The Power of Payer: Prescribe All You Want…We Can Block You!

6808124Remember the Doritos slogan, “Crunch all you want, we’ll make more!”? What a mantra, supply and demand. So simple. So obvious.

Sure, prescriber demand plays a role in how available some drugs are, but at the end of the day health plans and formulary P&T committees within hospitals and large practices make category decisions that effect drug availability for patients and directly impact prescribing behavior. These formulary decisions aren’t made in a vacuum, and they can impact your brands, your marketing goals, and play a huge role in getting a leg up in today’s market.

So what do you know about all this? If your client came to you tomorrow in a competitive market situation—multiple new branded entrants, generic domination, or patient abandonment at the pharmacy—and they couldn’t get a foothold, what would you tell them? How would you break that wall? How do you partner with your clients to fulfill your brand’s true market destiny?

Consider what the payer marketing unit can bring to the table for you and your clients. More and more we hear our clients talk about access challenges broadly, issues with patient co-pays, or prior authorizations and step edits getting in the way of reaching marketing goals. In this changing healthcare environment there is so much to consider that plays a role in prescriber decision making, it goes well beyond the clinical profile of your brand. The smarter we all are regarding the holistic considerations of a brand, the better we can show our value as a marketing partner and offer uniquely impactful solutions to our clients.insurances

This is where the Power of Payer comes in. The payer marketing units at Ogilvy CommonHealth Worldwide want to help provide you with a strong background on health plan and environmental issues to more effectively reach your client’s marketing goals. We are actively working towards open house events for Ogilvy CommonHealth Worldwide in NJ and NY where we can share information specific to two hot topics:

  • Emerging healthcare models: What are they? How do they hold the keys to success in the market? What should we know about them? Better understand how they act and what these actions mean to our clients and their brands.
  • Payer for newbies: An overview of what a payer is. Who are payer customers and manufacturer clients? How do payer decisions impact overall market sales goals and category usage? Why do we need to consider them when building brand plans and overcoming marketing hurdles?

"Open House” Posting. Part of our “Create a Sign” Series.As part of the Power of Payer open houses, we will also showcase some of the unique work we have done to achieve market success as well as answer any questions you may have about the payer customer, unique challenges your brand may be facing, or just have a fun discussion around environmental trends!

Watch for more information and then mark your calendars to join us for the Power of Payer open houses.

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You Might Not Realize It, But You Can Be Working For The MI6

MI6What interested me most about James Bond’s career, and, most importantly, that of his support staff, is the development and implementation of a unique and highly versatile arsenal of innovative technology. Starting with Bond’s pager in From Russia With Love, followed by that pen-sized-underwater-oxygen-recycling-breather-thing in Thunderball, or the way-ahead-of-its-time GPS tracker in Goldfinger—all these are examples of an unmet need in spymanship being filled by technology: well researched, well developed, well implemented, and well working.

While recently sitting in a conference room at one of our healthcare client’s headquarters, going through scenario after scenario of possible ways technology can minimize barriers to patients’ prescribed treatment regimen adherence, it was Mr. Bond that my mind turned to.

On a scale from zero to life-changing, healthcare is one of the areas where technology can play a crucial role and provide life-impacting value.

I think back to that scene in Casino Royale where Bond drinks the poisoned Vesper Martini and finds himself staggering back to the car to find a solution to his newly acquired ailment. But which vial from the glove compartment should he inject himself with—blue or red? One will cure him on the spot, the other, of course, will immediately kill him. And here is where technology comes in. He takes a blood sample. The results sync up with the poisons directory back at MI6. On the other side of the globe, Bond’s team reviews the reading in real time and points him to the correct vial.

Oh, and unlike the mini-rocket-launcher cigarette from You Only Live Twice or the bagpipe flamethrower from The World Is Not Enough, this blood-sample transmitter and reader are now out in the market, available for purchase.

In the days where Astounding Innovation greets Cost Efficiency over a bottle of Realistic Possibility for Implementation, the internet of things continues to blossom all around us. Your carbon monoxide detector can now know when you started cooking and tell your thermostat to turn down the heat by 6 degrees; or dim your lights when you walk out of the room; or your door can unlock itself when it senses you down the street. Your FitBit, by linking up with your blood-glucose monitor, can adjust your Seamless menu selection and choice of restaurants for the day (unless you run around the block a few times, that is…). You can start your car with a simple wink. Or, write a script, shoot the footage, do all the post-production work, and distribute the content globally—all from the palm of your hand! Sound familiar?

