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Le Big Data, point de passage incontournable de la transformation digitale


Dans la course à la transformation numérique les DSI doivent se repositionner et faire valoir leurs compétences vis à vis de la collecte e
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Digital marketing is becoming the new wave of healthcare marketing


A look back at the history of healthcare marketing, the present and the future. Healthcare marketing has evolved to both online and offline media. Read more: h…
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#Pharma "Disease Awareness" Ads: Are They "Stealthy" Fear Mongering Set Pieces?


Welcome to the world of unbranded [“disease awareness”] ads, a stealthy and lightly regulated form of drug marketing focused on educating the public about a health condition — which the pharma company just happens to sell a product to treat. The ads aren’t required to disclose side effects. Instead, they often direct patients to a website about the disease. Click on a few links and you’ll likely land on a page promoting the branded treatment.


The tack has fluctuated in popularity over the years, but it seems to be on the upswing, perhaps in part because public distrust of the pharma industry is so high that drug makers are scrambling for ways to promote their products more subtly, analysts said.


Two unbranded campaigns — Mylan’s allergy awareness ads (e.g., read “Mylan TV Spot for "": Doesn't Mention Risk of Not Being Able to Afford EpiPen!”) and Merck ads about vaccines (e.g., read “GSK's Whooping Cough Vaccination Campaign Needlessly Vilifies Grannies!”) — both ranked among the top 10 most expensive TV drug ad campaigns last month, according to data from the ad tracking firm


Other unbranded campaigns have also made headlines recently: The marketer of a drug for opioid-induced constipation aired one during the Super Bowl, stirring controversy (read “Super Bowl DTC Drug Ads Spark Backlash!”). Another unbranded ad, from the maker of a heart failure drug, drew sharp condemnation from cardiologists who called it manipulative and shameful.


All told, the drug industry has spent $171 million on unbranded ads so far this year, up 15 percent over the same period last year, according to the media research firm Nielsen.


That’s only a fraction of the industry’s total ad spending; last year drug makers spent a whopping $6 billion, mostly on branded ads that explicitly promote their products.


If you watch enough unbranded drug ads, you’ll notice a theme: they’re often pretty ominous in tone.


In Mylan’s anaphylaxis awareness ad, a young woman is shown with alarming red splotches all over her skin after accidentally ingesting peanuts. She gasps and collapses as her panicked friends try to help (read “OMG! A White Person is in Shock!”).


Those are tame compared to a recent interactive digital ad from Boehringer Ingelheim designed to raise awareness of chronic obstructive pulmonary disease for which the company sells a treatment. Another recent unbranded ad, also from Boehringer Ingelheim, relies on eerie silence to raise awareness of a fatal lung disease for which the company sells a treatment.


It’s no coincidence that these ominous ads are unbranded, said John Mack, who has tracked many of them in his digital newsletter Pharma Marketing News.


If you’re a drug maker, “you don’t want to attach a dark image to the brand — so you’re attaching this dark imagery to a medical condition instead,” Mack said. That leaves room for a branded ad that shows “the bright side: that there’s this product that can save the day.”

Pharma Guy's curator insight, August 29, 7:29 AM

Make sure you read the end of this piece for my quoted insight regarding the synergy between unbranded and branded DTC ads.


Related: “All We Have to Fear is... Scary #Pharma Disease Awareness Ads!”;

Value-based Care Is Driving the Medical Device Industry


According to a new report issued by PwC Health Research Institute, manufacturers of diagnostics tools and healthcare devices are seeking to launch a wider array of services with the intent of helping to drive value for healthcare providers.
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Leadership May Not Be the Problem with Your Innovation Team


Last November we published an assessment on to help readers diagnose the extent to which their organizations create conditions that favor successful innovation. About 1,500 people completed the assessment, representing organizations across industries at different stages of maturity. Despite enormous attention placed on improving innovation effectiveness, 80% of participants thought their companies were underperforming on this front. Unsurprisingly, those working for older, larger businesses scored lowest in all four innovation conditions: constant energy, creative friction, flexible structure, and purposeful discovery. Here’s what the data tells us about how these HBR readers rate their organizations and colleagues on the four conditions. We’ve also included a few tips to address the lowest-scoring responses in each category. This advice should help whether you’re about to kick off a new innovation project or your team is already off and running.

