PHARMA NEWS, MULTICHANNEL & CROSSCHANNEL MAKETING
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PHARMA NEWS, MULTICHANNEL & CROSSCHANNEL MAKETING

The Global Digital Marketing Gap · Forrester

From go.forrester.com

Husson: Over the past few years, I was lucky enough to travel to many different places: in most European countries, in the US, in Brazil, in the Middle East, in India, in Indonesia or very recently in Japan and Thailand. The digital revolution is happening all over the place and it is fascinating to see how it is changing people’s habits. In particular, mobile is a game changer in most economies and this will only accelerate. (..)

Significant economic, political, and technology trends will strain global digital strategies further by elevating the importance of local relevance. Over the next few years, we expect the following trends:

  • Geopolitical shifts drive global fragmentation..
  • Empowered consumers seek brands who reflect their local values (..)
  • Innovative local competitors emerge (..)
  • Mobile’s primacy forces a re-evaluation of local offline marketing(..)
  • Rise of conversational interfaces reward local knowledge. (...)

 

To close this capability gap, marketers must evolve their cultural mindset, adapt their organization to share more responsibilities with local teams, implement an insights-driven approach to personalize experiences, and upgrade their global technology infrastructure.
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rob halkes's curator insight, September 12, 2017 5:57 AM

Unexpected(?) trend in Engaging global brands with local customers/users. Thomas Hudson: ".. counter intuitively, digital complicates global marketing... digital increases customer expectations for relevance, giving local brands the edge. Such competition exposes global brands’ digital marketing gap, forcing them to localize their digital approach." I gathered this before for Pharma companies: Pharma needs to differentiate to local! See https://lnkd.in/gqb86hV - and here: https://lnkd.in/eDMsDdr .

 
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Lifetime Trends in Biopharmaceutical Innovation Recent Evidence and Implications

From www.imshealth.com

This report profiles the NASs launched in the U.S. over the past 20 years and measures the length of a molecule’s lifetime from patent filing to launch and eventual patent expiry. It also explores the significant variations in this lifetime when viewed by molecule characteristics such as therapy area, orphan drug status, and the type of companies involved in the development and marketing.

Take a look at some of the coverage from the event in The Scientist, American Journal of Managed Care, and The Pharma Letter.

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rob halkes's curator insight, February 7, 2017 5:27 AM

Relevant Insights into the development in lifetime characteristics of biopharmaceutical substances: only relative few outliers that make a quick retunr about 1$ billion a year (within 5 years after launch) Modest levels of average return (less than $100 billion) a year for 62% of launches in the past 20 years. The commercial returns for a small number of outlier molecules areoutsized but rare, while a substantial number of molecules baing launches achive levels of commercial success that fall far below threshold levels of economic return.

Take a look at some of the coverage from the event in The Scientist, American Journal of Managed Care,
 
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Moving Beyond the Pill in the Healthcare Sector - eMarketer

From www.emarketer.com

Mobile is encouraging healthy behavior

Pharmaceutical manufacturers, payers and healthcare providers (HCPs)—as well as a host of tech-focused newcomers—are exploring digital programs that complement standard therapies and hold promise to keep patients healthier and produce better outcomes. Known as “beyond-the-pill” or “around-the-pill” services, they have been a long time coming, and may finally be gaining traction, according to a new eMarketer report,“US Healthcare Beyond the Pill: Digital Tech and New Partnerships Bring New Life to the Industry” (eMarketer PRO customers only).

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

For the past several years, healthcare and pharma firms have been trying, with mixed success, to step up their beyond-the-pill programs. Early efforts included basic informational websites and simple apps designed to provide information about medical conditions and therapies.

“When the pharma industry first moved into digital technology, it was primarily in the marketing space, leveraging things like websites or HCP portals to share product information and to educate,” said Amy Landucci, head of digital medicine at Novartis. “But in the last three years, we’ve seen a pretty big shift away from just doing digital marketing—though it’s still very important—to looking at how technology can help enhance patient outcomes.”

Today’s beyond-the-pill solutions can collect, monitor and analyze health-related information, track patient activity, improve medication adherence, provide personalized decision support, predict medical crises and streamline medical care using a variety of advanced computing techniques. Mobile technology, the IoT and AI are three of the technologies making this possible.

