Aug27

Isn’t Patient Centricity What Pharma Has Been Doing for Years?

TinaWoodsGraphic2Patient centricity is the new buzzword. Most of our pharma clients have patients at the heart of their corporate vision and mission, and say that the patient voice drives everything that they do. But what does it really mean to be truly patient centric?

At the recent EyeforPharma Patient Summit in London, there was a lot of talk on organising companies around patients rather than brands. And this is not surprising given that a true understanding of patients’ day-to-day needs and how they behave in the real world, as opposed to trial conditions, is critical to developing successful new products over the long term.

As digital channels, including mobile and social media, continue to democratise communication networks, pharma cannot afford to pay lip service to the increasingly powerful patient voice. They need to get used to the idea of patient opinion leaders shaping the future via patient-driven networks. For example, developing patient champions who will talk about their illness will be essential in establishing disease awareness.

The notion of supported self-management and how pharma should/could be involved is a hot topic. It is important to develop integrated, personalised patient support programmes to facilitate quality interaction between patients and stakeholders (including caregivers and family members) along the patient journey. The goal should be to provide innovative solutions around patient needs and wants—to deliver an improved patient experience, addressing patients’ individual beliefs, behaviours and goals as they are on their personal and emotional journey.

Meaningful patient insight is at the heart of any patient-centric strategy. Understanding the lived patient experience, “walking in the patients’ shoes,” is the key to deriving these insights. Anything else is just observation. Unless they have been patients themselves, even healthcare professionals are merely observers and cannot truly understand the lived patient experience.

True patient centricity is in the process of being defined, not by pharma, nor by healthcare professionals, but by the patients themselves. Is it any wonder that people are saying that “true patient engagement is the blockbuster drug of the century”?

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Also posted in Branding, Content Strategy, Culture, Healthcare Communications, Patient Communications, Pharmaceutical | Tagged , , , | Leave a comment
Jul30

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

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

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

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

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

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

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

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

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

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Also posted in Analytics, Content Strategy, Data, Digital, Healthcare Communications, metrics, positioning, Statistics | Leave a comment
Jun11

My First Experience Working on a New Business Pitch

FinishLineAt first I was apprehensive about working on a pitch. And by apprehensive, I mean…terrified. I heard about the sleepless nights. I heard about the weeks in overdrive. I heard about the soul-stealing, confidence-crushing monster (perhaps known by others as a time crunch). I imagined myself going into crisis mode…which isn’t pretty, let me tell you: a lot of crying and a lot of M&M binging. But I soon learned that the Kleenex and the M&Ms wouldn’t be necessary. For me, working on a new business pitch ended up being an amazing experience, and a bit like college orientation.

During my freshman year of college, I was placed in an orientation group. It was The Breakfast Club all over again: a group of people who wouldn’t ordinarily hang out are all put in a room, bring their individual personalities to the table, become friends, and develop a special bond because of their experience together. This experience was replicated at Ogilvy CommonHealth in my first new business pitch that happened just weeks after I started my role as a planner.  Not only was I able to meet a lot of new, amazing people and develop relationships with them, but I was also introduced to what my life would be like as a planner. While these relationships were definitely important for the purpose of the pitch, I really loved that they significantly influenced the work I would do in the future. Plus, it made the office a friendlier place!

Now down to business. So, I mentioned my first new business pitch happened just weeks after I began my role as a planner in CommonHealth.  In my 6 months as an Associate, I had some exposure to Ogilvy’s Fusion system and to market research—all very much on the surface. On this pitch, I knew I would get to go way deeper into a brand than I had gone before. This was the opportunity for me to really get my hands dirty. I couldn’t wait. I was able to be part of the planning process from start to finish for the first time. I researched market trends, I conducted target audience interviews, I drafted the Fusion Journey and Blueprint, and I even got to write the creative brief—all in just a few weeks, and of course with supervision (Thanks, Mindy!). I loved becoming the expert on the client’s business and even more so the target; I loved learning about the different experiences these people had, whether a benefit consultant giving weight-loss program anecdotes, or an HR manager sharing how she chooses health and wellness programs for her company; I got to be a part of their world for a few minutes, and I felt their excitement and pride as they told me about their roles in their companies. I loved being a part of the entire pitch process from the competitive audit down to writing my very first DO Brief. It was a three-week taste of everything I would get a chance to work on in my career as a planner. And it tasted amazing.