purseman's comment, August 27, 3:04 AM


Diabète : Roche lance un système de surveillance de la glycémie innovant


Roche, le groupe pharmaceutique suisse, a annoncé le lancement d’Accu-Chek® Guide, un système de surveillance de la glycémie de nouvelle génération qui entend simplifier la prise en charge quotidienne du diabète.
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Santé connectée: Sanofi s'associe à des start-up pour une innovation "ouverte" et "au service du patient"


Premier site français d’information en continu sur les technologies de l’information et de la communication (TIC, NTIC) dans la santé
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What pharma digital marketers need to know about Google's mobile search change


Google has announced changes to how it will rank sites in mobile search, penalising some websites. Here's what pharma digital marketers need to know.
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Payers say they'll cover pharma's beyond-the-pill offerings. They just want proof first | FiercePharma


Pharma companies are discovering that developing apps and digital health technologies is just like developing drugs--at least when it comes to persuading payers to cover them.
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Pour survivre, les grandes entreprises doivent imiter les start-up


Il est impératif que les grandes sociétés gagnent en rapidité d'exécution pour devenir plus innovante. Pour cela, elles pourraient s'inspirer de l'approche « lean start-up », très populaire auprès des jeunes pousses innovantes. La spectaculaire réussite du salon Viva Technology , organisé à Paris début juillet par Publicis et Les Echos, doit beaucoup à l'implication des états-majors de très grandes entreprises françaises qui ont su sensibiliser leurs troupes à l'écosystème des start-ups....
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J&J's Ethicon teams up with Touch Surgery on virtual surgical training 


Johnson & Johnson’s ($JNJ) Ethicon is teaming up with Touch Surgery to provide simulated surgical training through a free mobile app, with the aim of improving patient outcomes.

The training will cover the safe and effective use of Ethicon products and will be delivered via Touch Surgery’s 3-D simulations and technology platform to surgeons and students “anytime, anywhere,” according to a statement. Ethicon, J&J’s surgical device unit, markets products such as laparoscopic tools for bariatric and colorectal surgery, a plethora of sutures and tissue closures and tissue sealers.

Touch Surgery’s tech allows for virtual training in a 3-D operating room simulation. Its app currently helps 1 million users practice more than 75 different procedures across several surgical areas, according to the statement.

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Elements which should consider in Digital Healthcare


Going digital is not as easy as it may seem. Industry players have to take a deep breath and dive into careful analysis and strategy development. It is exceptionally important for industries, such as healthcare, where the cost of failure is incredibly high.

For years I’ve been working with healthcare providers and have gained a good understanding of how much value digital solutions may bring to them.  At the same time, it isn’t an easy task to implement a solution which will move services they provide to the next level. The ultimate key to success is the development and implementation of the appropriate digital strategy.  My hope is that this article will help digital change executives and others involved in a digital transformation of healthcare businesses to consider five major elements of getting a successful digital strategy off the ground. Using my years of experience, I’ve developed a road-map for the development of the digital strategy.


Informational support

Patients are your primary audience, therefore when developing the strategy think of them first with the following point in mind: today’s patients want more information.

They have acquired quite profound medical knowledge these days and want more information about the treatment. Continuously, they ask how they are being treated, what medications are used and why, how patients with similar diagnoses were treated and what the result was. Searching for this information, they create communities to discuss the issues, treatment methods, physicians and medications. Sometimes patients’ communities save lives, like what happened with e-Patient Dave, who managed to find the medical treatment by turning to a group of fellow patients.

In a world where patients demand more information, delivery of relevant content becomes one of the essential points in the development of digital strategy.


Access to medical services

Access to medical services goes hand in hand with the delivery of relevant information. Awareness triggers asking more questions and raising more patient cases, hence the lines at clinics get longer. However, physicians have about 15 – 20 minutes to examine a patient and write prescriptions, which is quite a limited time slot. Implementing medicine technologies would notably improve the situation. Medicine is not the panacea, but it provides physicians with multiple opportunities like remote monitoring of chronic patients, support systems, accelerated feedback and provides better experiences for patients in rural areas. All kinds of digital tools to speed up and automate scheduling a doctor appointment can be a great help for patients.


