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9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK
MULTI CHANNEL MARKETING IN PHARMA / MULTICANAL DANS LA PHARMA
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ePharma Summit: Digital Pharmaceutical Marketing Growth Requires New Industry Standards

ePharma Summit: Digital Pharmaceutical Marketing Growth Requires New Industry Standards | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

Pharmaceutical companies currently spend 25 percent of their marketing budgets on digital technologies, such as websites and social media,” the authors wrote.  “Electronic health records (EHRs), social media and mobile applications represent new ways for pharmaceutical companies to conduct market research and to market directly to physicians.”


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Patient Engagement Strategy eBook | HL7 Standards

Patient Engagement Strategy eBook | HL7 Standards | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

Leonard Kish’s first eBook titled, “Patient Engagement is a Strategy, Not a Tool. How healthcare organizations can build true patient relationships that last a lifetime.”

 

This eBook explores the following patient engagement topics:

What Is Patient Engagement?The Quest for AttentionFrom Technology to MotivationThe Rise of Contextual MedicineAligning Goals with Effective MessagingAlignment Through Social StrategyEstablish a Patient Engagement Strategy 

Author Background

Leonard Kish is a long-time contributor to HL7Standards.com who writes about patient engagement topics as they relate to healthcare technology, the government’s Meaningful Use requirements, and how proven behavior economic models should be considered by healthcare organizations and companies focused on developing patient-facing technology

 

 download the free PDF

http://www.hl7standards.com/kish-ebook/

 

 


Via Ignacio Fernández Alberti, EVELYNE PIERRON, Chanfimao, Celine Sportisse
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Why tablets - and apps - have a big future in pharma

Why tablets - and apps - have a big  future in pharma | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Talent spotters from Novartis, charged with bringing new ideas into the organisation, are casting their net beyond biotech into the wider pool of wearable, or even edible, technology.

 

 

It's not that the world's biggest drugmaker by sales wants to make the next smart watch. Rather, its researchers are seeking fresh ways to monitor how the company's medicines are working and being taken by patients.

Chief executive Joe Jimenez, above, predicts this will be an integral part of running a big pharmaceutical company in the coming decade, as rising healthcare demand coupled with limited budgets force drugmakers to generate hard data to prove their drugs are delivering results.

The Swiss group has already taken tentative steps, signing a deal with Google in July to develop contact lenses to help diabetics track blood glucose levels or restore the eye's ability to focus.

It also has an agreement with privately held Proteus Digital Health to develop tablets containing embedded microchips that can tell if patients have taken their medication.

Its ambitions, however, stretch a lot further.

"We've done more than most but certainly not enough. You're going to see a continued focus from this company that will be quite technology agnostic," Jimenez said in an interview during a pharmaceutical conference in London.

"It may be niche today but in the future I think it is going to be front and centre as to how diseases are managed."

The interest comes at a time when technology companies are increasingly pushing from the other direction in an effort to find new ways for patients to monitor their own health and track chronic conditions using smart devices.

Businesses such as Apple, Samsung and Google are all trying to find health-related applications for their wearable products.

While drugmakers are certainly not short of demand for their medicines, as populations get older and sicker, finding the money to pay for costly new interventions is another matter.

Clashes between governments and drugmakers over pricing are becoming more common - most notably in cancer and hepatitis C treatment - and the industry acknowledges a need to move to a system of payment based on clinical outcomes, rather than a price per pill.

Jimenez is convinced remote monitoring technology will play a central role in this respect, both to help healthcare systems check if patients are improving and also to protect companies that need to ensure they are not penalised for a drug failing if a patient does not take his or her medicine.

The approach has potential to work well for a company like Novartis, which hopes to launch a new drug for the debilitating condition of heart failure next year.

"If there were a wearable device that could help the patient and their physician understand whether or not to come to the hospitals then that, together with our drug, could be a very potent combination," Jimenez said.

"It doesn't mean we will own the technologies, but it does mean the technologies will play an important role in the management of disease."

Indo Business


Via Philippe Marchal/Pharma Hub, Rémy TESTON, dbtmobile, Bart Collet
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Big Pharma has improved access to meds since 2012 but marketing practices ... - In-PharmaTechnologist.com

Big Pharma has improved access to meds since 2012 but marketing practices ... - In-PharmaTechnologist.com | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Ongoing concerns about marketing practices have taken the shine of a report suggesting Big Pharma efforts have improved parients' access to drugs in developing countries over the past two years.

