At the crossroads of health, wellness, technology, and marketing

2015 Marketing Summit Template_BLOGIt was a privilege to attend the 2015 Marketing Summit hosted by Ogilvy CommonHealth and eConsultancy. As the producer at the event, I was able to spend some time with each of the presenters. I was also able to hit the 10,000-step mark on my Fitbit by 3 pm—I’ll circle back to wearables later. I was most impressed by the diversity of speakers who are playing at the crossroads of health, wellness, technology, and marketing. The people I met and the messages I heard made me extremely excited on two different fronts: as a human being, and as a marketer.

As a human being, I was excited about the ideas surrounding personalized health that we heard throughout the day—especially since I moonlight as a fitness instructor.

Among them was Jeff Arnold from Sharecare, who is empowering consumers to take charge of their health by delivering personalized resources and expert advice through their online health profiles. Melissa Bojorquez of Physicians Interactive talked to us about technology’s unique power to help people connect with each other, and in doing so, defying the isolation and fear that accompany serious health conditions. Bill Evans from Watson Health showed us how Watson is changing the face of medical research with its ability to “read” thousands of medical journals and white papers in unimaginable speeds in an effort to increase the safety and efficacy of clinical trials drugs.

Our Healthcare Startup Sharktank brought innovative thinking to the forefront of consumer health. Movi Interactive is incentivizing fitness tracker users in unique ways by gamifying their experiences to drive usage. Through their platform, Medprowellness is connecting consumers with clinicians, nutritionists, and personal trainers to provide a personalized layer of accountability to their 360-degree approach to health and wellness.

The marketer in me was excited about all the new ways data will continue to fuel our insights. Finding new ways to visualize data is critical, according to David Davenport Firth, particularly since 75% of physicians admit to not understanding the statistics in journals. Back to the topic of wearables… For a while now, marketers have been talking about the endless data streams being collected from wearables. Patrick Henshaw and his startup, Strap, can aggregate data from wearables, smartphones, and other apps, allowing marketers to draw insights from real-time human data. On a similar note, there was Pranav Yadav, whose company Neuro-Insight can help marketers and brands optimize their creative by analyzing the neuro-responses of their consumers.

We are at the crossroads of health, wellness, technology, and marketing. Ryan Olohan from Google reinforced the fact that like all successful companies, healthcare brands need to innovate or die. Companies like Kodak and Blockbuster didn’t, while companies like Uber and Expedia have changed their respective industries forever. As marketers in the healthcare space, we all need to look beyond our comfort zones. We need to encourage our brands to look beyond, as well.

This article was originally posted on Ivan Ruiz Graphic & Web Design.

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4 Key Takeaways From the OCHWW Marketing Summit 2015

Martha CMO Blog2_ED

Behind the scenes look at OCHWW’s Innovation Lab

The OCHWW Marketing Summit took place on September 24, when attendees from all over the world came together to discuss marketing in the age of person-centric healthcare. Throughout the day, speakers from the pharmaceutical and technology industries echoed four main themes surrounding the state of healthcare today: innovation, personalized medicine, social healthcare, and the vast amounts of health data being generated every day.

Innovation must play a larger role in healthcare organizations going forward. According to Chris Halsall of OgilvyRED, it cannot just be a hobby of an organization, it must be the core. As Ryan Olohan from Google Health puts it, “Technology comes at us like a train—you’ve got to innovate or get run over.” Innovation in healthcare comes down to courage, and we must change the culture of healthcare organizations to embrace digital innovation.

Personalized medicine
Personalized medicine is the intersection between biology and technology. With today’s technology, we have the tools to get the full picture of the patient—molecular, clinical, and demographic, according to Niven Narain of Berg Health. With that, we can deliver personalized precision medicine, giving the right patient the right drug at the right time to lead to better health outcomes. Jeff Arnold of Sharecare states that this ultra-personalization of healthcare will empower consumers to take control of their own health.

