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web events : what for ?


Manhattan Research Strategic Insight®

Taking the Pulse® Europe 2011 #10

 

Are online promotion investments meeting demand ?

 

 

 

There is an unmet demand for online promotional programs in the EU. In 2011, 20% of EU physicians participated in an online promotional program, either by conducting a self-guided program, a live one-on-one online presentation or a live/recorded webcast. However, 16% of EU physicians have not participated in an online promotional program but are very interested in doing so.

Unmet demand for online promotional programs is highest in Italy and the United Kingdom. In both of these countries 18% of physicians are currently participating in online promotional programs, while an additional 20% of physicians are not participating but very interested in doing so. This finding suggests that a deficit in the number of campaigns and/or physicians’ inability to find programs when they need them are potential contributing factors to the sub-optimal adoption in these markets.

In order to improve physician participation in online promotional programs, marketers should consider making these programs more accessible through non-pharma properties. Among EU physicians very interested but not currently participating in online promotional programs, 53% of physicians would like to access these programs via a physician portal websites (e.g. Doctors33 and Medscape), while just 24% are interested in accessing them through a product website.

 


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9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK
MULTI CHANNEL MARKETING IN PHARMA / MULTICANAL DANS LA PHARMA
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Comment réussir sa transformation digitale

La majorité des grandes organisations ont pris conscience de " l’urgence numérique" , selon l’expression de Guy...

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Novartis Aims to Expand Mobile Health Services

Novartis Aims to Expand Mobile Health Services | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Novartis, a healthcare solutions provider, already boasts of an impressive 13 mobile health apps, but the global company is looking to expand its mobile health services from healthcare monitoring to virtual healthcare.

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Jim Murphy's curator insight, Today, 9:37 AM

Happy to help make this happen

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Five things for pharma marketers to know: Wednesday, September 10 - Medical Marketing and Media

Five things for pharma marketers to know: Wednesday, September 10 - Medical Marketing and Media | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

“Medical Marketing and MediaFive things for pharma marketers to know: Wednesday, September 10Medical Marketing and MediaApparently, media mavens enjoy a side of digital-health insight while reading up about cable TV.”


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Acné sévère - Ensemble contre l'acné

Acné sévère - Ensemble contre l'acné | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
L’acné est la plus fréquente des affections de la peau. Dans le cas d’une acné sévère, une prise en charge globale et sur le long terme est nécessaire.
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5 healthcare marketing lessons from the ALS ice bucket challenge

5 healthcare marketing lessons from the ALS ice bucket challenge | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it


I first learned about the ALS ice bucket challenge earlier this month when a friend posted a video of herself on Facebook accepting the challenge in honor of Peter Frates, credited by many as the mastermind of or inspiration for the campaign. He happens to live in my hometown and suffers from amyotrophic lateral sclerosis, commonly referred to as Lou Gehrig's disease.

I was intrigued by her 30-second video, which challenged my other friends to dump ice water on their heads or donate $100 for ALS research. Within days videos began to pop up all over my news feed, on You Tube and on local TV news.


This grassroots campaign quickly spread across the nation--even the world--as businesses, celebrities and political leaders continue to take on the challenge and come up with clever, fun videos and donate money to this worthwhile, but--until now--little-known cause.

In less than a month, donations from the ice bucket challenge totaled $94.3 million--the ALS foundation raised $2.7 million during the same period last year. The campaign not only raised awareness about the disease, it has raised some serious cash for research for a cure.

"It is a brilliant concept because it does what great branding and smart marketing execution are supposed to do: Give people something they value in an authentic, immediately tangible and share-worthy way," Jonathan Salem Baskin writes in Forbes.

While the viral campaign demonstrates once again the power of social media,the ice bucket challenge also offers several marketing lessons for hospitals and healthcare leaders. Here are just a few:

Keep it simple. The ice bucket challenge asks people to dump ice water on their heads and donate $10 to the ALS Foundation or donate $100 to the charity. The objective and message was clear and easy to understand, writes Garbrielle Boko, executive vice president of marketing at Safe North America inEntrepreneur.