Medical adherence management

Digital technologies are also valuable in monitoring chronic patients. Quite often, these people require more doctors’ attention, but the limited time for an appointment is a real problem. Digital technologies can facilitate the process. With applications serving for control medical adherence, doctors can be sure their patients won’t forget to take a pill or miss an appointment. The same applications may help to exchange information between patients and doctors in real time. This exchange may include symptoms collected via a patient’s device, medical test data sent to the patient’s device and information about pills taken (or not) by a patient. This exchange can help doctors to take corrective steps when required, like giving a call to a patient or a caregiver when a problem with medical adherence has been detected. 


Treatment process management

The adoption of digital technologies can help not only manage medical adherence but also the whole treatment process itself. Digital technologies provide physicians with opportunities to adjust the treatment on the basis of the received tests, and make the changes if there are improvements or if something goes wrong. Patients can see a treatment schedule in their devices as well as an associated medication schedule, and receive notifications in order to not miss an appointment or a pill. And again, the option to share symptoms history works well in this process as it allows quick changes based on a real patients’ feedback.


User experience optimisation

The quality of services at hospitals can be considerably improved by digital technologies. Simple things like registering appointments online, appointment reminders, to-do lists, mobile payments, QR codes, quick patient access to EHR (electronic health records) or sending the result analysis to smartphones can advance the level of healthcare services and optimise user experience.


Connecting patients and HCPs

For years, quick connection between patients and doctors was one of the most important and sometimes difficult things in healthcare. By implementing digital technologies, doctors and patients can have a close connection. Be it a smartphone or a web app, it would allow a patient to consult or call a doctor when it is really necessary. Digital technologies cut the distance; that is what hospitals really need. Connecting doctors, medical staff and patients better organises the whole process. Tools mentioned above, such as apps for real-time communication, sharing symptoms, sending medical test results to patients’ devices and medicine are excellent examples of how digital technologies can help doctors to provide a better outcome to patients.


Digital skills of your employees

As Accenture states in its report, the major barrier to digital transformation is the lack of digital skills; 44 percent of business leaders agree with that opinion. Therefore, staff training should not be omitted.

It is interesting that many doctors are already using smartphones and tablets to facilitate the process of communication and interaction with patients. Physicians are really interested in digital tools and services. According to the JournalMTM research, 94 percent of surveyed respondents had smartphones (95.2 percent students vs. 92.5 percent physicians). Of those with the technology, 82.9 percent stated they have used it at least once in a clinical setting. Respondents perceived fast access to information to be the greatest benefit to mobile medical technology (96.6 percent), as well as simplified access (75.5 percent) and easier medical calculations (70.8 percent).

As you can see, doctors are already trying to go digital. What you need is to perform thorough research, check the skills of the staff and teach them to use the digital technologies. They are ready to accept the digital challenge.  


Workload optimisation

In hospitals all over, doctors need new processes and workflows that allow them to increase work efficiency, improve diagnostics and treatment, and what is more, advance their relationships with patients.

Therefore, optimisation of workload is an important benefit digital technologies provide. Thinking about your future digital strategy, you may want to consider a paperless data exchange – a mobile doctor’s dashboard where they can check their patients’ data and manage treatment plans, apps for nurses to help with task management and urgent requests processing, and many other tools to digitise and therefore optimise business processes efficiency.  All of that quickens the pace, reduces workflow disruptions and increases productivity. Hence, hospitals and clinics can work with more patients without the negative impact on the quality of treatment.  


How can your medical staff and doctors benefit from going digital

Implementation of digital tools brings tangible advantages, like reducing paperwork time and increasing patients’ face time. Moreover, with digital tools, physicians can receive symptoms and medical conditions data prior to meeting with a patient in-person, thus decreasing the time for recollecting a case history.

“Doctors today face two important issues,” says Todd Skrinar, a partner in the Life Sciences Advisory Practice at Ernst & Young. “They’re working in a more constrained cost environment, doing more with less. And they’re being forced to change the way they deliver services because of that. Digital technology will enable more mobility of the healthcare practitioner, and health records will be more readily available.”

Having “digital assistants” in their hands, doctors get more opportunities to deliver better treatment. Digital tools broaden the limits that have prevented the improvement of service delivery.