Social healthcare
Health is the most personal thing there is, but as it stands today, healthcare is the least personal. One of the most significant benefits of technology is facilitating human connection in healthcare. Health is now social, and patients are talking about your pharma brand whether you are part of the conversation or not. Be part of the conversation.

Health data
Vast amounts of health data are being generated every day, and we need a system to parse it to make it useful, according to Bill Evans of IBM Watson Health. David Davenport-Firth of Ogilvy CommonHealth Worldwide states that patients can’t make health decisions if they don’t understand their health data. Cognitive systems like Watson can democratize health insights to better patients’ lives, and responsive and dynamic representations of health data can personalize and humanize patients, leading to better health outcomes.

Healthcare is undergoing a transformation unlike any it’s seen before. Looking to the future, healthcare organizations must be disruptive by embracing innovation and putting patients at the center of everything that they do.

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Infographic: Smartphone Use Among Physicians

In my first of a series of infographics on Digital Health, I look at smartphone use as a metric of digital acceptance and adoption among physicians. Like us, physicians are unquestionably connected through their smartphones, and are conditioned to receive digital content. The newest generation of physicians entering the field are digital natives, and do not know a world without the Internet or constant connectivity. These physicians will play a huge role in shaping the future of digital health. The key will be to understand how and when to best reach them, and those are topics we’ll cover in future posts.

Smartphones and the future of Healthcare

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Mobile in Healthcare: The Future?

Mobile Healthcare Blog ImageIn the past few years, mobile technology has changed the way consumers interact with their service providers. Whether ordering a cab to one’s exact location within minutes or getting groceries delivered in a matter of hours, there seems to be an app for everything. The healthcare industry is no exception to this trend. Mobile health data helps patients, doctors, and pharmaceutical companies in new and innovative ways.

Mobile technology is changing the way doctors and patients interact with both the healthcare system and with one another. The fitness wearables trend has put the power of transforming one’s health and body into the hands of the consumer. People use wearables and other mobile devices to get constant data feedback on their heart rate, steps, calories burned, etc. Many of these apps then organize and share this information in an easy-to-understand way, allowing consumers to make better decisions about their health. Patients can also use new apps, such as ZocDoc, which provide up-to-date appointment availability, enabling users to schedule visits with doctors as quickly and conveniently as possible. In fact, even more specific apps exist, such as Castlight, which compares prices of MRIs and other tests to find the most affordable options in a given location.1

Healthcare professionals also use a number of different apps to improve patient care and treatment. Indeed, there are entire sections of Apple’s App Store devoted to apps for doctors.2 Perhaps one of the most useful features in many of these apps is the ability to look up information right at the patient’s bedside. Quickly searching for certain symptoms can save crucial time for both the doctor and patient and may facilitate a more accurate diagnosis. Moreover, certain apps will soon offer on-the-go monitoring functionality, providing live feeds of patients’ vitals right to their doctors’ mobile devices. This continuous supply of information can optimize patient care and improve the healthcare system on a wider scale.

These mobile technologies are not just changing the way healthcare works in developed countries. Mobile has been incredibly helpful in transforming and improving the healthcare systems of many third world countries. This technology helps serve underprivileged societies by “addressing challenges such as reducing material and infant mortality rates, combatting infectious disease, creating awareness of HIV and delivering nutritional health and treatment for a variety of health conditions remotely.”3 CliniPAK360 is one app that has transformed treatment in Africa. The app works by allowing healthcare workers to input symptoms and information about a patient, which is then used to analyze and diagnose serious conditions. Other hospitals in Africa are using phones or tablets with preloaded medical information, which can be critical for saving time and effort in diagnosing and treating patients.