Add immediacy to your message. The campaign worked so well because the challenge requires people to act within 24 hours. "By giving your audience a deadline, the initiative will become a greater priority," Boko writes.

Make it an obligation. The campaign worked because it trapped the person nominated, writes Savannah Marie in Tech Cocktail. If you didn't join in, you faced a penalty. Plus your friends were waiting for your video so you didn't want to disappoint them. "Getting wet didn't get you off the hook, it just softened the blow, and it likely generated a donation out of individuals who otherwise would not have given anything," she says.

Educate your audience. The viral campaign drove awareness about ALS but the videos didn't necessarily educate and inform people about the horrific disease. Healthcare marketers should remember that it's vital to educate consumers with information in any campaign, Lauren Ingram, media relations specialist for Clarity PR, tells the Guardian.

Use video in your marketing strategy. The challenge demonstrates the power of video, especially now that smartphones make it easy to create and share videos, Joe Edwards, digital and social director for MOI, a global marketing company, also says in the Guardian piece. Video must be at the core of your digital strategy as you seek ways to engage patients and their families via the medium, he says.


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Sherri Altman's curator insight, Today, 7:28 AM

The ALS "Ice Bucket" challenge encouraged family and friends in participating in dumping a bucket of ice on their head. The simple activity has created awareness of the disease and has raised a significant amount of money.  There are some lessons to be learned through this strategy which include messaging that is simple, creating the sense of urgency due to the 24hr challenge, etc.  Video also played a specific role.  Thinking about our goal of being 20 percent healthier by 2020, there is an opportunity for us to get creative on using simplistic tools such as what was used for the ALS challenge. 

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Hépatite C : Gilead autorise une version générique du Solvadi... dans les pays pauvres | Le Quotidien du Medecin

Hépatite C : Gilead autorise une version générique du Solvadi... dans les pays pauvres | Le Quotidien du Medecin | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

Le groupe américain de biotechnologies Gilead Sciences a autorisé lundi pour 91 pays en développement une version générique de son traitement contre l’hépatite C, très efficace mais si onéreux que seule une infime minorité de patients y a actuellement accès.

Le Sovaldi de Gilead est vendu aux États-Unis 1 000 dollars par pilule, ce qui porte le coût total du traitement de douze semaines - efficace dans plus de neuf cas sur dix - à 84 000 dollars (65 000 euros). « Cette annonce change la donne », a estimé Greg Alton, vice-président exécutif de Gilead, auprès de l’AFP à New Delhi. « Le grand changement, c’est que nous mettons ce traitement à disposition de millions de gens dans le monde », a-t-il ajouté.


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The Pharma Obligation to Social Media

The Pharma Obligation to Social Media | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

The patient population is at our finger tips. Technology has provided a broader platform to witness their frustrations, build lasting relationships and work collaboratively to improve outcomes. The pharma industry invests billions in the development of new treatments; they are bold, courageous and imaginative in the pursuit of scientific excellence. Yet, with a few exceptions, remain anxious, nervous and paralysed in social media. The changing environment demands industry innovation and outcome based funding. If science will be at the heart of that drive, social must be the catalyst.

Fear of a brand name?
We invest millions in building a brand, yet remain terrified of its mention in public. Of course, we cannot publicly announce our treatment and associated scientific benefits, and yes we have an obligation to ensure it is not miss-represented either positively or negatively. But are we really at fault if a member of public chooses to discusses our brand in a fair, valid and experienced manner? We live in a free world, and an increasingly global community, we must engage if we have valuable information & insight. Do we not have a moral obligation to respond with valuable insight? Why would we leave Wikipedia with data we know to be inaccurate, when it’s widely considered to be the first point of reference? The vast majority of the general public are wholly unqualified to comment on disease, symptoms, side effects or treatments, but do so with the vigor of a grand-parent championing chicken soup. We have the knowledge, rigor and expertise to harness valuable patient experiences, real-life events and dialogue to support broader society.