Technical Dr. Inc.'s curator insight, August 24, 4:06 AM
Contact Details : or 877-910-0004

Consumer health tech companies are moving increasingly into healthcare


More and more, direct-to-consumer wearables companies are moving into business-to-business healthcare markets. It's not exactly a surprising move -- the potential for consumer technology to encourage healthier lifestyle choices is a core thesis of digital health, and one that could have big implications for healthcare as it faces a rise in chronic conditions. Nonetheless, over the course of the past year MobiHealthNews has noticed a creeping trend of the big names in consumer-facing digital health putting more resources behind their B2B programs.


Take Fitbit itself, for example. In the company's first quarter earnings call, CEO James Park wasn't shy about trumpeting the healthcare opportunity, stopping just shy of promising a regulated device.

Jim Murphy's curator insight, August 23, 10:24 AM
Hopefully the regulatory environment will catych up before any real harm is done. 

Bayer's Centers of Excellence Model for Tapping Digital Talent


The importance of talent has not gone unnoticed at Bayer, for instance, which embarked on its own digital transformation in 2014. Jessica Federer, Head Digital Development, highlights leadership from the top and a very dedicated implementation team as the two pre-requisites for a successful digital transformation, but sitting at the top of a list of the keys drivers in any successful transformation, is talent.


“The number one thing for us is always the talent – the people. We do have people in our organisation who are world leaders in digital marketing and multichannel marketing and integrated customer experience. We have brilliant people here and you’ve just got to have people that get it and understand it.”


But where do life sciences companies find such extraordinary talent – it can be elusive – and how do they build the necessary skills?


Federer’s colleague Gerhard Arnhofer leads the centre of excellence for integrated multichannel marketing for the pharma business at Bayer. Set up some nine months ago, the centre is one of a number of CoEs within the company, designed to inspire and transform the organisation.


Each deals with a different competency area such that the bundled competencies available within the centres enable the wider organisation to build up its skills, competencies and knowledge in specific areas of focus. This approach is seen as the quickest and most effective way of building digital capability within the organisation.


After several years of impact, individual CoEs are dissolved once they have done their work, at the stage that the organisation as a whole understands more than the CoE can then deliver. Traditionally, this knowledge transfer takes three to five years. This is a technique that Bayer has applied for several years.


One solution is homegrown talent. Bayer runs a dual study programme for undergraduates who spend time at a university on technology and economics programmes and then half their time on the job within the corporation. Bayer is able to hire fresh talent out of that stream and can shape individuals early on in their careers.


Currently, there are a number of people within Arnhofer’s team writing their dissertations and the organisation is interested to see whether this approach will accelerate the digital transformation or not. Topics covered by the students include AI, evaluating concepts of remote detailing, and business decisions analysis, among others. Team members fresh from university have a very keen eye for evaluating problems but need considerable time spent on nurturing them.


Additionally, Berlin has a thriving start-up scene, with a large number of talented people from the digital community originating from all over Europe. This represents a significant talent pool for the company.

Pharma Guy's curator insight, August 22, 10:48 AM

Also read "The Bayer Healthcare Grants4Apps® Team Receives the 6th Annual Pharmaguy SoMobile Pioneer Award!"; and “Digital Savvy Women In Pharma: Jessica Federer, Head of Digital Development at Bayer”;

Comment réussir la mise en place de sa stratégie digitale ? 


Développer une stratégie digitale performante est un véritable défi pour l'entreprise. Découvrez les éléments-clés et étapes à suivre pour y parvenir !
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Former les top managers des grands groupes, ces cancres de l' #IoT #IdO


Le MIT et l'IoT Valley ont créé des formations dédiées aux dirigeants qui veulent exploiter le potentiel des objets connectés sans commettre d'erreurs stratégiques majeures.

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La transformation digitale résumée en 6 infographies | L'Innovation Santé


6 infographies récentes et complémentaires offrant un bon tour d'horizon de la transformation digitale des entreprises | L'Innovation Santé
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Pharma's increased need for competitive intelligence