As this intelligent-device-fueled ecosystem continues to expand, more and more possible hooks arise that are able to feed and empower one another. A chain of monitoring devices, all in constant communication, adjusting themselves and providing information before we even know to ask for it, set the stage for a tremendous opportunity for our healthcare clients.

Spanning over all spectrums of monitoring one’s health habits, from improving existing treatment to preventing a need for a possible treatment a few years down the line, we now have an opportunity to help our clients efficiently channel their investments. If it so happens that after years of R&D, clinical trials and FDA reviews, patients neglect to adhere to their prescribed treatment, the years of innovation and investment lead to questionable marginal benefit, at best! The cost compared to eventual benefit comes out to be quite high. By enlisting connected and innovative technology, we can open the door for researchers, physicians and caretakers to finally close that loop on a number of treatment barriers.

As “Agency” people, with passion and insight into the latest tech innovations, as well as equally deep insight and understanding of our clients’ brands, we have an opportunity to guide our clients into this new area of possibility.

We can now pave a highway between our clients’ amazing potential and this new ecosystem.

We are at a unique crossroads where amazing technology is very much within our reach. The only limit, it seems, is our imagination.

Big ideas often come to us on those “regular days”—on commutes back from work, or walks, late evenings, or days at the beach. So too with our clients, the opportunity to introduce that big tech idea for their brand can arise at any moment—during a casual conversation on a drive back from market research, or after a day-long workshop. We should be well versed and ready to fuel inspiration.

The research team back at MI6 doesn’t wait to prototype a glidesuit-equipped-tuxedo until Bond is jumping off a plane to infiltrate a high-profile cocktail party at some off-the-map nuclear power plant. The research is done in advance. And so is the development and testing. Before the next international crisis even has a chance to escalate, the prototype is out of dry cleaning and ready for action.

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LIVING THE BRAND—Awakening the Senses at Congress

conventionIt seems that the time has passed when having more sales reps and a bigger booth at a major congress was enough to attract physicians to learn more about your brand. Beyond the financial and compliance challenges that the industry has encountered in the past decade, leading in part to decreasing attendance from physicians, clients as much as agencies are continuously looking for new ways to catch physicians’ attention.

What if physicians were just like us: curious and playful

At times, new data just doesn’t make the cut in the clutter of a congress…and let’s not mention when there is no new data to present. Of course, physicians are interested in learning more about a new product, indication or technique. However, in today’s reality, it just doesn’t seem to be enough. Having physicians engage with the brand in a fun and truly unique way can actually set the ground for a deeper relationship and more memorable experience.  What if detailing on touch screens, offering games or iPad quizzes, to name a few, were already not enough in this rush for new things? What if physicians were just simply looking to (re)connect with brands whilst having fun?

Success lies in the story you tell and how you tell it

Going beyond the usual techniques to drive interest at congress requires us to take a step back and look to the core of what the company, brand or product stands for. What it means for your client and physicians. After all, congresses are a great opportunity to reach a maximum of physicians while bringing your vision to life. The booth and activities around it, including symposia, then are used to articulate this story.

But how to define the story you want to tell? One way to do so is to look at the company or brand ambition. What they want to change or bring in this world, where they make a difference. Another way is to leverage the unique features of the product (eg, physical properties, MOA, mode of administration, unique manufacturing process, etc).

What do you do once you have a clear story? You offer physicians a sensory experience. This is when curiosity and playfulness come into place. Perceiving, feeling and doing will create a true brand experience. Knowledge is only one part of a person’s understanding.

Two client cases can help illustrate how senses can create emotional connections. An ophthalmic pharmaceutical company, living by the vision of “leading a brighter future,” and whose main products are hydrating eye drops, articulated their booth activity around a water light graffiti. As physicians were writing on the wall with water, the surface of the wall made of thousands of LEDs was illuminating. The client got their main message across: water is essential for the eyes to properly function, and light is an important medium for sight.  Another client, a leading dermatology company, developed a full sensory experience to differentiate its new dermal-filler range at launch and demonstrate that each product was customized to fit physicians’ needs. During a major industry event, physicians were welcomed into an experiential room. They were able to walk around and visit various custom-made “tools” to feel and see the products (eg, an injection bar,  a gel texture tool to touch the products, and a visual tool  to play with product elasticity). Both cases were based on the core of the brand vision and did create a memorable journey for physicians.