Goodbye soul-stealing, confidence-crushing monster (the time crunch again). Goodbye M&Ms. Actually, not goodbye M&Ms, I still quite like your chocolatey crunch—not ready to be rid of you quite yet. But seriously, working on a new business pitch has been one of the most rewarding experiences for me at Ogilvy CommonHealth, not only for the extensive planning experience that I gained in such a short time, but also for the friendships I made along the way. Thanks, team! Oh, and to make my first pitch experience even sweeter, we won the business! I continue to work on the brand and grow my planning experiences every day.

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Jun4

The Future of Journalism

reporter with camWatching the BBC news the other night, my partner Ben turned to me and asked, “What’s wrong with that reporter’s eyes? It looks like he’s checking himself out in a mirror somewhere.” He was right, the reporter was checking himself out, but it wasn’t in a mirror – he was looking at himself in the viewfinder of his video camera. Much like Tom Daly in his famous ‘coming out’ video – this journalist was recording himself, making the rookie mistake of not locking eyes on the lens, but rather admiring himself.

Video journalism, where the TV news reporter has no crew and does everything themselves, is not new. In fact a decade ago, it was touted as a great way to break into the industry as a rookie reporter. Usually video journalists worked for small television stations or were covering stories in remote parts of the world – on their own. Few people wanted to do it, so video journalism was reserved for stories which didn’t warrant standard quality pictures or audio – I mean you can forgive the shaky or out of focus pictures when the story is coming from war-torn Bosnia!

In this instance, however, the story was coming from the relative safety of East London. Why then, with Broadcasting House virtually in shouting distance, is the Capital’s premier news service using video journalists? The fact is, video journalism has become mainstream and is virtually compulsory on metropolitan newscasts and 24 hour news channels. As public relations practitioners, we’re acutely aware of shrinking newsrooms and cuts to editorial staff across the news media – and healthcare media are no exception. The rise of video journalism is one way on-the-spot reporting has survived in a budget conscious media environment. In fact, some online medical media outlets have actually grown their video news in recent years.

So, in a post ‘information superhighway’ world (remember that chestnut?) where to for journalism? The truth is, news tastes are driven by the audience and as an audience, we’re increasingly less willing to wait for carefully gathered, edited and produced news.  Journalism today is a constant tug-of-war between getting it right and getting it right now – and it’s hard to foresee this trend changing.

Immediacy is increasingly trumping quality as a battle for the ever illusive scope wages on. Journalists are fighting bloggers, gossip merchants and even Joe Public to break a story. The only trouble is, professional journalists have the onus of at least trying to get the facts right.

So not only must a journalist get the story out first, she must also be seen as an authority on the matter and be the most prolific reporter. How else would she have any cred on Twitter? When success as a journalist can equally be measured in Twitter followers as the quality of their work – journalism today requires balancing one’s online clout with actually producing quality news copy. So worried is the BBC about the focus moving toward the former, it issued guidelines in 2012 warning journalists not to break a story on Twitter before informing their newsroom colleagues.

As PR’s, we’re increasingly aware of evolving our output to service the needs of the busy multi-platform journitator. After some tweetable nuggets? Every press release will contain some. Need an on-the-spot TV studio for a quick video interview? We’ve got one waiting for you. Want to write your story two weeks in advance for an autofile while you’re trekking in the Himalayas? No problem, we’ll sort you out with an embargoed brief and interview.

It’s hard to say how journalism will evolve over the next decade, but it’s clear the pressure for immediacy is about as high as it could possibly get. With this immediacy comes a power shift from the outlet to the story teller themselves. For the time being at least, this opens up a broad opportunity for PR’s to offer tailored content across multiple platforms – albeit to a shrinking number of journalists.

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Also posted in Blogging, Digital, Healthcare Communications, Media, Public Relations, Social Media, Technology, Video | Tagged , , , , , | Leave a comment
May29

A Patient is a Virtue

sales reps and docsIn the age of WebMD, Everyday Health, and Facebook, consumers are more informed and involved in their health than ever before.  And with social media infiltrating every aspect of their lives, they are now more vocal than ever.  Patients can – and in most cases are willing to – tell you what you want to know about your brand.  Just ask…and listen.  So why is it that some brands fail to take full advantage of tapping into their own customers for insight, ideas, and even inspiration?

We’ve all heard the phrase “typical pharma ad” and as an industry we are guilty of producing far too much of it.  Sometimes it’s driven by regulatory conservatism.  Often it’s a stubborn client who is afraid to push the envelope, while at other times there just isn’t enough budget to upset the status quo.  So we’re forced to pick up some stock photography, reach into our bag of preapproved claims, slap the all-important “pharma swoosh” on the piece, and call it a day.