But what if we came across an adverse event?
What if we don’t? We all have an obligation to report adverse events. Beyond the rules there is a moral obligation. Many months ago I witnessed a psychiatric nurse discussing how, with appropriate permissions, they monitored patients on twitter – AMAZING! If the NHS can find the time & resource to use social media in such a smart fashion, then big pharma must follow suit.

We’ll be accused of #badpharma and dishonesty!
That is true whether you participate or not. I’d advocate participating and whilst you would never directly challenge an individual, voicing your position to a broadly smart community can only be more positive.

The approval process takes too long.
Social media is not just publishing content. It’s about listening. It’s an opportunity to hear from patients. It’s about understanding challenges & frustrations and working to address them. That alone is worth embracing the social world. It isn’t a fad, it’s been around since society – the playing field just got bigger.

 

As I often discuss, I’m proud to work in pharma. We make a difference, and we improve outcomes. Scientists & their amazing work will be at the heart of that success, but with the necessary courage communications experts can be the key.



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Astellas hosts an app-focused Innovation Challenge in association with New Scientist

Astellas hosts an app-focused Innovation Challenge in association with New Scientist | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

Astellas invites participants to 'Come up with an innovative app for healthy living that impresses [their] judges and your idea could become a reality!'


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Andrew Spong's curator insight, September 16, 11:40 PM

A positive, progressive idea. Great to see Astellas teaming up with New Scientist for this initiative, too

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Teva supports launch of MS help website

Teva supports launch of MS help website | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

A new eHealth website, Pow Health, has launched in Ireland to help those suffering with long term illnesses monitor their condition, with a particular focus on multiple sclerosis (MS).


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e-santé : une question de convergence et de co-création - POST PHARMAGEEK #hcsmeufr #pharma

e-santé : une question de convergence et de co-création - POST PHARMAGEEK  #hcsmeufr #pharma | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
e-santé : une question de convergence et de co-création Medtronic lance Medtronic Assistance pour tous les utilisateurs d'implants cardiovasculaires
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What does e-detailing entail? How digital marketing is shaping the pharmaceutical industry — BaseCase

What does e-detailing entail? How digital marketing is shaping the pharmaceutical industry — BaseCase | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
A look into what e-detailing is and how it is being applied in the pharmaceutical industry, and outlining the best practices when using e-detailing to support the pharma-physician relationship.
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Pharmaceutique : vers un nouveau business model ?

Pharmaceutique : vers un nouveau business model ? | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

Vers une adaptation digitale du business model des laboratoires pharmaceutiques ou une rupture totale avec l'arrivée des "Big Techs" ?

Par sa dimension systémique, la révolution numérique induit des bouleversements majeurs au sein des entreprises. Avec la même force de disruption que la révolution industrielle, elle transforme modèle d’affaires, organisation, culture d’entreprise et mode de management.

Au-delà des adaptations liées au marketing digital, à l’heure de la médecine personnalisée, de la santé connectée et du Quantified Self, c’est donc à une véritable rupture de business model que sont confrontés les industriels du médicament. Ces derniers  affrontent pourtant cette révolution avec retard. Selon l’étude réalisée en 2014 par Capgemini et le MIT Center for Digital Business (1), la pharmacie figure actuellement parmi les secteurs les moins digitalisés, avec seulement 7 % d’entreprises qualifiées de « Digiratis ». Les plus audacieuses cherchent à se différencier et avoir une longueur d’avance, tandis que d’autres préfèrent ne pas développer de différenciation digitale, freinés par les contraintes réglementaires et l’absence de cadre interne. Et la majorité d’entre elles abordent cette transformation à travers principalement la communication et la visite médicale, se limitant souvent à « digitaliser » les pratiques existantes, dans la perspective classique de la promotion « produit ».