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Digital and mobile health: can doctors and consumers get on the same wavelength?

Digital and mobile health: can doctors and consumers get on the same wavelength? | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
There’s growing interest among both consumers and clinicians in people DIY’ing healthcare. Consumers are even keener than their doctors about the self-care concept, PwC’s Health Research Institute has found.

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Why tablets - and apps - have a big future in pharma

Why tablets - and apps - have a big  future in pharma | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Talent spotters from Novartis, charged with bringing new ideas into the organisation, are casting their net beyond biotech into the wider pool of wearable, or even edible, technology.

Via Philippe Marchal/Pharma Hub
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Do those crazy pharmaceutical ads do more harm than good?

Do those crazy pharmaceutical ads do more harm than good? | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

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The Ideal Pharma Sales Candidate

The Ideal Pharma Sales Candidate | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
The Ideal Pharma Sales Candidate: What do excellent reps bring to the table, and how can they drive your compa... http://t.co/VKIzbOlms2

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Les laboratoires pharmaceutiques ouvrent enfin leur recherche au numérique

Les laboratoires pharmaceutiques ouvrent enfin leur recherche au numérique | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Ils auraient trente ans de retard en la matière, selon le patron de Dassault Systèmes !

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Digital pharma ads step in where 'detail men' fear to tread eHealth initiative ... - Politico

Digital pharma ads step in where 'detail men' fear to tread eHealth initiative ... - Politico | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Digital pharma ads step in where 'detail men' fear to tread eHealth initiative ...
Politico
Ads run in social media, on mobile apps, and in online continuing medical education materials. ...

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10 ANS D'UNIVADIS DE MSD - LES MEDECINS CONNECTES #hcsmeufr #pharma

#10ansUnivadis - 18 novembre 2014 - tweets & pics
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Essentials for Pharma Key Account Management

Essentials for Pharma Key Account Management | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
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.


Via rob halkes, Giuseppe Fattori
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rob halkes's curator insight, October 16, 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...

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What Does It Cost to Develop a New Drug? Latest Study Says $2.6 Billion

What Does It Cost to Develop a New Drug? Latest Study Says $2.6 Billion | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
How much does it cost to develop a drug and win FDA marketing approval? A new study from a nonprofit think tank says nearly $2.6 billion is needed to get a new drug from the lab to the launchpad. But the report has its detractors.

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Sólo el 34% de los laboratorios farmacéuticos tiene perfiles en las redes sociales

Sólo el 34% de los laboratorios farmacéuticos tiene perfiles en las redes sociales | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Internet, Twitter y Facebook aún constituyen herramientas infrautilizadas por los laboratorios farmacéuticos

Via Pere Florensa
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Report: Provider attitudes on digital health, big data more closely aligning with consumers

Report: Provider attitudes on digital health, big data more closely aligning with consumers | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
While big data has been a big buzzword in tech circles for some time, healthcare providers have been slower to embrace the promise. But the attitude is changing quickly among clinicians and is now more closely aligned with that of the consumer, according to a new report from PwC.

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Survey: 31 percent of MDs use mobile to communicate with patients

Survey: 31 percent of MDs use mobile to communicate with patients | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Half of physicians and extenders said virtual visits could replace more than 10 percent of in-office patient visits, thus giving them more time during the workday, according to a PricewaterhouseCoopers survey of 1,000 physicians, nurse...

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Peut-on calculer le ROI du social media ? | Seratoo - Marketing Web 2.0

Peut-on calculer le ROI du social media ? | Seratoo - Marketing Web 2.0 | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

La présence des marques sur les réseaux sociaux est devenue non négociable : il faut y être. Mais à quel prix, et pour quel retour sur investissement ?


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Pharma lagging in digital...

Pharma lagging in digital... | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

According to McKinsey&Company "unlike successful B2C companies in other industries— which offer mobile solutions, provide personalized product recommendations, and empower custom...


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Digital Marketing in Healthcare: A Guide to Local SEO

Digital Marketing in Healthcare: A Guide to Local SEO | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Find out how creating an effective strategy for digital marketing in healthcare includes a using Local SEO to allow patients in your local area to find you.

