Going back to basics on effective communication can lead to a big impact on your audience.

Pharmaceutical marketing at a glance seems unrecognizable compared to a few short years ago: technological advancements, big data, changing sales models, channel fragmentation, mobile marketing, social media…the list goes on. This constant sea of change is enough to overwhelm even the smartest marketers and strategists. Some marketers have followed the whims of change, prioritizing the latest marketing fads over a sound strategy. However, this reprioritization of communication efforts can lead to risky results. Pharmaceutical marketers will be best served by keeping their focus on the following fundamental marketing objective: getting the right message to the right audience at the right time.

Without a doubt, incorporating modern tactics and media channels can strengthen a campaign’s effectiveness, but the core communication objective should be tied to strategic objectives. In other words, the tail should not wag the proverbial dog. These core objectives should drive the decisions behind the channels, the content, the cadence, and the outcomes toward which a campaign is optimized.

The focus on fundamentals is essential across both patient and healthcare professional marketing campaigns. For example, with traditional patient support programs—which educate patients on their disease state, provide them with lifestyle tips, and empower them with condition management tools—the ultimate objective is to increase persistency and adherence. Rather than haphazardly building a program that randomly combines the latest marketing “it” channels, it is imperative to strategically consider the combination of tactics, channels, and content, at the right cadence to achieve the campaign’s goal: increasing adherence and persistency. While a campaign can and should incorporate channels both old and new, it should be the strategy that drives these decisions.

How to Focus on Fundamentals When Determining a Marketing Strategy

So, how can marketers effectively deliver communications in the ever-changing marketing reality? In the era of data integration and two-way marketing, we recommend using these three best practices to guide the process:

1)      Don’t be afraid to ask—so you can know what they are thinking: A behavioral survey can identify how targets would prefer to receive communications, such as by telephone, email or direct mail. Using this information, design a communication strategy that provides relevant information in the way(s) they want to receive it. By simply asking how an individual wants to be communicated with and by fulfilling that basic need, marketers can more successfully deliver the brand’s message and increase conversion.

2)      Observe, adjust, and make them feel special: With the phenomenal growth and availability of campaign response data, marketers have the opportunity to design and cater communications at the individual level. Creating customized communications and educational tools based on a target’s experience can ultimately lead to greater engagement and positive, impactful outcomes.

3)      Think like them—to understand what they need: As marketers, we measure success by driving impact and ultimately changing behavior. With the data at hand, we can now design and adjust strategies, all the while focusing on the brand’s fundamental goals. These metrics and objectives allow us, as marketers, to start thinking like our targets and asking questions that drive stronger campaigns:

A) What do our targets want and need?

B) How can we strategically design a program to meet these wants and needs?

C) How will we know if we met our targets’ wants and needs?

By remembering to follow these three steps when developing a CRM strategy, we can impact behavior by creating custom relationships based on trust, respect, and value…all by delivering the right message in the right way to the right person.

So while the marketing context, customers and channels have changed and will continue to change rapidly for the foreseeable future, we as marketers must keep our focus on our core, timeless tenets of good marketing: sending the right message at the right time and the right place. By applying some of these best practices, you should be well on your way to maintaining a sound strategy amongst the ever-changing marketing landscape.
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In our business, and unlike the Mets’ fan base, we have the good fortune of being able to celebrate and show appreciation for our clients’ performance beyond just one banner day a year. In fact we have many.

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

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

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

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

If you’re interested in learning more about how we have celebrated client banner days, please contact me at gary.duffy@ogilvy.com.

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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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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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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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In 2009, Ogilvy & Mather, in partnership with International Needs, set up the Many Ogilvy Hands (MOH) project to build a school for 450 local children in a town in Uganda. Every four months, volunteers from across the Ogilvy group travel out to Uganda to get involved in the project

***

Sitting at my desk in Paddington, sifting through emails, writing status reports and completing my Maconomy timesheets seems like a million miles away from my afternoons a few weeks ago…6,247 miles to be exact as I was in the small town of Buikwe, Uganda, with the Many Ogilvy Hands project. Along with 11 of my fellow Ogilvy colleagues, I was lucky enough to be given the opportunity to head off to Uganda in March to get involved with the project and see firsthand what Ogilvy has been doing in this distant land for the past four years.

The comfort of nine hours’ worth of British Airways-strength air conditioning hadn’t prepared me very well for the equatorial humidity that hit me in the face the moment I stepped off the plane, and any thoughts of keeping my well-straightened barnet looking anything short of “beachy waves” were quickly dashed as soon as the first strand of hair came into contact with Ugandan air (I now know why all the local women choose to keep their hair short, rather than face an ongoing battle with a pair of hair straighteners!). Despite this initial shock to the system, spirits in the Ogilvy camp remained high as we picked up our backpacks and 20 extra bags worth of donations and headed to our guesthouse for the night, before making the two-hour journey to Buikwe the next morning.

After hearing stories from previous trips and seeing photos from colleagues, it was great to finally see the project site for myself. Alongside the original classrooms first built by MOH, there was also an admin block, and now the foundations of a new set of classrooms lay waiting for us to put our building skills to the test. Despite being somewhat challenged in the DIY stakes, I really enjoyed the building work, which involved lots of brick throwing (no JCBs on-site, surprisingly, so building materials have to be moved entirely by hand!), brick laying, mortar mixing and ground levelling. Our days were split between the building site and teaching in one of the classrooms, both of which were physically (trying to control a classroom of excitable teenagers was by no means the easier option of the two) as well as mentally demanding but still incredibly rewarding.

One of the most challenging aspects of the trip was not trying to resist the platefuls of delicious food knocked up by Barbara, the amazing cook, it was travelling with the project’s social workers into local villages to visit some of the families that the charity works with. Despite their cheery and excited demeanour at school, the harsh reality is that many of the local children come from homes torn apart by HIV/AIDs, malaria and extreme poverty. Whilst they may be able to attend school (for many, this is thanks in part to sponsorship), their siblings may be missing out on an education either because they are too sick or too poor to go. Eye-opening doesn’t even begin to cover what it felt like to visit some of these families, but it definitely boosted my MOH experience, especially meeting the child that I had sponsored and seeing what the project can do to help local families.

Despite the full schedule of building work and teaching, we managed to fit in a trip to the source of the Nile and a trek through a nearby rainforest, as well as countless hours of post-supper parlour games. Despite all working for the same company, one of the best parts of the trip for me was meeting colleagues from different corners of the Ogilvy group, all of whom I would consider great friends now. From visitors in the night, warm Nile beer, killing Tony at cards (on more than one occasion), Barbara’s carbs, mosquito nets, skipping club, feeding the 5,000, birthday G&Ts and so many other great memories, my trip to Uganda with the Many Ogilvy Hands project will certainly be one I won’t be forgetting in a hurry.

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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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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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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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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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