May14

Is There Good Karma in Advertising?

buddhaSo much of what we do throughout our careers is interesting…but is it inspiring? Well, we found out recently when the knowledge and information we’ve been exposed to through client work helped me and my wife conceive of and create something entirely new and unexpected. Using the skills we’ve honed while working at ad agencies, my wife and I recently came up with the idea for an iPhone app that aims to improve the world by promoting small changes in daily actions. Basically, we asked the question: what can we do using our advertising knowledge to help make the world a better place? That was the question. “Karmasation” was the answer.

Karmasation, the app we’ve created, is what we somewhat jokingly call an anti-social network. People can post their actions, thoughts, and experiences anonymously and get feedback about whether they deserve good or bad karma. Because users maintain anonymity within Karmasation, they can post honestly. They aren’t speaking to people who know them through various social interactions (as they would on Facebook and Twitter), they’re just speaking to a community of people. Human to human.

The tie-in to social networks, though, comes into play with the idea of gamification, a subject about which we’ve frequently engaged our respective clients. As users participate in Karmasation, they accrue a Karma Profile. Users can simply compete against themselves, or they can share their profiles, posts, and results with Facebook and Twitter to create somewhat of a competition to see who can earn the best karma.

So what type of advertising knowledge were we able to apply while creating the app? And how did that learning continue with Karmasation?
1) The Devil is in the Digital Design. As we’ve worked on different digital platforms for our clients, we’ve learned a bit about clean design and user interaction. Combining that knowledge with being iPhone users ourselves, we had an idea of what would work within the iPhone platform. Are we still learning? Of course! But through our work on our app, we’ve gained a broader understanding of user interaction. We now have a better handle on how users might prefer digital platforms to react and function—not just from an art or copy perspective—but from an overall experience.

2) Bravo for Beta Testing. Again, with the digital platforms we’ve worked on comes testing. The first time my wife worked on a digital presentation, her project manager told her to try and “break it.” And “break it” we did, because before putting an app out there you want to make sure you’ve covered every scenario—not just how you’d use it but also how anyone else might. Because our app has more possible combinations of actions than other projects we’ve worked on, we’ve learned the importance of testing in a systematic way with a greater attention to detail. We also found that as we progressed through the rounds of beta testing, we learned ways to better communicate issues we were finding with our developers. Clear communication between team members who understand different aspects of a project is crucial to getting any problems fixed.

3) The Process of Promotion. The obvious one since we’re in advertising. But this time, we are both the agency and the client. Deciding on your own strategy can sometimes be difficult, and as a result, we now have an added sense of respect for our clients. We continue to work daily to find ways to better promote our app so that more people can know, use and enjoy it.

As we continue with Karmasation and our jobs in advertising, we’ve learned from each experience and have already seen how we can apply our learnings from one circumstance to the other. Like karma, what comes around goes around. And in this case, we’d call it good karma!

 

 

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May10

When Marketing is a Higher Calling

careI am not involved in marketing religious products, and trust me when I say that there is no divine intervention lending a hand as I write this. Instead, my higher calling is to market therapies and diagnostics in cancer, HIV and other difficult-to-treat disease states.

What drives a desire to market drugs in these disease states?

Let’s look at the oncology space in the US. Today, there are nearly 12 million living Americans who have received a diagnosis of cancer. They’ve heard those terrifying words, “You have cancer.” Or, “It’s back.” For a small few, cancer has become a chronic disease. But for the majority of patients, the struggle continues on. It’s that struggle that’s driven a unique partnership and bond between patients, caregivers and industry that allows us to dream of how we might impact the course of these diseases.

The hepatitis category is a fast-changing landscape, and is starting to follow many of the practices of both oncology and HIV marketing. As new and more tolerable treatment options become available, so too will the need for better and more comprehensive HCP and patient interaction. Therefore, how we work with all of these audiences is critical.

Why we do what we do

We’re marketers. As such, we still look to position our brand for success, striving to outperform our competitive set. We build a compelling plan and programs for our clients and brands that showcase the data, but also start to touch on the very human element of these diseases.