What will experiential activities do for physicians and your clients?

Physicians are keen to interact with their peers and such activities will make them want to share and tell. Word of mouth will not only drive traffic to your activities but also create brand awareness. Physicians will remember your client’s brand and the experience they had with it. They will probably want to engage with it after the event. Creative executions will also differentiate your client and position them as innovative and bold.

Brand experience is about going back to the basics: our senses

OCH Paris won a 2013 Global Award in the category Art & Technique: User Experience (click here to access the Global Awards website

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Changing Behavior: Driving Brands Through Customer-Centricity

Sean Hartigan ThumbnailLet’s start with a provocative thought:

Brand success really isn’t about the actual brands we serve.

It never really has been.

Heresy, some will say! But the truth is, brand success is really about the people whose behavior we’re trying to change on behalf of the brand: healthcare providers, patients, caregivers, et al. It’s about our ability to truly reach, captivate and connect with these stakeholders, moving them along a learning continuum, so that they come to trust and embrace our clients’ brands.

Makes sense right? Maybe so, but too often client marketing approaches (and we can fall into this trap, too) seem entirely brand-centric. Obviously, here at Ogilvy we’re in the business of building brands from the ground up, so we need to be brand champions. And the brand teams who hire us must promote their products to be successful, so you might argue that marketing should be brand-centric. How else do you raise awareness, drive trial and adoption, and grow market share, if not for personal and non-personal promotion? I get it. But there needs to be a balance between brand business needs/goals, and customer needs. That crossroads is where brands (and us for leading them there) can differentiate, and net long-term customer loyalty by making customers as much of a priority as the products we market to them.

If we simply push out content solely based on what brands want, or based on what they think is important (hinged on market research often fueled by a small N of respondents), we run the risk of being tone deaf to the customers at large, and of missing an opportunity to be more effective with our marketing and the money we convince clients to invest in it.

Please allow me to use a metaphor to frame my strategic concern with brand or egocentric marketing vs. customer-minded or empowered marketing…

Ever had your eyes examined? Sure you have. Now, think back…remember that big device the ophthalmologist sits you in front of? “Lean forward, rest your chin on the thing and look through the lenses.” When you look through the lenses you see the blurry image of the eye chart on the far wall. Your eye doctor then proceeds to slide different lenses in and out of the device until the eye chart comes into focus.

In this metaphor, that eye chart represents the customer. The lenses that most brands look at their customers through are the decile lens (what are they worth to us in terms of scripts/revenue) and the specialty lens. Beyond that, few consider the lenses of geography, ethnography, practice setting, experience with the brand (seeker, considerer, loyalist, evangelist—see Buddy Scalera for more information), and lastly, few actually ASK their customers what they want or need by way of brand support. Until we learn to view a brand from the perspective of our myriad customers, we risk being myopic and not as successful in ultimately doing what we were hired to do: drive brand performance.

There are basically 6 ways to evolve brand-centric marketing to become customer-fueled and more productive:

  1. Employ segmentation informed by those other lenses mentioned above (and others) to provide a clearer view of customers so that we can market to them in a more personally meaningful way—this ties directly back to our FUSION process!
  2. Give the customer the power to make choices that you can support; listening to and delivering on customer needs builds trust, relevance and loyalty.
  3. Centralize your support; make content and assets easy and convenient to access—remove barriers to engagement and opt-in.
  4. Surround your customers in the appropriate integrated channel mix; a holistic customer-minded ecosystem engineered using the right tactics, the right messages, the right offers, and deployed at the right time to your segments.
  5. Learn from your customers; collect attitudinal and behavioral data that is actionable; customer feedback and user data provide the foundation for a productive ongoing relationship, i.e. CRM fueled by personal and non-personal.
  6. Turn customers into advocates; viral or grassroots brand champions are invaluable for getting the word out—and they will if you provide true value.

Anyone whom I’ve worked with knows that I’m evangelical about developing interactive, digital, and integrated multichannel solutions for clients that drive improved reach, engagement and brand outcomes. But before we even get to the cool stuff, the key to success for all of those solutions begins with defining a deeper, more informed customer segmentation. This segmentation then informs content journeys for each identified segment that are then translated to multichannel tactics in the ecosystem I mentioned.