But is the work resonating with patients?  Is it even being noticed by patients?  In order to make a connection with patients, the marketing needs to tap into what drives them, what worries them, and what will help them take the desired action.  Put simply, they need to see themselves in the marketing.

Market research and reports can obviously give you broad-stroke generalizations about your audience.  But how can you dive deeper into the psyche of your patients?  There are numerous ways you can do this and they don’t require significant investments:

·         Develop and leverage a standing Patient Advisory Board – Recruit patients to participate in an advisory board…and use it!  This is a great channel for bouncing ideas off patients and hearing first-hand about the challenges they face with their condition every day.  These boards can be conducted virtually (although at least one face-to-face meeting a year helps build camaraderie).  Also, be sure to refresh the participants so that you continually get the latest perspectives.

·         Seek input from stakeholders outside of the Brand Team – The Brand Team can sometimes be the furthest removed from the patient base, as they can get bogged down with sales reports and budget meetings; so try to engage those on the front line.  Sales reps often can provide direct feedback from HCPs and office staff on what they see in patients.  Is there an 800 number for you brand?  If so, speak with the customer service reps who field those calls.  What issues do they hear about most often and what questions are they asked most frequently?

·         Establish a patient eCRM program – A CRM program can be simple or complex – but in order to be useful, it must be trackable.  From that you can see firsthand what content is looked at most often and therefore assumed to be of most relevance.  You can also conduct quick surveys or online polls to get insight about your target.

·         Attend events and conferences – Again, this is another opportunity to hear from those on the front line: sales reps, patients, and HCPs.  You can also see, in one fell swoop, what the competition is doing to market themselves.

Nothing I’ve suggested is earth-shattering or groundbreaking, but I do find that these often get overlooked in favor of more complicated (and costly) research.  I happen to work on a well-established drug that was first-to-market in a category that is now undergoing seismic changes.  We needed to defend our turf from new therapies, new dosing formulations, and new administration devices, and we needed to do it with a limited budget.  “Gaining new patients was going to be increasingly difficult,” we thought, “so let’s at least be sure to hold on to the ones we have.”

So we set out last year to develop a campaign unlike anything this brand has seen in its 20+ years of existence.  We needed to reinvent ourselves while remaining true to our heritage and what kept us successful all these years.  We employed all of the tactics I mentioned above to help us paint a clear and vibrant picture of who our patients – our very lifeline – were.  What we learned was that our old marketing reflected misconceptions about what people with this condition were “supposed” to be like.  In no way did we reflect their vibrancy, defiance, and zest for living.  And because of that, our patients felt like the brand was letting them down.  How could we expect them to be advocates for the brand if we weren’t living up to our end of the deal?

The new campaign has just recently launched, so I can’t tell you yet how successful we’ve been at defending our turf.  But what I can say is that the feedback from patients, sales reps and HCPs alike has been overwhelmingly positive.  It is bold and defiant, and goes beyond the standard “talk to your doctor about…” with a rallying cry that conveys our patients’ inner strength.  In other words, it is a clear reflection of them.

So if your brand feels like it’s stagnating or worse yet, losing relevance, don’t panic.  Put your ear to the ground and listen for the voice of the patient – and then make sure it comes through in the work.

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Also posted in Branding, Creativity, CRM, Data, Efficacy, Great Ideas, Health & Wellness, Healthcare Communications, Learning, Marketing, Pharmaceutical | Tagged , , , , | Leave a comment
May20

Bringing Sexy Back…to Science

disease managementThank God for The Big Bang Theory. They’ve made it cool to be a nerd again.

While traditional brand attributes (efficacy, safety, dosing, etc) will always be of key importance, the last few years have seen a renaissance of scientific enlightenment as physicians across disciplines take a closer look at not only how well a drug works, but why it works.

With the advent of new targeted agents in oncology and virology, mechanism of action quickly went from a dirty little secret buried in the PI to front page news. There are now numerous products that have built their entire value proposition on mechanism of action.

In oncology in particular, where clinical improvement between new and old drugs is often measured in teaspoons, the science behind the brand can often stand as a key differentiator. Avastin—one of the most successful drugs in oncology—created a simple scientific rationale for its use: stop cancer cells from creating new blood vessels and “starve the tumor.” With three simple words they took a complex process of tumor growth and development and created a unique opportunity in oncology that they have effectively owned since its launch in 2004.

Science Sells

The ongoing race toward “scientific innovation” is redefining how we market specialty brands.