Mobile is also changing the way that healthcare marketers target consumers. Instead of simply “pushing pills,” companies now make their brands interactive and interesting to consumers, helping to change their brand image. Mobile apps help patients track their own health and progress and supply pharma companies with more data to effectively target consumers. Merck created MerckEngage, which provides health tracking services and has over 100,000 users from whom Merck can collect new insights and information. Geisinger Health System also launched an app on a small scale that studied “metrics like patient acceptance and treatment adherence to decide which solutions to these issues could be deployed on a broader scale” based on data they received from the app. Additionally, mobile apps can also help with medicine adherence by understanding which patients do not follow their prescription instructions and targeting them with more precise reminders. Pharma companies can leverage this data revolution to obtain the most accurate and useful marketing information yet.4

I have seen this mobile technology in my short time here at Ogilvy CommonHealth. In the past few weeks, I have helped work on an app which tracks a user’s sleep habits through either manual input or syncing up with a wearable device like Jawbone or Fitbit. This app is mutually beneficial as it helps the owners collect data on sleep habits nationwide, and helps users achieve greater awareness of their sleeping behaviors.

The central theme among all of these healthcare apps is optimization, data collection, and a better understanding of disease perception. Large databases of patient and consumer information now exist, which can be analyzed to streamline and improve patient experience, outcome, and overall health.5 It remains unclear how far these apps can take us, or if a piece of technology will ever be as good as a doctor’s intuition, but the continuing innovations provide a glimpse into the future of healthcare.

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Helping Clients Navigate Compliant Communications for FDA-regulated Products

Helping Clients Navigate Compliant Communications for FDA-regulated Products IMAGE_EDVANITY URLS: Google Paid Search Engine Marketing (SEM) Changes
• Redirecting ad changes effective January 12, 2016
• Prohibiting ads where vanity URLs are utilized and dramatically different from the destination URL

Google has announced significant changes in their paid search engine advertising policies with regard to pharmaceutical products. The change that we are addressing here deals with vanity URLs, and their respective redirecting ads, that will take place in January 2016. The bottom line is that Google will no longer allow vanity URLs in an effort to provide consumers with more “clarity and transparency.”

Google has a long-standing policy prohibiting any ads where the destination URL differs dramatically from the display URL. Please note, this prohibition is not exclusively for pharmaceutical products—it has been Google’s practice across the board. Up until now, the pharmaceutical industry had been the exception to the rule. The reason for the exception was because in many cases, information seekers will not know the name of a drug, but will understand and know the symptoms/disease state information.

FDA background information
Previously, the FDA never objected to marketers utilizing vanity URLs and/or redirecting ads. These URLs/ads typically do not directly promote the name of a prescription product. Instead they lend themselves more to a disease state or descriptive nature, and then redirect users to another location or URL where they will see branded information specific to the prescription drug and/or disease state. Vanity URLs/redirecting ads are not exclusive to online SEM use, and are also used in print ads, television commercials, billboards, postcards, and more.
In March 2009, the FDA sent out 14 violation letters regarding search engine marketing practices of 48 brands. Thirteen of those violations referred to SEM ads running on Google. The FDA noted four types of violations in 2009:

  1. Omission of risk information, failure to meet requirements of 21 CRF 202.1(e)(5)(ii)
  2. Inadequate communication of indication
  3. Overstatement of efficacy
  4. Failure to use the required established name

Google’s reaction—what exactly is Google implementing?
Beginning in January 2016, Google will not permit pharmaceutical advertisers to have vanity URLs (such as “TreatmentforConditionX.com”) that redirect users to a BrandName.com website.

Pharmaceutical marketers will have the following options for vanity URLs:
Option 1


Sample ad showing company name as URL

Option 2
They can add “.com” to the company name.


Sample ad showing company name plus .com as URL

Option 3a (for prescription drugs, biologics, and vaccines)
They can display the phrase “Prescription treatment website” as the display URL.


Sample ad showing prescription treatment display URL

Option 3b (for medical devices)
They can display the phrase “Prescription device website” as the display URL.


Sample ad showing device display URL

All of these ads will be able to drive to pages on the brand.com or brandhcp.com website.

At the present time, this change has been instituted by Google only, and doesn’t lend itself to print, television, or other advertising mediums.