While the benefits of this marketing approach are hopefully apparent, consider this:

A recent report from the Aberdeen Group (a Harte Hanks fact-based research and market intelligence company) benchmarking more than 30,000 companies, reveals that a majority of “customer-centric organizations” companies achieved better than 15% annual improvement in return on marketing investment (ROI), gross revenues, and customer retention rates as a result of the following capabilities:

- Leaders leverage customer analytics, multichannel interaction applications, business processes, and technology infrastructure integrated across brands and product lines

- Best-in-class companies understand exactly the relationships their best customers want

I’ll leave you with this anecdote relative to segmentation and customer-centricity:

Both Prince Charles and Ozzy Osbourne are males from England, were born in 1948, were divorced, remarried, have two biological sons,* etc. But, would you market to them the same way? While both men may have some interests in common, it stands to reason, brands would do well to learn more about them and promote to them in a way that addresses their nuances.

Food for thought.

*Ozzy also has a daughter :-)

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Zombies and the Cultural Tension Surrounding Healthcare

Shelagh Brooke thumbnailAs the healthcare experts of Ogilvy, we understand that people are motivated to change behavior in response to a tension in their lives—that gap between where they are now and where they want to be.  Often, recognition of this tension is in response to an event—a diagnosis, a heart attack, a bad test result, hitting 200 on the scale. And that can drive individuals to change, even if only for a while.

As part of the Ogilvy community at large, we understand that brands can change behavior in response to a tension in the culture, providing an opportunity to build a more meaningful connection with their target. That’s why, when developing a Big IdeaL, we devote time to identifying the relevant cultural tension as a springboard to change. So Dove transitioned from “natural beauty” to “a campaign for real beauty” in response to a tension of the times—that is, that women continued to be portrayed in popular media in a fashion that few could ever hope to attain. 

Beyond brand expression, artistic expression, especially in popular culture, is often a response to a pervasive tension in society, allowing us to confront that fear within the safety of fiction. In the ’50s, fears of communism infiltrating all walks of American life—and our legislature’s response—found its cultural expression in the warning contained in Invasion of the Body Snatchers

In the ’70s, social upheaval, the Vietnam war, the resignation of a President and a collapsing economy gave rise to the “disaster movie” which became a box-office staple. The Poseidon Adventure and its copycats were all built on common themes—incompetent and corrupt leadership that put people at risk and the character-defining choices individuals made in response to the ensuing chaos. 

Fast forward to the present and consider our current fascination with zombies. Notice how zombies have evolved from a few voodoo, lumbering lunkheads to seething hives of fast-moving, interconnected killing machines. Their evolution has apparently also influenced vampire behavior. No longer hypnotic solitary creatures that embody our love/hate relationship with death, they’ve also morphed to become part of the mindless hive.  

If you’re willing to stick with the program here, I would suggest that the evolution of zombies is in response to the collision of two long-standing cultural tensions. First is our fear of losing individuality, threatened by technology, regulation, fundamentalism and pervasive government watching and listening—all of which we hold in tension with our desire to feel connected and safe. Second is another all-time favorite fear: pandemic contagion, regarded as the potentially nasty consequence of godlike tinkering with the human genome, which we hold in tension with our desire to find better cures for disease within the grand design of our own DNA.

So, what do you get when you combine contagion with the loss of individualism? Infectious mindlessness. And that equals, you got it, the new zombie.

So, to bring this back to the Big IdeaL, what is the best self that goes up against infectious mindlessness?   Taking my cue from Will Smith and Brad Pitt, I’d suggest something along the lines of:  The courage to find and face the source of humanity’s illness.

 Shelagh Brooke IMG









And a Big IdeaL that addresses the tension by leveraging our best selves? 

It is a cruel coincidence that, as World War Z was preparing to launch, Brad Pitt’s life partner was making her own mindful, courageous choice. She was able to do so because she was informed; she knew enough to be tested for the BRCA genetic mutation, was prepared for the implications of a positive test and understood her options. And, knowing that she is a cultural lightening-rod, she was willing to put this decision into the bright glare of public scrutiny and commentary because she knew there was still so much work to be done to ensure that people everywhere could be as informed as she was. 