  • Have a good pick-up line: In specialty marketing an entirely new nomenclature has spawned, significantly impacting our ability to change physicians’ perceptions of our brand. Simple terms to describe the science have now become synonymous with clinical attributes we could otherwise never say in a branded way. “Targeted” or “selective” now means safe and well-tolerated, “multi-functional” equals efficacious. Understanding how one simple word can affect how physicians view your brand is now key, requiring comprehensive research and knowledge of the market.
  • Be yourself and if that doesn’t work be someone better: No longer content to be classified under traditional terms, products have been using science to create entire “new” drug classes. Avastin rebranded themselves from a VEGF inhibitor to an “anti-angiogenic,” and DDP-4 was redefined as an “incretin degradation inhibitor” in type 2 diabetes.
  • Dress to impress: Where once MOA materials were simply required to be informative, now visually dynamic and digitally distinct tactical initiatives have quickly become a cost of entry for products seeking to separate themselves from the competition.

And while I can say with absolute certainty that an in-depth knowledge of molecular drivers of cancer will not help you talk to girls at parties, understanding the science behind the brands and their competitors is now crucial to opening up new doors for creative exploration, messaging and differentiation in specialty marketing.

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Also posted in behavior change, Content Strategy, copywriting, Creativity, Data, Efficacy, Healthcare Communications, Learning, Marketing, Medicine, Pharmaceutical, Physician Communications, positioning, Science | Tagged , , , , , | 1 Response
May14

Social Media for Pharma?

stethoscope social mediaHave you been looking for a way for your brand to engage in social media? Are you unsure of what the draft FDA guidance on social media means? Looking for some tips to help get you started? If so, you’re in the right place.

Social media has been an integral part of the digital marketer’s toolbox for several years. It is especially useful for driving brand awareness and generating site traffic. Unfortunately, due to the tightly regulated nature of the pharmaceutical industry, many have been reluctant to implement social media campaigns. Brand marketers have avoided them due to a lack of clear guidance from the FDA, and medical/regulatory review teams have refused to approve social campaigns due to the fear of receiving a dreaded FDA letter.

With the release of draft guidelines by the FDA in January, our industry has been provided with long-awaited parameters. Final guidelines have yet to be issued, but this is a step in the right direction. Slowly, pharmaceutical marketers are dipping their toes in the water. Here is a quick overview of the FDA’s guidance:

  • Brands are responsible for monitoring the content they publish. Content that is repurposed, posted, or used in an inappropriate way is not the responsibility of the pharmaceutical company (as long as the individual repurposing the content is not employed by the pharmaceutical company).
  • Pharmaceutical companies are not responsible for content published by associations and other partners that it provides with financial support (eg, unrestricted educational grants). Content and assets provided are the responsibility of the pharmaceutical company and must still go through typical FDA sampling.
  • Pharmaceutical companies and their representatives must clearly identify their association with brands when participating in conversations.
  • Fair balance is still in full effect. As with any other promotional medium, claims must be counterbalanced with the risks of the drug.
  • FDA submissions of interactions do not have to be submitted in real-time. Conversations that take place can be sampled after the fact to keep brands in compliance.

You can access the full document here.

Feeling more comfortable with the guidelines? Are you ready to deploy a social media campaign? Here are some tips to get you started:

  • Start with a strategy. As obvious as this seems, people are so anxious to implement a social media campaign, they dive in headfirst. Ensure you identify the goal of your campaign so you can measure the results of your efforts.
  • Engage in conversations with your audience. People use social media to connect with people, rarely with brands. Talk to them about topics that matter to them and are appropriately linked to your brand (eg, an antidepressant sponsoring a support forum providing tips to patients and caregivers on ways to remain positive and the importance of adherence).

According to a 2012 channel preferences research report published by ExactTarget, Facebook and Twitter rank at the bottom (4% and 1%, respectively) of channels participants want used for promotional messaging. This accentuates the importance of finding a healthy balance between brand promotion and human interaction. You can access the research here.

  • Messages must be relevant and fresh. They must take into account the context, location and intention of your audience. Not every opportunity that arises to share your marketing message should be taken. Selectivity is part of the secret to success.
  • Be flexible. The future is unpredictable. For brands to thrive in social media, they must be ready to act in the blink of an eye. Editorial calendars should not be set in stone.
  • Listen closely to the feedback of your audience and take action. The most insignificant of posts can take on a life of its own, leaving marketers scrambling to control the fallout.
  • Always have a social media crisis plan in place. Sitting idly by and not taking action is tantamount to brand suicide. Does anyone remember #mcdstories, #askJPM or #myNYPD? If not, hop on Twitter and search for the aforementioned hashtags. All are examples of hashtags that turned into “bashtags” and left their respective marketing agencies scratching their heads and scrambling to minimize the damage.