Competitive intelligence can offer huge benefits to pharma companies, especially in personalized medicine where market trends are continually shifting. In a world where available data grows by the second, Steve Vitale of Diaceutics AIS examines how it can be used to optimise expertise and understanding in order to gain an edge. (requires registration)'s curator insight, August 30, 1:39 AM
ACC 556 Week 9 Assignment Budget Planning and Control Click below link for Answer Babycakes, a specialty bakery, is the company that will be considered for all parts of your budget planning and control report. For this assignment, you will develop a three to four (3 – 4) page paper in which you address the following. 1. Briefly discuss the ways a realistic budget will benefit the owner of Babycakes versus having no budget at all. Be sure to use Babycakes as the company and any specific product details in your explanation. 2. Prepare a sales budget for the LA Babycakes store for the 4th quarter of 2016. Present the number of units, sales price, and total sales for each month; include October, November, and December, and a total for the quarter. Use one-half of the Valentine’s Day sales as the basis for a usual day in the new quarter. Use 30 days for each month. Calculate the total sales for each month for October, November, and December. 3. Create three (3) new products, one (1) for each of the three (3) holiday seasons in the 4th quarter. Estimate the sales units, sales price, and total sales for each month. Describe the assumptions used to make these estimates. Include an overview of the budget in the report, presenting the actual budget as an appendix with all data and calculations. Add these amounts to your sales budget. 4. The owner of Babycakes is interested in preparing a flexible budget rather than the static budget she currently uses. She does not understand why, when sales increase, her static budget often shows an unfavorable variance. Explain how a flexible budget will overcome this problem. Use the details of your newly prepared budget for the 4th quarter of 2016 to address her concern. 5. Imagine that Babycakes is facing a financial challenge that is causing the actual amount of money that it spends to become significantly more than its budgeted amount. Include a discussion of your own unique cause of the overspending. Explain the corrective actions needed to address these challenges. 6. Integrate relevant information from at least three (3) quality academic resources in this assignment. Note: Please do not use your textbook as an academic resource. Also, Wikipedia and other Websites that are unreliable do not qualify as academic resources. Your assignment must follow these formatting requirements. ACC556 Week 9 Assignment Budget Planning and Control Click below link for Answer

The Waiting Room Is the New Hub of Patient Engagement


Featuring digital signage in hospital waiting rooms can dramatically increase patient engagement.
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Four expert tips for social media marketing as pharma finally embraces the new norm


Social media was once scary territory for the heavily regulated pharma industry, but today it’s becoming old hat, according to Tamara Littleton, CEO and founder of London social media agency Emoderation. Big Pharma players have realized they can no longer ignore the space where many of their target audiences--patients, families, physicians and even payers--congregate.

“Social offers pharma brands a way to connect with their market over the longer-term. It is also where their customers are and whether they engage or not, or are able to on certain posts, they will be talked about," Littleton told FiercePharmaMarketing by email.

In a column for Econsultancy earlier this month, Littleton pointed out some good examples of pharma companies using social media. She highlighted GlaxoSmithKline’s Twitter account, which focuses on its company values of leadership and research, and Johnson & Johnson’s overall social media presence, which emphasizes its values around the importance of family.

Of course, just because drugmakers are more readily joining social media doesn’t mean using it has become any easier--or that it now requires less vigilance. The job of professional pharma social media managers is demanding, and it requires a particular skill.

So how, then, can pharma social media managers field a successful strategy? Read on for Littleton's thoughts.

Be engaging. Health products may not be as central to a person’s identity as his or her car or clothing brands, but pharma’s social media voice can still make a difference. “People may not build their identities around their chosen brand of painkiller in the same way that they do with their choice of gaming console or favorite clothes brand, but a friendly, engaging social media presence can go a long way to keeping the brand at the forefront of people’s minds,” she wrote in the column.

Share content around the values of the company. Like the J&J and GSK examples Littleton cites, pharma companies can connect with patients and families by highlighting their values and the efforts their people and corporate initiatives make to fulfill those values.

Monitor content to stay in line with advertising guidelines and FDA regulations. That means keeping current on regulations and ensuring pages are constantly monitored so that “any user-generated content posted that contravenes the regulations is removed as soon as possible,” she told FiercePharmaMarketing.

Create an adverse event reporting and escalation process.  Pharma brands active on social media have a dedicated resource to manage their social media presence--whether it’s an internal person or team, or a specialist agency--but they should also have a process for reporting any problems. Littleton noted the need to report an adverse event to the FDA within 24 hours. If pharma companies don’t have a process in place to flag incidents, that one-day clock can pass quickly.

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Why multichannel is not an in/out option


Multichannel, long a hot topic for pharma, continues to stimulate more debate than an EU referendum. But as models of communication evolve in time with digital revolution, multichannel is not an in/out choice - it's the real world. Pharma is slowly making progress, but excellence? It's not a familiar experience.
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