As a young girl I fondly remember 3 of my mother’s friends—all diagnosed with breast cancer. We lost each of them far too early in their lives. My memories are strong. I remember each of them losing their hair, the swelling of arms and fluid retention with removal of lymph nodes, and dealing with the loss of their breast(s)—both emotionally and physically. What I also remember is the rallying cry that went out from my mom and her friends. Together, they would do whatever was needed, divvying up chores for these women—helping to cook meals, do laundry, carpool kids and service basic human needs. For each of us who end up and stay in this space, there is a human element that is personal and has touched our own lives, so we feel the need to give back.

Giving back

Pharma/biotech companies and agencies alike get the occasional black eye for our deeds and misdeeds.  However in the cancer space I applaud my colleagues—we give back. In cancer care we see compassion and dedication that transcends brand, product and company. We walk to raise both money and awareness, we deliver hot meals, we paint and decorate infusion suites, we support various campaigns that allow patients to express themselves (art, writing, music, etc) and we provide tools and materials that hopefully make life a little bit easier for patient and caregiver. We give back and try to respond to that higher calling we’ve been charged with. With these small gestures we try to touch a life, we hope to impact a life. But in the end, it’s our own lives that are forever changed, forever impacted.

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May8

Is It “Health Insurance,” or Merely Prepaid Health Care?

PillThe Affordable Care Act’s (ACA) goal is to provide health insurance coverage to those without it now, and it uses 2 main mechanisms to do so. It penalizes individuals without insurance, thereby encouraging them to sign up for health insurance. (In order to support this effort, the law creates state insurance exchanges to offer health plans to consumers.) The law also penalizes employers (with 50 or more employees) that do not offer health insurance to their workers. So, these employers will either need to add insurance if they don’t currently offer it, or maintain or modify what they now offer to their employees…or else pay a fine.

As the ACA proceeds to full implementation, it’s probably polite to say that various “inconsistencies” in the law are emerging. While “self-pay” employers may still exercise some degree of freedom in adding, maintaining, or modifying their health insurance offerings, the law is determining many of the characteristics of health insurance offered to the public via health care exchanges.

It’s interesting to note that 2 key requirements of the law undermine the basics of insurance, which is defined simply as “coverage by contract whereby one party undertakes to indemnify or guarantee another against loss by a specified contingency or peril.”

The first requirement is that all beneficiaries pay essentially identical rates, regardless of their risk factors. One of the few recognitions of varied risk among the population, an individual’s age, is still subject to constraint (older people cannot be charged more than 3 times the premiums charged to younger people). The other requirement is that insurance companies should ignore individuals’ preexisting conditions when writing new policies. While this rule is popular—no one wants to deny health insurance coverage to a cancer survivor—it also could encourage people to wait until they are sick before they purchase insurance.

Additionally, the law’s definition of an insurance plan’s “essential health benefits” may also contribute to an unintended result: a small set of insurance offerings on health care exchanges that are all generally very expensive, due to the fact that the policies are required to cover many things. One possible effect on consumers is that they will pay higher premiums.

Let’s go back to employers. Year-over-year health care cost increases have recently moderated, but over the long term they have traditionally been higher than the rate of overall consumer inflation. Some employers may use the soon-to-be-created state exchanges as an opportunity to withdraw the health insurance they offer to their employees. Employers who still plan to offer health insurance will continue to scrutinize costs and seek ways to mitigate their increases. They may continue to restrict the breadth of offerings in their health plans (a trend that is opposite to the expansion of essential health benefits above). Another mechanism that works is to shift more costs to their employees in the form of higher premiums, copays, coinsurance and deductibles.

So, in the 2 areas that the ACA seeks to create new health insurance opportunities (state-based exchanges and newly regulated employer markets), the individual will most likely pay a greater share of costs and have a greater responsibility to evaluate his insurance policy as well as the health care interventions he receives.

What does this mean for marketing communications?

One question facing employers, employees, payers and consumers will be the role and importance of deductibles, copays, and coinsurance. These patient payments are essentially behavioral-change tools, encouraging the patient to “shop wisely” because he is spending his own money on health care. Will these mechanisms continue to work as they have in the past? It may depend on which segment of the market grows larger: the state-based exchanges or the employer-provided plans.