Read one here

 

 

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rob halkes's curator insight, January 7, 2017 9:33 AM

Pharma started about thinking in terms of servicing health care "beyond the pill" in about 2000. Today developments have been increased by ideas of 'integrated care' and "precision medicine" the latest concept indicates fine tuning of medications to personal physical and genome conditions. Diagnostics are all in the game, that is. But a study in which I participated [ http://1.eyeforpharma.com/LP=5676 ] made clear that development and creation is one, servicing and delivering is two. Partnerships for example are unavoidable is one in in the game for sustainable business.
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The Hard Truth About Business Model Innovation

From sloanreview.mit.edu

Successful business model innovation requires an understanding of how business models evolve.

Many attempts at business model innovation fail. To change that, executives need to understand how business models develop through predictable stages over time — and then apply that understanding to key decisions about new business models.

Understanding the interdependencies in a business model is important because those interdependencies grow and harden across time, creating another fundamental truth that is critical for leaders to understand: Business models by their very nature are designed not to change, and they become less flexible and more resistant to change as they develop over time. Leaders of the world’s best businesses should take special note, because the better your business model performs at its assigned task, the more interdependent and less capable of change it likely is. The strengthening of these interdependencies is not an intentional act by managers; rather, it comes from the emergence of processes that arise as the natural, collective response to recurrent activities. The longer a business unit exists, the more often it will confront similar problems and the more ingrained its approaches to solving those problems will become. We often refer to these ingrained approaches as a business’s “culture.”

 

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rob halkes's curator insight, September 14, 2016 10:25 AM

Great article about business model innovation. I was struck by the resemblances of errors made at introducing new value added services to pharmaceuticals, "beyond the pill". The same may possibly be expected by the new "hype" (?) about patient centricity: in my mind doing things without reflection about what it is: ending up in webinars/conferences existing mainly of either pharma staff in which they share their ignorance, or even in pharma staff added with a patient or patient representative, in which the patient is commonly canonized (as in 'sainted'): understandable but not a functional way of developing new trends in a company, let alone a new trend in a business sector..

See here what patients really have to say about corporate pharma companies and its patient "centricity": PatientView.com
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Smart inhaler market predicted to be worth $3.56B in 2024

From mobihealthnews.com

Though connected inhalers are a new market, they've seen rapid growth in the last few years with interest from big pharma companies like AstraZeneca and Novartis, major device companies like Philips Respironics, as well as the newer, smaller players like Propeller Health that have made a big bet on the space.

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rob halkes's curator insight, July 28, 2016 5:25 AM

Smart inhalers might as well be the leverage of pharma to really consider and develop partnerships to healthcare. Delivering inhalers should be more about developing co-creative collaboration and taking responsibility of health therapies in action. Curious how this development will change the pharma/health market! See the customer centric pharma business model as well!
Pharma Guy's curator insight, July 28, 2016 6:04 AM

Also read “GSK, AZ, BI & Novartis Race to Launch Io(Medical)T Smart Inhalers to Improve Adherence”; http://sco.lt/7PjHDl
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Almirall's Eduardo Sanchiz and Alfonso Ugarte with their view on patient centricity to pharma - eyeforpharma Barcelona 2016

From www.eyeforpharma.com

In these exclusive videos eyeforpharma's Paul SImms spoke with Eduardo Sanchiz and Alfonso Ugarte, resp CEO and Senior Director of Global Business Units of Almirall, on the changing pharma landscape, patient value and rewriting the business plan.


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rob halkes's curator insight, February 6, 2016 10:11 AM

Inspiring to see the leadership of Almirall speaking about their personal drives to lead their company to patient centricity.
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Why Pharma Matters

From www.linkedin.com

In 1948, the year I was born, the average American man did not retire at age 65. He died of a heart attack.There were no thrombolytic drugs to break up the clots that were starving his heart of oxygen, no beta-blockers to ease the strain on his heart. There were no cardiac surgeons. Coronary artery bypass grafts lay a dozen years in the future, and though cardiac catheterization had just been developed, it would be nearly three decades before it would be used to reopen blocked coronary arteries
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rob halkes's curator insight, July 13, 2015 10:26 AM

Pharma matters, in the past, at present and certainly in the future..