Which brings me back to OCHWW, as the healthcare experts of Ogilvy. Is it too outrageous to suggest that a proliferation of zombies in popular culture has its roots in our deep anxiety about healthcare?  Regardless, it is unquestionably occupying a large share of the public dialogue. And that puts us at the center of an evolving healthcare landscape that will require more personal accountability in healthcare behavior and treatment choices.

That means we have important work to do. Let’s live into a Big ideaL of truly inspiring informed, mindful healthcare decisions.

Let’s bring an understanding of healthcare choices to the people in a way that is engaging, relatable and actionable. 

Remember—zombies are lurking.

The world is counting on us.

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Finding a Home in Healthcare: The Journey of an Ogilvy Associate

Brittany Berman ThumbnailIn September of 2012, I began my journey through Ogilvy & Mather in the coveted position of Associate. I was one of 20 lucky recent college graduates who survived the demanding application process and would get to spend an entire year in Ogilvy & Mather’s renowned Associates Program.  In this year-long program, each Associate rotates through 4 different positions at O&M to experience different roles within the agency, and, upon completion, gets transitioned into a permanent placement.

So, for the past year at Ogilvy, I have been, for lack of a better word, a vagabond. I have been rotating from temporary placement to temporary placement to find my Ogilvy home.

My first stop was on an account team. I came into the Associates Program without any knowledge of how a large agency like Ogilvy worked, but I learned really fast. During this time, I learned the basics of account management, skills that have been instrumental to my time here, but I knew I had to keep looking for my home.

I continued on my gypsy journey around Ogilvy to my next stop in RedWorks. Being accustomed to a one-account role, this new position took me by surprise. I adopted a mentality of, “Why have one account when you can have seven?” which was fast-paced to say the least. My account skills developed from rudimentary to more advanced, and I started taking on true responsibility. I had great relationships with the people I worked with. RedWorks was truly like a small family within the big Ogilvy building and I enjoyed my rotation, but I knew it wasn’t the right fit for me long-term.

My next role as an Associate was with OgilvyRed. This was my first strategy role at Ogilvy and I was so excited to get a temporary stay. I was able to work with FUSION for the first time and do real planning work on major consumer and b2b brands. I was fascinated by the development of positioning and branding, and I really enjoyed doing the planning research. The late nights and weekends didn’t even bother me, as I found the work compelling. The people on the team were brilliant, and the learning was invaluable. It wasn’t until my in-depth research of farming that I felt this might not be precisely the right fit, and I had to continue my quest to find my home here at the Chocolate Factory.

Last stop: Planning in Ogilvy CommonHealth, aka Home. While I searched for the perfect fit here at Ogilvy, I felt a little like Goldilocks. Nothing until this point was “just right.” I knew I wanted to work on projects as thought-provoking as those in OgilvyRed, but in a subject that was always interesting to me. Enter healthcare. Growing up with a plastic surgeon for a father, I was exposed to healthcare at a very young age, and things like Botox and Restylane were frequent topics of conversation at family dinners. I knew healthcare would be a great fit for me, and when I spoke to the Associate a year above me about her experience in Ogilvy CommonHealth, I was sold.  As a planner, I get to learn about new patients, new drugs, and develop new insights every day. I love being able to take all of my research and come up with an insight that contributes to the brand’s success. I feel so lucky to be on a team with such intelligent, inviting people whom I learn so much from, and I get to contribute to work that is truly interesting and be part of a team where my opinion is valued and appreciated.  I am excited to finally have my home here at Ogilvy, and it doesn’t hurt that I get a window seat.

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The Shift in Medical Meeting Promotion

kristine thumbnailThe 2008 conversation:

“I want all the billboards along the highway, 150 taxi tops, and 10 dioramas at the airport. Also, see if you can advertise in the bins where you place your shoes to be screened. I want my brand to be everywhere! Let’s also give out tissue boxes, pens and ice cream to everyone who visits the booth!”

The 2013 conversation:

“Let’s place an ad in the daily newspaper…and we will allow U.S. physicians to speak to a rep at our booth.”

The shift in medical meeting promotion has become evident over the past few years. In addition to extensive internal MLR reviews, many medical societies now require prescreening of media tactics, creative, messaging, location/distance from the exhibit hall, etc. Clients are unsure of what is acceptable and wary of pushing the promotional limits. With a large portion of U.S. meetings attracting international physicians, how do marketers target their U.S. physician base? Gone are the days of the big branded blitz.

