EXPANDING THE POTENTIAL OF E-DETAILING
With all due respect, you are not automatically a “patient-centric” company just because you added that term to your marketing materials and hired someone with an eponymous title who travels the country with a spectacular LinkedIn profile on fact-finding missions to buy nonprofit CEO’s lunch to data mine their insights.
And don’t get me started on regulatory. We in the Patient Advocacy sector are not naive to The Physician Payments Sunshine Act. (It just rolls off the tongue, doesn’t it?) This onomatopoeic law is killing all of us. It stifles innovation (with a lower case “i”), presents innumerable encumbrances to actually getting anything done and ties up any possibility for success in a sea of red tape negotiations.
My point is that that a re-imagining of patient-centricity needs to occur STAT. Otherwise no one wins.
PAOs are at fault too. We can’t just take your money and not expect to produce ROI. And yet, there are a few nonprofits for whom ROI is in their DNA. They operate using program management and evidence-based patient outcome reporting. Pharmas that choose to meaningfully engage with these groups benefit from a measurable competitive advantage by viewing us as business partners, rather than charities looking for a handout.
Drug companies around the globe are spending big to push patients to take their pills.
The pharma industry loses tens of billions in worldwide sales each year when patients don’t fill, or refill, their prescriptions.
So drug makers from London to Tokyo to Cambridge, Mass., are pouring money into programs aimed at cajoling — or nagging — patients to take every last pill their doctors prescribe. The companies are investing in smart pills that will send alerts when they haven’t been swallowed at the prescribed time. They’re subsidizing gift cards to thank patients who remember to refill. They’re paying patients to go on talk circuits to tout the virtues of taking medication properly.
While social media has undoubtedly become an integral part of many people’s daily lives, the pharmaceutical industry is lagging when it comes to harnessing the potential power of Twitter and Instagram. Pharma marketers have historically been much more comfortable with the one-sided conversation of a direct-to-consumer (DTC) ad, but as the industry moves more and more towards patient-centricity, it is becoming necessary for drugmakers to increase engagement with their stakeholders.
Across the globe, digital tools are transforming how marketers approach their audiences. But despite this overwhelming consensus, the healthcare industry is often slow to adopt new marketing techniques. As a result, many healthcare professionals are still asking a question that most of us presumed answered a long time ago: “Why digital?”
The reality is that this change in healthcare, as in all industries, is a necessity — the internet is now the primary way that consumers engage with healthcare companies. As John Weston, CMO at Mayo Clinic, explained in a recent AdAge article, “The consumer-to-patient journey is largely a digital journey at their moment of need.” Indeed, at least 72% of Americans look online for health information each year, according to Pew Internet, and that includes medical professionals.
“If I were diagnosed with something tomorrow, one of the first things I would do is go online,” Weston added.
Given how wide this market has become, healthcare marketers must adapt their strategies to better capture and hold the attention of online audiences. But any digital marketing strategy is only as strong as its foundation, which begs the question: where’s the best place to start?
As drugmakers seek new ways to incorporate digital technology into the way they do business, questions persist about whether the culture at traditional pharma companies is willing to change and move toward digitization.
A report from McKinsey & Company compiled interviews with 20 executives from the analytics, pharmaceutical, provider, technology and venture capital sectors. The overall consensus, the authors of the McKinsey report found, is that the industry needs to transform itself to stay competitive.
“Successful ones will rethink their business and operating models, transform their cultures and capabilities and adopt a new, longer-term mind-set that fosters innovation and bold strategic moves,” wrote the authors of the report.
It's clear that as the adoption of digital initiatives accelerates, pharma companies will need to experiment more and do so more quickly to respond to the changing behaviors of patients, said Olivier Leclerc, a director at McKinsey.
Finding the way to deliver information in a way your customers will gladly accept.
Indegene, le groupe indien de solutions santé destinées aux entreprises des sciences du vivant, vient de dévoiler les résultats d'une étude mondiale sur les médecins et leurs habitudes numériques. Cette étude met en avant la combinaison de moyens de contact la plus efficace aux États-Unis, au Japon, en Chine et en Inde. Elle identifie également les sociétés que les professionnels de santé eux-mêmes considèrent comme des leaders.
Pour la 2ème année consécutive, Ipsos réalise pour le compte du CESSIM l’étude d’audience et le baromètre digital des professionnels de santé. En 2015, ont été interrogés : les médecins généralistes, les pharmaciens et les spécialistes en dermatologie, neurologie, pédiatrie, rhumatologie et gynécologie.