On the one hand, if the law is encouraging fewer, similar insurance offerings on state exchanges, it will hardly be easy for insurance companies to differentiate one policy from another. If the offerings from health plans become expensive and undifferentiated, with most of their benefits “prepaid” by premiums, how much impact will deductibles, copays, and coinsurance have? Would this also complicate manufacturers’ efforts to differentiate their products to insurers, providers, and patients/members?

On the other hand, if employers are restricting benefits in their heath plans and shifting more and more costs to employees, employees will be using more of their funds to pay for premiums, and there may be less left for deductibles, copays, and coinsurance. With fewer health care dollars available, the employee may respond more to the cost effects of those patient payments.

Readers, what will be the health plan implications for related drug and device issues such as tier placement, contracting terms, and pricing? What marketing efforts are still needed? And to whom should they be directed?

Source:

  1. Merriam-Webster. Definition of “insurance.” http://www.merriam-webster.com/dictionary/insurance. Accessed April 22, 2013.

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Also posted in Access, behavior change, Health & Wellness, Managed Care, Patient Communications, Reimbursement | Tagged , , , , , , , , , , , | Leave a comment
Apr30

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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Apr25

When Will Pharmaceutical Companies Embrace Behavioral Retargeting to Drive Adherence?

Shopping KeyPicture this: You visit a website, add something to your shopping cart, but abandon the transaction. Maybe you are distracted or decide to shop around to get the best deal.

The next day, you’re on a different website. Suddenly an ad pops up on your screen…for that item you had in the shopping cart the day before. In your mind you’re thinking, “Wow, maybe this ad is an omen that I should buy that item?”

You’ll be relieved to learn that the ad is not an omen. It’s just “behavioral retargeting,” one of the tools that a smart marketer is leveraging to capture your attention. They want you back at their site to complete the purchase.

Digital channels can leverage relevancy (based on action and exposure) to deliver highly motivating advertising. If it works well for consumer products, how would this work for pharmaceutical brands?

The Web as a Research Tool
The Internet is used by consumers to compare prices and features. What we find online often influences both online and offline purchasing decisions. In the early days of the Internet, consumers were leery of making significant purchases online and would compare prices on the web then go to a brick-and-mortar store to make their purchase. With improved mobile technology, consumers now see and touch products in stores, only to make the purchase online. Many consumers are now willing to make major purchases online.

The prescription drug buying process is different. Some consumers see advertising for lifestyle drugs on TV and in print, go online for additional information, and ask their doctor for a prescription. If their doctor agrees, they may receive a prescription. A pharmaceutical website for a prescription drug may play a role in initial patient-doctor discussion, but it can really play a much more significant role in influencing medication adherence.

Behavioral Retargeting to Influence Good Behavior
We see many prescription drugs with elaborate, multichannel medication adherence programs that often have minimal impact on the bottom line. The reasons for this are twofold.

  1. Programs that are dependent on patients signing up tend to have very limited reach against the patient base.
  2. They often attract patients who are adherent, so there is little opportunity to increase sales. We also see programs where enrollment is driven by activating a savings card—but too often patients are unaware they joined the program and don’t engage with the communications they receive.

What if we used behavioral retargeting to increase awareness of compliance programs? Imagine if retargeting didn’t just apply to shoes and baby clothes, but also encouraged medication adherence.

Behavioral retargeting provides the ability to extend reach and deliver highly relevant adherence messages contextually, then bring consumers back to your site for deeper content. It provides an additional channel to get key adherence messages to customers who might not sign up for a program.

Then again, even if we can do it, we may not want to deliver behavioral retargeting. After all, some patients have conditions that they’d rather keep private. They may not appreciate a reminder message from a pharma company that manifests as a banner ad on their favorite website. If this is the case, such issues can easily be addressed with a simple opt-out that prevents future retargeting from the ad server.

These days, behavioral retargeting is closely associated with advanced ecommerce websites. Looking forward, it will probably become another tool for communicating with patients and healthcare professionals. Before that happens, industry thought leaders need to think carefully about how patient health information is used and retargeted across different websites, channels, and platforms.