What does this mean for our clients?
Review and reassessment of live and proposed Google SEM campaigns where clients utilize vanity URLs need to be completed as soon as possible. New campaigns need to take these new rules into consideration during the tactical planning phase. Funds can be shifted to Yahoo and Bing, however there is the possibility that they may also follow suit.

Google has indicated a willingness to work with pharmaceutical clients to minimize potential negative impact to paid search campaign performance. Testing of the new formats will determine which type of units work best with various campaigns.

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The Client’s Always Right…Except When They Aren’t

Darlene Dobry Med Mktg Blog Image EDIn a service industry, many of us live and die by the mantra, “The client’s always right.” We have long understood and served our role as agency partners and know that we need to passionately support our clients’ efforts.

But is it acceptable to challenge the clients’ wisdom and tell them from time to time that the path they want to take will not result in the best outcomes? That they should take greater risks and push themselves and their brands to greater heights? That they should not accept mediocre results when they can achieve greatness? That they should stop doing what the others are doing and break away from the pack?

Absolutely—this is our job, this is what true client partners should want and expect. We cannot simply nod our heads in approval if we truly care about our clients and the brands we support. We need to tell the truth―backed up with data, customer insights and market knowledge—and state it with conviction. When it’s out, the client will ultimately determine which direction to proceed, but they will do it knowing the potential “watch outs” or barriers to its success, and we can then work together to be armed with the ultimate plan.

It has been my experience that clients do appreciate partners who show passion, conviction and a commitment to doing what they believe is right. Most are not looking for order-takers or yes-men (and if they are, you may want to consider working with a new client).

In my office, I have a sign that says, “I’d agree with you, but then we’d both be wrong.” It’s not there to remind me that I’m always right—it’s a daily reminder to stand up for the brand and what you believe…always, even if it’s not necessarily popular. Of course, it’s critical to be able to back it up and deliver with diplomacy, grace and experience. In the end, the client drives the ultimate decision, and as their partner, we align, support them and drive to deliver the very best.

My best client relationships have been based on trust, truth and transparency, and respecting that it works both ways. There is immense power, transformative ideas and inspired problem solving that come from collective diverse thinking and challenging the status quo. Remember, in the words of David Ogilvy, “We only get a spark when the stone and flint are moving in opposite directions.”

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Immunotherapy: Has the Answer to Cancer Been Inside Us All Along?

Immunology Blog Image EDThis year over 1.6 million Americans will be diagnosed with cancer and nearly 600,000 people will die from the disease. That’s over 1600 people each day. The need for innovative therapeutic approaches to treat cancer has never been higher. To help fight the tumor, oncologists are literally looking within at new immunotherapeutic approaches aimed at unleashing the body’s own natural defenses.

The idea of immunotherapy isn’t a new one. Since the first studies of antibodies began in 1891, researchers have continued to investigate the potential of the immune system. But the idea held little more than promise.

But all that has changed.

Numerous breakthrough advancements in immunotherapy, with unprecedented results, have propelled the entire class forward. At this year’s Annual Meeting of the American Society of Oncology (ASCO), immunotherapy took front and center. Thousands upon thousands of oncologists crammed the educational sessions for just a glimpse of some of the new data being presented, CNN ran headline news stories from the congress, and even patients are aware and asking their physicians about the new therapies being researched.

Across the board, the pharmaceutical industry has started to mobilize behind the potential of immunotherapy unlike anything else seen before. Most of the major pharmaceutical companies already have one or more new drug candidates in development—and if they don’t, they are aggressively exploring opportunities to catch up.

Over 800 Clinical Trials With Immunotherapy Products
At present there are 844 ongoing or completed clinical trials with immunotherapy drugs across a wide range of tumor types. These trials include some of the most challenging cancers associated with the worst prognoses, like lung, stomach, brain, and melanoma. And new trials with new products and new regimens are added almost daily.