If these hurdles weren’t enough, on August 1st, the long-delayed regulations of the Sunshine Act will go into effect. The Sunshine Act requires manufacturers of drugs, medical devices, biologicals, and medical suppliers covered by Medicare, Medicaid, or Children’s Medicaid to report to the Centers for Medicare & Medicaid Services (CMS) all payments or transfers of value to physicians, teaching hospitals, and other healthcare providers. This includes expenses related to the meetings industry, including travel, lodging, and food and beverage. Medical meetings will encounter the largest scrutiny under the Sunshine Act.

Although drug makers already follow PhRMA guidelines (est. 2009), the Sunshine Act will impose fines for failing to properly track and report on all meeting spending. The CMS will begin posting the information in a public database on its website in the fall of 2014. Physicians will be part of the public database, easily searchable for any “transfer of value” from a pharmaceutical company. This concerns many physicians, as it might give the perception that they have been “bought.”

There are 98,000 meetings in the U.S. each year that are for the continuing education of physicians. In addition to manufacturers and their agencies, outside industries such as hotels, restaurants, medical societies and publishers may feel the impact. Final rules for the Sunshine Act provisions of the Affordable Care Act are going to be complicated and interpretive for drug companies and agencies.

The future will tell—but could the Sunshine Act shift the paradigm in physician engagement toward further digital promotion, and not live events? Will there be more involvement with the localized meetings, decreasing the need for large-scale venues?

What will the 2014 conversation be?

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Client Banner Days That Click

banner-day-1This past Saturday, the Mets held their annual Banner Day at Citi Field—a one-day event that gives baseball fans a chance to express their loyalty, appreciation and creativity to their beloved ball club using homemade banners. Fortuitous for the Mets’ brass that the banner parade was held on the field before the game, as the Mets were mercilessly plundered by the Pirates 11-2.  I can only imagine what season ticket holder “Vinny from Queens” would have expressed with a bed sheet and some spray paint after the less than amazin’ performance.

In our business, and unlike the Mets’ fan base, we have the good fortune of being able to celebrate and show appreciation for our clients’ performance beyond just one banner day a year. In fact we have many.

As their partners, we help our clients thrive amidst the daily pressures and demands of making a brand meaningful, and we contribute to those amazing banner day moments. A successful product launch, an engaging and effective RM program, a new brand campaign and website, a motivating and memorable workshop  or convention, a positive sales quarter, or a brand team member promotion are all opportunities to keep our creative juices flowing and to let our client appreciation banner fly.

Rather than judiciously yet unceremoniously checking the “job well done” box then moving on to the next task, is there an opportunity to turn each milestone into a celebratory and defining moment for you and the client? And why do it at all?

Many of our clients have joined the marketing ranks after a successful stint in sales, where they were driven by incentives while showered with frequent tokens of appreciation and recognition, including for some, President’s Club, honoring the uber-performers with VIP getaways to sun-splashed resorts.

What’s the motivation and where is the recognition once they get into marketing? We can do our part and partially fill that void with client banner days. Each time the client achieves something special, there’s an opportunity to recognize and celebrate it with an agency-made token of appreciation. Let them know how much you care about them and their accomplishments. It gives us a chance to prove that our creativity extends beyond what’s stated in the brief to something more personable. It’s an endearing touch point that can enhance a relationship. And unlike the Mets, it only takes a little effort to get amazin’ results.

If you’re interested in learning more about how we have celebrated client banner days, please contact me at

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Video Is the New Reality

Phone Video_ThumbnailWhen I was in college, I studied both film and philosophy. Regarding philosophy, to paraphrase Steve Martin, I remember just enough to screw me up for the rest of my life.

One of the reasons I love video is that it is a simulated reality. Although print, radio, and poetry all evoke different wonderful experiences, video feels the most like real life.

Simulated reality, though, is not reality, and that’s great! It’s better than reality. Because we can construct the world as we think it is…as we feel it is…as we wish it to be.

And as grandiose and highfalutin as that sounds, it actually applies to us quite specifically in pharma advertising. With video, we can truly bring a brand to life. That’s important. So important, I’ll say it again, this time boldfaced, and in italics:

With video, we can truly bring a brand to life.