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Apr23

Finding the Right Balance

PaperOne day, you wake up and you are an Art Director. The sun is shining, the birds are singing, you have the Icona Pop song stuck in your head. You realize that you are exactly where you want to be—in the middle. Some people may want to be a little to the right or a little to the left, but I personally like to have my cake and eat it too. I started out my career with a big slice of interactive pie. For the past 4 years, I have worked for Ogilvy CommonHealth Worldwide’s NJ-based interactive marketing group. My key role was to work on various interactive projects (websites, iPads, banners, e-mails). I learned so much from my amazing co-workers. Some of them have left to find a different path in their design careers, but I still hold them all close to my heart. I will never forget the teachings of those from my past.

Today is a new day. I am pulling the cobwebs out of my brain and refreshing myself to the world where I began: PRINT! I went to college at the School of Visual Arts in NYC. I remember spending my grocery money on expensive paper for my design projects. There is nothing better than walking down the north side of 18th Street toward 6th Avenue to Paper Presentations and then spending an hour feeling textured paper. I can still smell it. (Everyone close your eyes and smell the paper with me). In college, I mostly studied print. We all need to acknowledge and appreciate where we came from, because it made us into the designers we are today. Over the past few years, I have been lucky to help out with some print projects. I have been moving back and forth between print and digital for years now.

My new role as an Art Director for a women’s health client is like sunshine on a cloudy day. I am lucky enough to be working on both print and interactive design. For this particular project, we are working with another multimedia agency, located in NYC. My Art Director partner and I do a lot of traveling back and forth from New York to Jersey. Our collaborators hold most of the digital work, but now that I’m in town, we are bringing some of the interactive work to New Jersey, Ogilvy style (not to be confused with Gangnam Style). As we all know, it is hard to be the new kid on the block, and the agency has a wonderful, tight-knit interactive team. The more that I go there, the more I feel like a member of the design gang. The other day, the SVP Creative Director gave me an e-mail design test. He threw me some copy and a logo and let me at it. I came up with a few concepts that I felt confident about. When I met up with him the other day, we discussed the designs and it turns out that he really liked them. He said that they had a good balance of design and easy development. I couldn’t have been happier! It is always an exciting feeling when someone has seen your work for the first time. Each time is like a new chapter in your life, another page has turned where you get to prove yourself.

I think we all need to achieve a good balance of interactive and print. Most of us come from a print past and we need to look to the digital future. Print isn’t going anywhere. I still love paper, drawing in my sketchbook, and cutting things up with scissors. We also need to embrace the technology ahead of us. There is a lot of fun, innovative work coming our way and we all need to get excited about it! Let’s all strive for balance, because that is where we will be strongest!

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Apr18

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, ClinicalTrials.gov, 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.

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Apr16

Introducing Once-Monthly Tournamax?

Basketball PersonSo, like most of us, my experience spans multiple therapeutic areas. I’ve worked in the field of Rheumatology. Created campaigns in Oncology. Produced TV spots, print ads and RM programs in Pulmonology, Gastroenterology and Dermatology.

But I’ve been thinking over the last few weeks, what if our industry expanded to yet another fast-growing scientific field that sweeps the nation every year: Bracketology.

I’m sure someone, somewhere, is working on the drug to help. Therefore, I’ve taken the liberty of preparing the TV script so we’re locked and loaded for the DTC launch.

Open on the appropriate and ubiquitously RC-friendly activity of a Big Dance. An announcer would say…

Announcer: If you’re a college basketball fan and suffer from sleepless nights, indecision making your picks and general anxiety at the start of spring, you could be suffering from March Madness.

Once-monthly Tournamax can help. Only Tournamax provides clarity and faith to help you identify potential upsets, make sense of any Missouri Valley Conference entries and avoid a complete bracket implosion. And it’s not a steroid.

Tournamax is not for golf aficionados. Side effects may include sweaty palms during the Final Four, nausea if your alma mater loses early, and swollen egos. Tournamax can lead to random screams of “go” followed by a color, most commonly blue and orange. If a 16-seed beats a 1-seed, stop taking Tournamax immediately and contact your doctor.

It’s your bracket. It’s your office pool. It’s your Tournamax.

I’m telling you, if we can launch brands for Thrombocytopenia Purpura in Hematology, we got this.