$35 Billion in Projected Sales
Analysts believe that annual sales for immunotherapy products in oncology will reach $35 billion a year.

60% of Cancers Will be Treated With Immunotherapy

Researchers believe that immunotherapy may become the dominant form of treatment in oncology, with nearly two out of every three cancer patients receiving some form of immuno-based therapy within the next decade.

While these numbers are staggering, the greatest benefit may be for the patients diagnosed with cancer. The early results from the emerging next-generation immunotherapy agents have rightfully captured the hopes of both patients and oncologists. With continued research and a little luck, these treatments may provide more than a treatment for a cancer, they may offer a cure.

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Illuminate the Customer Journey With Data and Analytics

Journey Blog Image_EDSmart integration of data can now help identify and predict customer location and movement along the customer journey continuum. Mapping the customer journey is a vital planning tool.

Mapping out customer journeys is a well-established phase of communications planning. At Ogilvy, this represents the third step in the well-regarded planning platform: FUSION. The customer journey identifies the different phases customers migrate through toward a desired behavioral change destination. The journey phase will differ in each planning effort as the preferred consumer action and marketing objective are all project specific.

Improved understanding of the different stages customers should pass through en route to the ultimate desired location helps planners marshal the right channels, messages, and content to aid the customers along their journey.

The construct around the journey-based plan addresses key questions such as:

• What is our ideal behavioral perception for audiences in a specific stage?
• What are the perceptual challenges that may hinder getting our audience to think in a particular way?
• What are the positive levers that can enhance the likelihood of our audience to respond in a desired manner?
• How do we then move our consumers to the journey’s next phase?
• What channels do we deploy, and at what times, to get our key messages across our audience?

When these are well identified, the output helps make the ubiquitous, overused, but still aspirational goal of “right message, right channel, at the right time, to the right audience,” a possibility.

The customer journey can be complex: recent studies such as McKinsey’s The Consumer Decision Journey have shown that the customer journey has grown more complex. As I have alluded to in my previous article, The Marketing Funnel is Not Dead: A Website Analogy, customers may take several complex detours, but they still have to pass through well-defined phases to proceed with their conversion. The typical phases of this journey start with brand or message awareness and proceed to stimulating interest, trial, usage, commitment, and advocacy. Customers may get caught up in a phase, or proceed rapidly through phases, or even recede at times. However, you generally need to be aware of a product before you can consider using it.

The journey currently produces robust and well laid-out plans to engage and usher consumers on the behavioral change voyage. The next step is to map real customers to each phase and deliver plans against these customers to improve the journey. Before consumer-mapping knowledge, marketers have applied satisfactory approaches including contextual marketing, which aligns messages to media content as a proxy for consumer awareness and the journey phase. Sequential messaging is another approach without mapping knowledge. This approach starts with early-phase messaging and shifts to later-stage messaging based on average phrase duration. Lastly, one could always deliver broad messages, with the hope and expectation that the audience will self-select, and engage with the messages most applicable to their journey. However, the utilization of consumer-mapping information and understanding which individuals are in each phase are preferred.

The availability of customer-level data and the ease of pooling previously unconnected data are making customer mapping a reality. Now we can identify when a customer traverses a specific phase of the journey so that we can execute the well laid-out communication plan against these customers. Data can now help us to answer questions such as who are these customers. What is the likelihood that they will try the product? How quickly will they progress along the journey? How likely are they to become a highly valuable customer? Once the customer journey has been identified, planners and analysts can identify the attributes and traceable behavioral markers that correspond to each phase. Analysts then pool together vast available customer-level data, create new variables as needed, recommend new proxy measures, and categorize customers into their corresponding phase. This is the essence of marketing smart: integrating consumer mapping (segmentation) and targeting with planning from the start.