But how to define thier new position in healthcare: is it less or more than 'just" making new drugs??
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Essentials for Pharma Key Account Management

From www.bcgperspectives.com

Pharma companies must adapt to vast changes in health care by forming long-term strategic relationships founded on joint value creation with customers.
  • Few pharma companies have revised their customer models in light of the vast changes in health care that are transforming customers.
  • Effective key account management helps foster partnerships to create long-term mutual value and advantage.
  • To get key account management right, pharma companies must gain a deep understanding of their customers, focus on join value creation, forge enduring partnerships, create cross-functional integration, and cultivate an entrepreneurial mindset.
See Also the original blog for more information

Vast changes in the health care landscape worldwide are transforming customers. Treatment decision making is rapidly shifting from the individual physician to a diverse set of institutional customers, from hospitals to integrated care entities, and from payers to pharmacies and health-benefit-management companies. The pressure to deliver greater value is also driving this evolution. And while some customers are already more sophisticated than others, all are building experience and new capabilities to improve their economic performance and better manage patient outcomes.

The experience of hospitals offers a good example not only of how these market pressures are affecting institutions but also of the new ways in which institutional customers are responding to them. With health-care reimbursement levels shrinking, hospitals are consolidating, and they are building scale and expertise in the process. Most hospitals now employ a variety of analytical tools, such as benchmarks and studies, to evaluate price, cost effectiveness, and outcomes. They are also creating new positions in their management teams to bridge the traditionally segregated clinical and procurement domains. And they are launching or expanding efforts to assess medicines and procedures in their patient populations. Moreover, they are using the knowledge they gain through these efforts to improve formularies and treatment protocols.

The more sophisticated payers and integrated providers are also investing heavily in building capabilities. Increasingly, these customers are adopting a holistic approach to health care, partnering with pharmaceutical companies to improve outcomes, disease management, and compliance.

Despite these dramatic developments in the customer landscape, however, many pharma companies have yet to adapt their customer models. When key account management in the pharmaceutical industry is compared with that of other industries, including consumer goods and industrial products, it’s clear that most pharma companies are still lagging. Here’s why:

  • Pharma companies don’t fully recognize the range of customers’ business drivers and needs. A one-size-fits-all-approach, even when designed for the most important customers, no longer works.
  • Companies think transactionally instead of strategically. Pharma companies often put short-term concerns ahead of long-term considerations—for example, focusing on getting the highest possible price or the greatest revenues right away instead of weighing customers’ economic situations and evolving needs.
  • Companies overcomplicate their customer management models. In an effort to keep pace with the growing complexities of customer requirements, pharma companies often end up tailoring individual customer relationships to an unsustainable degree. The result is reduced quality, unnecessary complexity, and inefficiencies that erode the profit potential of key accounts.
  • Customer management is hampered by conflicting roles and responsibilities. Customer-facing functions, from account management and medical affairs to business units and support departments, often end up tripping all over each other—and the customer. The resulting redundancies and confusion can do more to erode value than to create it.
  • Key account managers (KAMs) often lack the right competencies, and companies don’t seek or cultivate these skills. The best sales-line managers and sales representatives don’t necessarily make the best KAMs. Unfortunately, many pharma companies still struggle to recruite and promote people who have the skill sets that key account management requires. So far, few organizations have embedded the development of those skills in their hiring, training, and promotion processes.
These weaknesses limit pharma companies’ ability to serve their largest, most complex customers effectively. Pharma companies are already losing out on opportunities to create value through partnerships with health care systems and the broader community of health care stakeholders, largely because such relationships require cross-functional capabilities.

Effective key account management, in our view, depends on cross-functional integration to deliver value. Many pharma companies do practice some form of key account management, but gaps exist in even the best-managed companies.

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rob halkes's curator insight, October 16, 2014 11:13 AM

Key Account Management is for pharma the most difficult service to develop! It needs an internal collaboration between siloed departments that one hasn't exercised for the last 10 to 20 years.

Yet, there's no way out outherwise than to give your customers the right attention to get partnerships. A partnership that goes further than just drug promotion and delivery...
Alexandre Gultzgoff's curator insight, November 25, 2014 3:34 AM

BCG's vision about KAM. a dream?
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Engaging Patients Through Social Media | IMS Institute

From www.imshealth.com

IMS's Top 10 Pharma Social Media Engagers

By Ben Comer | Published: January 21, 2014

The IMS Institute for Healthcare Informatics worked up a methodology for assessing the effectiveness of pharma’s social media efforts across Facebook, Twitter and YouTube, according to three indices: reach (total number of people reached through each channel via likes, shares and re-tweets); relevance (extent to which content is being shared and forwarded); and relationship (amount of back and forth between company and patient).