  

C’est particulièrement le cas des filiales françaises des groupes internationaux. Concentrées sur les fonctions marketing/ventes, les initiatives digitales sont en majorité envisagées en France dans une vision « outil » : un site, une application, une web série, un serious game, un objet connecté... Sans que ces outils soient toujours en interaction les uns avec les autres et s’intègrent de manière cohérente dans une logique de parcours de soins. Les exemples relevés dans l’étude réalisée par Les Echos sur la transformation digitale des laboratoires pharmaceutiques (2) illustrent cette situation.

Les laboratoires développent de nombreuses innovations, souvent originales, qui ne s’inscrivent toutefois pas dans un véritable processus de transformation digitale. Les solutions développées dans une logique cross canal font encore figure d’exception et la politique éditoriale sur les réseaux sociaux n’est pas clairement établie, en dehors des Social Media Guidelines issus du corporate et qui sont d’ailleurs souvent méconnus par les collaborateurs des filiales. Cette situation explique la difficulté voire l’impossibilité de mesurer les réels retours sur investissement de ces innovations ou des services digitaux actuellement mis en place.

D’autre part, il n’y a pas eu de véritable adaptation des organisations internes. Les laboratoires n’ont pas encore construit de design organisationnel permettant de soutenir cette transformation, à l’image de ce qu’ont déjà entrepris certaines grandes entreprises dans d’autres secteurs (Nestlé, Nike, Pernod Ricard, Air Liquide, Burberry...). Seules quelques Big Pharma (Abbvie, Sanofi, GSK, Lilly et Novartis) commencent à structurer un écosystème « étendu » à la sphère digitale, au travers par exemple de Living Labs ou de plates-formes d’open innovation. Enfin, quand une entreprise s’engage dans cette transformation, elle doit disposer des capacités et des compétences (profils, effectifs) pour suivre le rythme accéléré de l’ère digitale. Les filiales françaises manquent encore cruellement de ces capacités. Ce qui explique que la culture digitale se diffuse lentement et qu’elle reste souvent cantonnée aux départements marketing.

La promotion pharmaceutique et la relation client à l’épreuve du digital

La digitalisation des services orientés clients est encore incomplète. Dans le domaine de la promotion (en particulier la visite médicale), elle se limite souvent à la transposition sur iPad des ADV.  En matière de marketing de services, le digital offre de formidables opportunités de développer de nouveaux dispositifs du type Beyond the Pill sur un modèle B2B2C (ie laboratoires/médecins/patients). Dans cette logique, des solutions innovantes commencent à être expérimentées, à l’instar de celle développée par Sanofi dans le diabète avec Diabéo® (assistant numérique pour patient), GoMeals® (application mobile) et iBGStar® (lecteur de glycémie connecté). Elles restent toutefois minoritaires, de même que les supports transactionnels destinés à renforcer la relation médecins/patients (ex. : les applications Mon Asthme® de GSK ou Mon Agenda Positif® de MSD).

Plus problématique, la data n’est pas encore considérée comme une ressource stratégique. La récupération des e-permissions n’est pas une priorité et la plupart des laboratoires ne créent pas eux-mêmes leurs bases de données clients, mais les louent et externalisent leur CRM auprès de sociétés tierces.

De leur côté, les médecins sont massivement équipés de smartphones, mais peu de services on-line, mêmes destinés à l’hôpital, sont nativement conçus pour le mobile, alors que l’accès au web depuis l’informatique hospitalière est particulièrement précaire.

Quant aux relations professionnelles, certains congrès médicaux et sociétés savantes ont bien amorcé leur digitalisation et disposent aujourd’hui d’un abondant contenu digital issu des symposia. Mais encore peu de web conférences sont adressées aux médecins libéraux qui disposent pourtant de la bande passante et de l’équipement adapté à ces diffusions. L’enjeu majeur de la santé numérique semble aujourd’hui échapper aux laboratoires pharmaceutiques.