 

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Apr11

The Work/Life Balancing Act

Work Life Balance_ThumbnailI’ve been thinking a lot about work/life balance recently. It occurs to me that “work” holds the primary position in that expression, but is anchored by “life,” which seems to beg the question: “Is there really a balance?” For most of us in this business, it’s certainly obvious that it all depends on how crazy the month is—how many pitches, big client presentations, launch preparations, strategic plans to develop, creative conceptual exercises to take part in…sometimes work takes over and leaves little time for life. But it’s what we all seek to achieve, finding that perfect work/life balance, to be fulfilled in our careers as well as lead a rich life. I’m no expert on how to do this, but I have learned a few things over the years on how to try to achieve it.

First, it’s about organization and prioritization. If you can keep yourself and the team focused, you can accomplish what’s required and still manage to get home to see the family or meet those friends for dinner and drinks. Communicate the milestones, establish the timeline, and hold everyone accountable for delivering, so late nights/weekend work can be minimized.

Second, it’s about that four-letter word—team. You are not the only one on the team—you are surrounded by others who have the same mission you have. If you know you’ve got an important commitment, communicate it early and arrange a plan for coverage. Your team members can cover one night, and I’m sure you’ll be happy to pay it forward when they need to bow out.

Third, always remember what is most important to you, and the rest will work itself out. I remember showing up to my son’s game unexpectedly, after thinking I was going to be stuck at work and have to miss it. Even though the bleachers were filled and I was just one more person in the stands, the smile on his face and the cool “middle-school” head nod my way when he saw me told me that I had made the right decision. That was balance.

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Apr9

Painting by Numbers: Using Enterprise-wide Analytics to Guide Marketing Strategy

Paint Brush Man_Thumbnail

Today, analytics is playing an ever-expanding role in developing marketing strategy as clients have become aware of the importance of data in guiding campaign decisions. Like the Paint by Numbers crafts of our childhood, marketers can use stats and data points to guide the creative marketing process, resulting in a more predictable end-product.

However, according to a recent Accenture study, the same brand managers who understand the importance of analytics tend to rely on gut instinct instead of logical recommendations, preferring to paint outside the lines rather than follow the data.

The reason for this departure is that analytics is still typically brought in on a project-by-project basis.  While a team of expert analysts may provide insight on one particular channel or campaign, they do not have a panoramic view of the overarching strategy or history of the brand. The brand manager’s gut, on the other hand, has years of experience in overall performance, customer relations, and sales. This often results in a strategy that conforms to a “more of the same” mentality.

Within the Ogilvy Healthworld Marketing Analytics & Consulting team, we have found that insights and recommendations  can be more impactful when done at a portfolio or enterprise level. For example, we had been performing analytics for a particular brand, observing that over time, the paid search costs were increasing for unbranded terms. Over the next year, we grew our analytics practice across this pharma company’s entire therapeutic department. When the data started to pour in, our analysis uncovered that two brands were competing against each another for the same unbranded terms, artificially driving the costs up. By taking an above-brand look at the data, we were able to identify an issue and resolve it in a way that benefited both brands and became a best practice across the therapeutic area.

While this example looks at a very specific issue, enterprise analytics has a number of strategic benefits:

  • First, it sets a tone of accountability across brands, defining a standard of data quality that can be enforced in measurement and optimization. Not only does this ensure that different groups are using the same metrics to define success, but also it makes it easier to compare performance across brands and categories. Over time, this organized collection of data can serve as a starting point for performing more advanced modeling and predictive analytics.
  • Second, strategic data collection and analyses can offer dramatic cost-savings as each brand does not have to finance its own projects and can anticipate a more organized array of reporting and analysis options.
  • Third, enterprise-wide analytics enables across-the-board education in reporting and data. At this time, many brand managers are in the habit of glancing at a report for information, but not yet using it as a compass by which to navigate. With an enterprise-wide analytics presence, these brand managers are forced to embrace the numbers and start making more strategic brand recommendations. The result is a more consistent and strategic step forward in marketing growth and optimization.

Ultimately, analytics and reliance on predictive modeling are here to stay. As marketing partners, it is our responsibility to make our clients as agile as possible and ensure they have the most accurate information in their toolbox while making decisions. So the next time your clients go to the easel and begin painting their strategic plan, make sure they have numbers to guide their work of art.

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