Think about it. You can see a product in three dimensions, hear patients or doctors or scientists talk about it, portraying either personal experience, or research, or clinical trials; contemporary 3D animation is so good now, you can see on a molecular level how a compound works exactly. Video is creatively exhilarating.

Audiences these days also crave and utilize video more than ever. What’s the first thing most people do when they want to learn about anything? They look it up on YouTube. Well, they actually Google it first, but YouTube results show up at the top.

Personally, I go to YouTube for nearly everything: to check out music, to learn how to tile a floor, to watch cat videos, or to find out about particle physics. And of course I’m not the only one.

You can count on the fact that any patient or HCP will be inclined to do a search for a product. If there’s a legit-looking video there to greet them, you can count on them watching it.

What do you want to show the world about your brand?

There may be plenty of not-legit-looking videos about your product. Viewers, though, have developed a sense that crappy videos on YouTube are not very credible, and click away quickly.

High production values can deliver a huge amount of credibility to your brand. Not just a well-designed logo, but excellent lighting, good audio where you can clearly hear the voice, beautiful cinematography, innovative motion graphics, sound design…all these things bring a viewer into a world, a simulated reality, that shows experientially what a brand is like.

OK, OK, I know what you’re thinking…you’ve got a little Muse on one shoulder whispering all the cool things you could do in video, and a little Regulator on the other shoulder with a pile of ISI that will have to be attached.

Well, I say don’t worry about it!

Firstly, video producers in healthcare are quite skilled at dealing with fair balance and ISI. We know how to make it quite palatable! Secondly, consumers and HCPs have integrated safety information into their viewing experience. Pharma TV commercials are now nearing 20 years old, so some younger viewers have heard ISI their whole lives and think nothing of it.

Honestly, I’m shocked that more brands in pharma aren’t using video. The other day I went to the website for Moleskine, which makes notebooks. They’re basically a glorified stationary brand. And they have a YouTube channel. With hundreds of videos. Hundreds. About a NOTEBOOK.

Seriously, it’s a digital, digital, digital, digital, digital, digital world. There are videos all over the place. Every new business budget should have a brand video built right in. Not having a video is like not having a logo. But more importantly…

A video represents the best of what your brand can be; a video represents what your brand is, and a video places your brand firmly in the senses of the viewer, creating a powerful and lasting experience.

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Sharpening Up the Industry’s Smartest Teams

GraphOgilvy CommonHealth Worldwide (OCHWW) purchases a unique and expansive range of syndicated research, currently providing access to over 30 different sources. In January, the management, oversight and strategic deployment of these properties were aggregated within the Global Business Intelligence and Integration (GBII) Skill Center led by industry veteran David Chapman.

The GBII Skill Center is dedicated to helping staff know what the research assets are and learn how to gain access to the incredible depth of resources that exist at OCHWW. The key point here is that this depth of resources allows Planners, Account Management and Creative to gain insights into the market and brand that help develop winning, innovative ideas. Starting from facts allows them to speak with authority and awe the client with new perspectives on how to drive brand growth.

The GBII team continually evaluates and analyzes the properties we buy or can access now through Ogilvy, trying to assure the best data and the broadest reach of global and US markets, disease states, therapeutic categories, audiences (both professional and consumer), channel, digital usage/preference, and more.

One example is GlobalData’s Pharma eTrack, which combines much of the information found in Datamonitor, Pharmaprojects,, The Pink Sheet, and news aggregators such as FierceBiotech and more, in one simple-to-use site. Information is available by molecule, by compound, by drug, by category, by pipeline, by disease state, by company and by country…including comprehensive US, global and/or regional in-depth reports on key disease states.

Some of the others include:

  • MARS (Multimedia Audience Research Systems) for OTC/DTC data
  • eMarketer  and Compete – online behavior and digital research
  • Manhattan Research – HCP online usage and habits
  • Yankelovich Monitor – consumer research
  • IMS/NDTI – prescribing and diagnosis information

To socialize the inventory of our syndicated research properties and the “power users” who provide guidance and interpretation, staff can access all this information in the Intelligence Center site on the organization’s secure intranet.

Questions? Comments? You can contact the author directly at
Please allow 24 hours for response.

Also posted in Data, Healthcare Communications, Planning, Research, Strategy | Tagged , , , , , , , | Leave a comment