Les Big Techs sont-ils les futurs géants de la pharma ?

L’ère digitale amène à la convergence des filières du cure et du care (à savoir celles du bien-être, de la prévention, du soin et du médicament), élargissant ainsi l’écosystème de la santé à de nouveaux entrants : start up issues du Quantified Self (iHealth, Withings, Scanadu, BodyCap, Glooko…), Big Tech (Apple, Samsung, Philips…) et Big players du web (Google, Amazon…). Ce phénomène de convergence ouvre une voie royale à ces nouveaux entrants, particulièrement intéressés par la perspective d’un cycle de vie produit beaucoup plus long que celui qu’ils ont l’habitude de gérer. Le métier des Big Tech et des Big players du web est notamment de faire fructifier des données au sein d’un écosystème numérique, par la création de valeur dans la circulation et la mise à disposition d’interfaces. Ils ont ainsi tous développé des plates-formes mobiles reposant sur des données de santé ou de bien-être : Apple HealthKit, Samsung Digital Health Initiative, Microsoft HealthVault, Google Android Wear… sans oublier Google Fit et bien sûr Nike+. Grâce à ses plates-formes de données, Apple a d’ores et déjà conclu des partenariats avec des établissements hospitaliers américains. Nul doute que ces opérateurs sauront exploiter leur maîtrise des flux digitaux pour formater les données de santé, tout comme elles le font déjà avec celles du bien-être.

La création en 2013 de Calico par Google est à cet égard emblématique de ce mouvement stratégique. Dirigée par l’ancien PDG de Genentech, cette nouvelle entreprise ambitionne de relever le défi du vieillissement et des maladies associées par le biais des nouvelles technologies digitales et de l’intelligence artificielle. Calico vient ainsi d'annoncer son premier partenariat avec le laboratoire AbbVie. De son côté, Google X Lab développe des lentilles de contact pour les diabétiques mesurant en temps réel la glycémie ; un partenariat a été noué cet été avec Novartis, via sa filiale Alcon. Le coréen Samsung, leader mondial du marché des smartphones, a récemment annoncé un investissement supérieur à 2 milliards de dollars pour sa filiale biopharmaceutique Bioepis consacrée au développement de médicaments biosimilaires. Apple quant à lui se positionne sur la santé préventive et personnalisée, le suivi des soins (avec le Healthbook®), la formation et l’information auprès des patients et des professionnels de santé (medical education).

Quels leviers pour mener cette transformation digitale ?

Le benchmark avec des entreprises ou des secteurs plus digitalisés que la pharma fait ressortir cinq  leviers de transformation digitale :
• Intégrer le digital dans la vision stratégique de l’entreprise, en élargissant le périmètre de ses activités au-delà du développement et de la commercialisation de nouvelles molécules.
• Privilégier le processus de transformation à celui de restructuration. Dans un environnement par nature instable, les leviers de création de valeur font émerger des besoins de compétences nouvelles. Or les plans de restructuration renforcent souvent les carences de ces compétences émergentes. Les collaborateurs changent de poste ou de fonction, sans que le design organisationnel évolue réellement.
• Donner aux filiales une autonomie importante pour mettre en œuvre ces nouveaux designs organisationnels. Le processus pour mener une transformation digitale est itératif, avec des logiques de test and learn. Or les équipes marketing peinent à intégrer ces logiques dans la mesure où elles travaillent dans un cadre de plus en plus contraint par le règlementaire et les règles de compliance définies au niveau corporate.
• Favoriser la transversalité des équipes. Que ce soit au niveau corporate ou dans les filiales, l’organisation en Business Unit favorise les structures en silo. Les cellules digitales créées au sein des laboratoires, quelle que soit leur place ou leur rattachement hiérarchique, ne permettent pas de compenser ce manque de transversalité.
• Donner aux collaborateurs une connaissance fine de leur nouvel écosystème digital, et mettre en place une veille permanente et large pour pouvoir l’appréhender.
L’industrie pharmaceutique peut-elle réussir cette transformation ? Elle en a bien sûr les moyens, mais tous les laboratoires ne disposent pas de la même agilité pour la mener. Les mid size du secteur apparaissent aujourd’hui mieux placés que la plupart des Big Pharma, pénalisées par leur inertie sur un marché concurrentiel en perte de créativité.