Those pharmas hitting the trifecta scored best on the cumulative “Social Media Engagement Index.” Results were tallied over a two-year period. Here are the top ten pharma engagers, per IMS Health. To read the full report, which discusses the role of Wikipedia, healthcare professionals’ use of social media, and a summary of social media regulatory policy in the US, Canada and the EU, click here. And the winners are:

 

IMS Health Social Engagement Index

1. Johnson & Johnson

2. GlaxoSmithKline

3.Novo Nordisk

4. Pfizer

5. Novartis

6. Boehringer Ingelheim

7. Bayer

8. Merck

9. AstraZeneca

10. UCB

In a separate article, consultants at Capgemini Consulting Life Sciences wonder if social media in pharma has reached a tipping point. PharmExec’s sibling company, CBI, is hosting its annual iPharma conference in New York City this May.

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rob halkes's curator insight, February 3, 2014 10:12 AM

It says that the self evident suspects have done the trick of social media again. What has it brought to them, besides being positioned in these lists. Has thier image raised for patients and physicians, the public in gerenal? I guess they know it, but we don't see publications of it. Do we?

Indeed there's a tipping point reached in what a pharma company may reach in doing social media in their engagement to the public in general. Now there's the time to develop their information (and promotion) channel in to interactive channels, producing support and collaboration to improve patient care. That is however, a much more challenging demand than using just social media with a multichannel mix. It depends upon their strategic starting point of what pharma wants to do for its commercial development. Now is the move to upper management  ;-)

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2015 Pharma Rep Experience

From www.slideshare.net

 

A perspective on the big trends that are changing pharmaceutical sales and the new best practices and opportunities those trends inspire.

At the Health Experience Project, we believe the right experience can change everything. Every day, the Health Experience Project explores the experiences that are changing outcomes for people, for professionals, and for brands. In this report, we’ve curated some of our most important findings from the frontlines. Inside, you’ll find the big trends that are changing pharmaceutical sales and the new best practices and opportunities those trends are inspiring.

Designing the Pharma Rep Experience for 2015 brings together research from the Health Experience Project, GSW, and other experts across our industry. SECONDARY RESEARCH FROM: Manhattan Research, ZS Associates, PwC, Booz Allen Hamilton, Accenture, Hay Group, INSEAD, IBM, Deloitte Special thanks to our core contributors: Alex Brock, Bill Robinson, Dawn Marinacci, Joy Hart, Kevin Coleman, Leigh Householder, Matt Cash, Michael Krohn, Nick Bartlett, Ritesh Patel, Ryan Deshazer, Tyler Durbin HANDS ON EXPERIENCES WITH: RepLab: Exclusive think tank that brings together field reps from our contract sales team with iQ, our product development lab Rep rides: Accumulated experience from over 100 rep rides around the world Global digital collaborative: 62 specialists from across our global network committed to innovation

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rob halkes's curator insight, January 22, 2014 5:00 AM

At the Health Experience Project, we believe the right experience can change everything. Every day, the Health Experience Project explores the experiences that are changing outcomes for people, for professionals, and for brands. In this report, we’ve curated some of our most important findings from the frontlines. Inside, you’ll find the big trends that are changing pharmaceutical sales and the new best practices and opportunities those trends are inspiring.

Designing the Pharma Rep Experience for 2015 brings together research from the Health Experience Project, GSW, and other experts across our industry. SECONDARY RESEARCH FROM: Manhattan Research, ZS Associates, PwC, Booz Allen Hamilton, Accenture, Hay Group, INSEAD, IBM, Deloitte Special thanks to our core contributors: Alex Brock, Bill Robinson, Dawn Marinacci, Joy Hart, Kevin Coleman, Leigh Householder, Matt Cash, Michael Krohn, Nick Bartlett, Ritesh Patel, Ryan Deshazer, Tyler Durbin HANDS ON EXPERIENCES WITH: RepLab: Exclusive think tank that brings together field reps from our contract sales team with iQ, our product development lab Rep rides: Accumulated experience from over 100 rep rides around the world Global digital collaborative: 62 specialists from across our global network committed to innovation .
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This topic is curated by Lionel Reichardt / le Pharmageek

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