We recently categorized healthcare professionals (HCPs) into key journey phases using combined data including scripting volume (current value), category share (opportunity), and trajectory of prescription change over time (momentum), as well as other behavioral and attitudinal markers (attributes). We identified “the trialists” as customers who have a low volume of recent activities, or have remained static in their usage patterns. “Adopters” are users on an upward momentum who overindex on usage, while “the passionate advocates” have a large volume of usage and are still increasing their volume. The passionate advocates typically index well in terms of the category’s brand share. Since we can put a face to every target HCP within the customer journey’s important stages, allows us to map the communication plan, as well as behavioral change targets, to specific customers.

A journey infused with data makes evaluating and optimizing marketing effectiveness easier. Goals and targets should be set with behavioral outcome objectives for each customer segment, which makes tracking, assessment, and adjustment more feasible. When customers traverse into the journey’s next phase, the speed and momentum can be quantified, and the effect of channels and messages can be realized. A/B testing experiments are also beneficial to identify and amplify drivers (eg, tactics, content, execution) that have proven effective in engaging and moving customers into the next phase.

In conclusion, data, and the attendant analysis, can enhance our understanding of audiences along the customer journey, thereby enhancing more relevant communication, engagement, and desired responses from our customers. Marketers who put the customer-mapping capability to better use will reap the results of increased customer velocity along the journey, better customer experience with the brand, and higher value per customer.

1 http://www.mckinsey.com/insights/marketing_sales/the_consumer_decision_journey
2 https://digitaliy.wordpress.com/2011/10/15/the-marketing-funnel-is-not-dead-a-website-analogy/

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Does Size Always Matter?

How Pharma Engages With Its Followers Online

Social Network Blog Image_EDPharma is investing more heavily in social media than ever before; tweets are up 530% since 2013 and Twitter followers have increased by nearly 300%. So far, so good. Because more followers means more opportunities to get involved, and the more impact you make online, right?

But engaging in genuine, meaningful conversations about a corporate brand isn’t easy, and it’s important to ensure we don’t fall into the trap of focusing too much on numbers and not enough on engagement. Companies need to ensure they don’t build followers just to push out messages to anyone willing to pay attention. While people are increasingly more open to finding new knowledge on social media, they don’t want to wade through hundreds of pages of information, images or tweets to do so.

The balance between community size versus engagement is becoming more and more of a priority, and formed one of the focus areas for a recent report published by Ogilvy Healthworld, part of Ogilvy CommonHealth Worldwide (the health behavior specialists of Ogilvy & Mather).The report, Connecting the Dots: Which Pharma Companies Are Succeeding in the Social Media Space?, was the first of its kind to provide insights into which pharma companies are leading the way in integrated social media marketing strategies.

“We know that some pharma companies have been cautious in their approach to social media, but our report clearly demonstrates a dramatic and successful increase in activity,” said Rebecca Canvin, Social Media Manager at Ogilvy Healthworld, adding: “Social media has changed the way pharma companies communicate—it allows them to build corporate reputation and engage in genuine, meaningful conversations with audiences. For companies who want to stand out from the crowd, it’s time to be brave, get personal, educate and integrate social media into their wider marketing strategy.”

Interestingly, companies that ranked most highly in the audit weren’t necessarily those with the largest communities, but those who engaged their audiences through frequent activity. And it’s not hard to understand why the more active companies enjoy the most engagement with their followers—after all, social media in its very nature demands participation and interaction. But the companies that do it well manage to create content that is less about the organization and more about connection points or interests that followers share.

The report highlights that although the focus for pharma companies is still on building brand profile, the priority is turning to attracting, keeping and engaging with loyal followers. And to do this, the onus needs to shift to “quality over quantity.” It’s more powerful to engage with a small group of passionate followers, whether they’re consumers, doctors or media, than to blast one message to 10,000 followers and “see what sticks.”

And loyal followers will reward companies who engage continuously in this way—so really, shouldn’t we all be asking, how much does size matter?

Connecting the dots - infographic UK Post

To find out more on Connecting the Dots: Which Pharma Companies Are Succeeding in the Social Media Space? please visit: http://bit.ly/1P5R5Ws

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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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