Although the pharmaceutical industry is heavily regulated, social media is an opportunity to connect with your audience and should not be overlooked. With the draft FDA guidelines in hand and a sound strategy, you can now connect with consumers through social media.

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May9

How to Personalize Non-Personal Promotion—From a Medical Education Perspective

doc conferenceBy Sean Hartigan and Eileen Gutschmidt

When you think of Personal Promotion (PP) and Non-Personal Promotion (NPP), traditional channels likely come to mind such as Reps carrying iPads, online and offline media advertising, and marketing campaigns populated with a mix of branded tactics that can include print, digital, telephony, and convention booth engagement. Medical education, on the other, probably isn’t something you would automatically think of.

Yes, there are notable differences in execution between medical marketing and medical education, but the channels used in the former can also be applied to the latter—via unbranded, disease state awareness programs designed to underscore unmet needs in a category, while priming the market for a launch and all of the “traditional” branded promotion mentioned above.

NPP, as expressed through integrated multichannel, is even more critical today for both medical marketing AND medical education. Especially when you consider that it is becoming harder and harder to engage with healthcare provider audiences given evolving market conditions. Many institutions won’t permit Reps or Medical Science Liaisons the opportunity to meet with the physicians in their network for face-to-face dialogue. Fewer physicians have time to attend local and regional meetings, and national congresses. Implementation of the Affordable Care Act requires physicians to invest more time collaborating with each other and their patients to achieve improved outcomes. And many physicians would rather get their information from non-pharma sources and can easily do so online, and on their own time through their mobile devices.

Distill all of this down and it hopefully becomes clear that NPP should play a major role in medical education. But that’s not enough. NPP needs to be informed by customer needs and preferences. It needs to be all about the end user. Not us. Not our clients. Not their brands. The only way to truly connect with busy audiences is to be relevant—and personalized NPP can help!

It all comes down to a few simple steps:

  1. Know your audience: who they are, what they need, what they want, and where they go to get it (ie, research and segmentation)
  2. Provide content  that fits the bill (Content Strategy: aka, audit and assess what you have, make more based on customer interest, need, and where they are in their learning continuum)
  3. Come up with a channel plan (Integrated MCM/Digital and Media Strategy) based on your audiences’ attitudes and behaviors
  4. Launch your program, measure it, share out response data to interested stakeholders (that’s analytics and closed-loop marketing)
  5. Revise and refresh based on response (customer-centric content and channel optimization)

Of course this is a highly simplified broad brushstroke of the approach. But it can be applied to any traditional medical education initiative. And you should tap into our experts at OCHWW in these attendant disciplines to help you. A lot of effort and expertise goes into developing a smart program that drives the kinds of results you and your clients are looking for.

Let’s use an example: Think about your activities at medical congresses. Are you conducting a symposium there? A product theatre? If so, how are you driving targeted audiences to your event?

This is where NPP can help. Build out an ecosystem around your congress engagement, populated with appropriate drivers such as email, direct mail, door drops at local hotels, onsite posters at the congress that trigger augmented reality video clips, onsite geo-fencing alerts that remind congress visitors about your symposia, and so on. You should also consider pull-through tactics post engagement, such as emails that can speak to attendees and non-attendees differently: “Here’s a summary of your congress experience,”  or, “Sorry you missed the symposia—here’s a synopsis of the event.”

Obviously, your event  content and activities should be informed by customer need and feedback. To make the symposium a success it should be about something that healthcare audiences would find useful and want to hear about. And, you should use your ability to connect with audiences at congresses to encourage opt-in for CRM. That is, registration for ongoing and improved customized service based on user needs and wants.

Can you use a KOL to help you get their attention in driver tactics and at the symposia? Do it. Thought-leader driven programs achieve a better success metric. Can you package your one congress meeting into a larger “umbrella program” to help frame an improved value prop and keep their interest over time? Of course you can. It all depends on whether it makes sense for your audience, your brand, and your customer (and maybe your budget).

Interested in learning more? Visit your friendly neighborhood Medical Education staffer and we’d be glad to spend time to understand your brand and customer needs to come up with a plan that works for you. Remember, we’re personalizing NPP, so this isn’t a cut and paste. But we, and our partners in the Relationship Marketing Center of Excellence, can be your glue that brings it all together!

