larger audience might not necessarily be the right audience, and so the quality of a site visit or a digital imprint is affected by and affects a multitude of other elements.

The benefits of exploring the connection between metrics are the models that emerge from the analysis, which in turn allow us to make more surprising and valuable insights. A top-line glance may miss or overlook these connections in its urgency to survey surface-level movements or trends; breaking down site referrals by traffic drivers might display which sources of site visits are the most prominent, but aligning these sources with other factors could reveal that certain segments are more likely to convert (download materials, sign up for accounts, order samples, etc.) and thus lead to immediately effective and actionable conversations.

At any point in a venture where data is generated, or can be generated, analytics can explain, evaluate, and optimize. No one part of it should be taken in isolation from the others, and this is no less relevant to the practice of analytics itself.

It is imperative that analytics never be stripped down to mere metrics, but live and thrive in a much larger framework.

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Apr29

Are Banner Ads Banner Advertising?

doc writing“Half the money I spend on advertising is wasted; the trouble is I don’t know which half” – John Wanamaker[1]

John Wanamaker was a successful U.S. Postmaster General, as well as an effective merchant who owned many retail stores throughout the late 1800s and early 1900s. Wanamaker died in 1922, over 90 years ago.[2]

The question that plagued Wanamaker almost 100 years ago still afflicts many marketers today. Some progress has been made as current technology and data platforms, such as Site Catalyst and Google Analytics, help marketers understand who is receiving non-personal promotions (NPP) like email or direct mail. These platforms even help marketers understand who is clicking to a particular website through emails, and further actions taken after clicking through. However, these platforms cannot aid marketers in understanding the reach and actions from all different kinds of channels.

Tactics such as direct mail, email, fax, postcards, etc., are all targeted tactics. A company can deploy all of these tactics to reach a specified audience of physicians through knowing the HCP’s email, address, and name. This same company deploying these tactics may even divide their target audience into different groups through segmentation of a specialty, age, geographic region, past behavior, number of field rep visits, etc. This company can then understand which tactics are most effective for each segment. For example, direct mail can include a vanity URL, which hematologists may take the most action on. Likewise, pulmonologists may have the most website downloads after clicking through an email. These realizations can help a company specify future marketing communication so that HCPs are individually receiving the NPP that is most appropriate for them.

Targeted tactics can help us understand a lot about an audience, but how does a marketer understand promotions such as banners? Or actions taken on a website if the website does not require registration? How does a marketer attribute these non-targeted tactics back to specific physicians in their target audience? Most healthcare brands cannot currently attribute the money spent on banners and website content to specific HCPs. Companies can engage in cookies or fingerprinting software tracking, but this tracking technology can prove costly and comes with a privacy controversy.[3]

While most healthcare brands are not at an advanced tracking level, marketers can estimate which HCPs in their target audience are viewing which banners. This means we can estimate who these banners are reaching, and who is taking further action on these banners.

We can estimate the effects that banner clicks are having on total response rate, and even the effect of banners on script writing.

We calculate this estimated reach attribution through first breaking up the United States into 212 different designated marketing areas (DMAs). With simple banner tracking, we can then look at which DMAs are receiving the highest number of impressions, and which are receiving the lowest. Then, we can look at each DMA at the HCP level. As long as we understand who exists in a brand’s target audience, we will have each HCP’s address, and can then tell which DMA an HCP lives/works in.

Next, we develop a reach threshold to begin to estimate who each non-targeted tactic is reaching. We take the average number of impressions per HCP in a DMA to develop the reach threshold. If the number of impressions in a DMA were over a predetermined amount, then we would assume that all of the physicians in that DMA have seen the banner. Likewise, if the number of impressions in a DMA were below a certain amount, we would estimate that none of the targeted physicians in that particular DMA have seen the banner.

While our understanding of non-targeted tactic reach is only at the estimation level, this can help us increase our understanding of total reached HCPs, and what channels have reached these HCPs. One healthcare drug in particular, before this estimated reach was analyzed, showed a 93.9% reach certainty through targeted tactics. With the estimated reach analysis added, the brand saw that banner impressions increased their overall reach to 99.7%, and 95.6% of HCPs were estimated to have been touched with banner impressions. This brand had invested a big portion of their budget in banner impressions, and they were ecstatic to find out that banners had reached over 95% of their targeted audience.

This idea of estimated reach could be rolled out to several industries beyond healthcare as a way to fully understand the impact of all tactics without extensive tracking methods. After all, the most important thing that marketers want to know is which half of their advertising budget is money well spent.

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