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Growth of Digital Pharmaceutical Marketing Tactics Targeting Physicians Requires New Industry Standards

Growth of Digital Pharmaceutical Marketing Tactics Targeting Physicians Requires New Industry Standards | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

As pharmaceutical marketing activities in recent years have shifted away from traditional face-to-face methods towards more digital interactions, physicians may not be aware of the new ways they’re being marketed to, necessitating greater transparency and reporting. A new perspective piece in The New England Journal of Medicine, written by health policy researchers at the University of Pennsylvania’s Perelman School of Medicine and Leonard Davis Institute of Health Economics, describes various digital marketing tactics targeting physicians, outlines concerns about their influence over physician decisions, and makes recommendations about how to adapt policies to keep up with the changing nature of pharmaceutical marketing.

“Pharmaceutical companies currently spend 25 percent of their marketing budgets on digital technologies, such as websites and social media,” wrote the authors, including lead author Christopher Manz, MD, and senior author David Grande, MD, MPA, from Penn Medicine. “Electronic health records (EHRs), social media and mobile applications represent new ways for pharmaceutical companies to conduct market research and to market directly to physicians.”

For example, anonymized EHRs provide pharmaceutical companies with clinical and demographic information about patients and insight about the circumstances under which physicians choose specific treatments. Therefore, EHRs can also be used for direct marketing to physicians through banner ads, industry-sponsored clinical resources and other tactics. “Unlike traditional forms of advertising, digital technologies enable tailoring of advertisements to individual physicians on the basis of data from clinical encounters,” according to the authors.

Social media sites that are restricted to physicians are another way for companies to reach out, using stealth marketing tactics ranging from sponsored discussion forums to games. Mobile smartphone applications also allow companies to market to physicians, using data that tracks what kind of clinical information physicians are looking up and then targeting sponsored alerts accordingly.

“Traditional marketing, including visits by sales representatives, gifts to physicians and lectures by opinion leaders, influences treatment decisions even though it mostly occurs outside of patient care settings. Although marketing can lead to reductions in under-treatment of some conditions, it has more often been associated with over-diagnosis, overtreatment and overuse of brand-name medications,” wrote the authors. “Digital advertising creates new pathways for reaching physicians, allowing delivery of marketing messages at the point of care, when clinical decisions are being made. Physicians may also be less aware of when they’re encountering digital marketing than they are with traditional marketing.”

The authors recommend a three-pronged approach to amend current policies “to address the insidious nature of digital marketing tools that are seamlessly integrated into electronic resources used for patient care, but are not as easily recognized as marketing devices.” Their first recommendation is greater transparency from EHRs, social media sites and mobile applications about what personal and prescribing data are collected and how they are used. The second recommendation is for physicians to recognize the issue and exercise the same caution with regard to online interactions as with in-person interactions with sales representatives. And lastly, the authors suggest that professional societies issue guidelines “calling for firewalls to keep marketing out of patent visits, as they did with free pens and other traditional marketing tools.”

“Digital technology is changing the nature of marketing, and policies intended to limit its influence are lagging behind,” the authors conclude. “But the medical profession can enact policies to ensure that patients, not advertising, remain the focus of care.”



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GlaxoSmithKline, Medidata partner on mHealth

GlaxoSmithKline, Medidata partner on mHealth | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

Medidata the leading global provider of cloud-based solutions for clinical research in life sciences, today announced the completion of a method development project conducted in partnership with GlaxoSmithKline plc (GSK) to evaluate the impact of unifying mobile health (mHealth) devices with cloud-based technologies in a clinical trial setting.


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Joyeux anniversaire Univadis - 10 ans ! #10ansUnivadis #video #hcsmeufr

http://youtu.be/bEXEVWVjTD0
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Five Imperatives for Pharma’s Digital Health Strategy

Five Imperatives for Pharma’s Digital Health Strategy | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Digital has been cited as a marketing strategy for Pharma. However, a true strategy must embrace the introspective examination of key issues. Who is the customer? What is the role of Digital in overall corporate strategy? How do we shift from the traditional marketing and sales infrastructure, strategy, and metrics to one in which digital technologies are incorporated into all corporate silos?

Via Philippe Marchal/Pharma Hub
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Karin Benckert's curator insight, November 19, 3:52 AM

Ytterligare viktiga aspekter på varför läkemedelsbranschen behöver prioritera sin digitala strategi och omvandla det till aktiviteter.

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The marketing strategy that gets more from CLM & e-detailing

The marketing strategy that gets more from CLM & e-detailing | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Have you found that e-detailing technology has improved your customer communication? Or has nothing really changed? If it’s the latter, perhaps it’s time to update your digital marketing strategies – and get more from the technology.

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