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Also posted in content marketing, Content Strategy, CRM, Customer Relationship Marketing, Healthcare Communications, Marketing, Medical Education, Multi Channel Marketing, Non-personal Promotion, positioning | Tagged , , , , , , , | Leave a comment
Apr17

Multi-Screen Is the New “Mobile First”

screensFor the past few years, “Mobile first!” has been the rally cry of marketers. The idea was to design websites and ads to work on mobile devices first to account for the growing smartphone- and tablet-using audience. But mobile first is already obsolete; if your strategy doesn’t have multiple screens in mind, then your strategy is out-of-date.

Time spent on mobile devices is steadily increasing. Throughout the day, consumers are moving seamlessly back and forth between many devices, from laptops to smartphones to tablets to TVs. In fact, 90% of consumers start a task on one device and finish it on another. Oftentimes consumers are using more than one device at a time, fluidly flipping back and forth between screens.

This complexity in user behavior makes it imperative for marketers to embrace a multi-device strategy, not just a mobile-first one.

You must now develop ads that work across these multiple devices. The ads should seamlessly leverage the characteristics of each device for optimal user experience. Additionally, where consumers used to be focused on one device at a time, now they are on multiple devices simultaneously, so messaging needs to adapt to the multi-device paradigm as well.

Consumer search trends support the need for multi-screen advertising. According to eMarketer, U.S. mobile search ad spending grew 120.8% in 2013, contributing to an overall gain of 122.0% for all mobile ads. Meanwhile, overall desktop ad spending increased just 2.3% last year. Marketers should not only develop ads for multiple platforms, they should optimize their spending across platforms as well.

Ad targeting also becomes paramount in the multi-screen world. Targeting ads to specific devices and operating systems is the most basic method of mobile ad targeting. But much like the desktop environment, user insights can be culled from the type of content consumed on tablets and smartphones. These insights can then be used to further target mobile audiences.

As consumers continue to access content across multiple devices, marketers must continue to grow and change with them to meet their needs no matter which device(s) they are using.

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Also posted in advertising, content marketing, Content Strategy, Creativity, Data, Digital, Digital Advertising, Healthcare Communications, Media, Multi Channel Marketing, Technology | Tagged , , , , | 1 Response
Apr3

Benefits of Rich Media

The digital pharmaceutical advertising market is proving to be a growing and changing market.  Gradually over the past couple of years, more innovative tactics have become more relevant. Rich media is one tactic that has become more widely accepted not only by pharma companies and advertisers, but also by publishers. Some of you may be asking, what is rich media and why is it becoming more popular?

Rich Media Banner—This is an ad that can contain images and/or video and involves some kind of user interaction which can elicit strong user response. The ads can include multiple levels of content in one placement.

what_is_rich_media_small

 

 

The benefits of using rich media:

Ads Expand—The creative expands when the user interacts with the main image (for example, by clicking or mousing over it). This allows for a larger area to display more robust information, creative artwork and messaging while still being able to include a scrolling ISI and creative assets (videos, clinical data, polls/surveys, etc).

Breaks Through Banner Blindness—Banner blindness is a phenomenon in web usability where visitors to a website consciously or subconsciously ignore banner-like information, which can also be called ad blindness or banner noise. Rich media ads are more attention-grabbing and interactive, which helps separate them from being banner-like. Rich media banners also have proven to outperform standard display banners in key metrics such as time spent and interaction rate.

Information—Rich media banners can contain a significant amount of information, especially compared to standard display ads. This information can consist of videos, charts, clinical data, polls/surveys, or multiple creative messages. This allows advertisers to reach a larger target audience while also providing more options for multi-indication brands in one banner ad.

Metrics—The metrics in rich media banners are also greatly improved. Rich media offers standard metrics and also custom metrics. Standard metrics are more commonly known and consist of metrics like total display time, number of expansions, interactive impressions, and interactive rate. Custom metrics are added to components within a rich media banner, and only three different types are used: exits, counters and timer. These custom metrics can actually track a variety of calls to action within a rich media banner, like links within the banner, time spent on certain screens or data, and of course any click-through calls to action. These robust metrics offer a huge advantage over standard display banners which rely heavily on impressions and clicks.

User Experience—Overall user experience is improved through the use of rich media. The creative messaging can be so robust within a rich media banner that a call to action such as a click-through is not required. This actually allows users to stay on the same page where they saw the rich media banner, as opposed to clicking on a non-rich media banner that takes them to an entirely new page.

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