Antoine Poignant, médecin et sociologue, président du groupe EuroHealthNet-Meditailing, et Hélène Charrondière, directrice du pôle Pharmacie-Santé des Echos Etudes.

(1) The digital advantage: how digital leader outperform their peers in every industry, Capgemini et MIT Center for Digital Business, 2014.
(2) Les laboratoires pharmaceutiques face à la transformation digitale, juillet 2014, Les Echos Etudes en partenariat avec Meditailing.


En savoir plus sur http://www.lesechos.fr/idees-debats/cercle/cercle-108718-les-laboratoires-pharmaceutiques-face-a-la-transformation-digitale-et-larrivee-des-big-techs-dans-la-sante-1041849.php?xtor=RSS-2103&D2fb6ALqzTMM2bo5.99


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Breaking down the barriers between pharma and patients

Breaking down the barriers between pharma and patients | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

The patient’s voice is more powerful than ever, presenting an unavoidable challenge for pharma. It has never been more important for companies to pay attention to how they engage patients, both in product development and in on-going dialogue, according to Renza Scibilia. “I live with a chronic health condition, as many people do, and there’s only so much we can get from our healthcare professionals or healthcare organizations."


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The Power of Multi-Channel Digital Marketing Campaign #infographic #hcsmeu

The Power of Multi-Channel Digital Marketing Campaign #infographic #hcsmeu | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

vWise business owners wanting to make their mark in this highly integrated world make use of effective digital marketing channels to promote their products, services and brands. But if business owners really want to take their digital marketing efforts to the next level and generate substantial amounts of profits in the process, they need to adopt other strategies that would produce even better results.


Enter Multi-Channel Digital Marketing campaigns – a strategy that combines various kinds of indirect and indirect marketing channels to generate favorable actions or responses from targeted audiences.


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Le #digital reste un centre de coûts pour les #entreprises

Le #digital reste un centre de coûts pour les #entreprises | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

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CardioCity

CardioCity | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
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Forget SEO for mHealth Marketing

Forget SEO for mHealth Marketing | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Let’s face facts: The World of Content Marketing is changing. Every. Single. Day. Every blog post (including this one), every podcast, [...]

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Pharma Jobs: The Big Pharma Recession Report 2013

Pharma Jobs: The Big Pharma Recession Report 2013 | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
In this report we examine the impact of the global economic crisis on the Pharma industry and budget, production and staffing predictions for the next 12 months.

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Report: Changing Patient Behavior Is Primary Factor Driving Healthcare

Report: Changing Patient Behavior Is Primary Factor Driving Healthcare | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
  Changing patient behavior and expectations is the primary factor driving the healthcare market, according to a new report from Verizon and Harvard Business Review. “The Digital Dividend: First Mover Advantage” report sponsored by Verizon surveyed...

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Desktop vs. mobile for DTC marketers -

Desktop vs. mobile for DTC marketers - | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
People use mobile devices to consume online media, but still use desktops to a large extent for things like eCommerce.

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Aux États-Unis, le temps consacré aux applications mobile ne faiblit pas ! | L'Atelier: Disruptive innovation

Aux États-Unis, le temps consacré aux applications mobile ne faiblit pas ! | L'Atelier: Disruptive innovation | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Face à l’augmentation du temps consacré au numérique, les applications smartphone paraissent tirer leur épingle du jeu. Une étude de comScore tente d’en saisir les enjeux.

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The 5 Rules that Are Redefining Medical Marketing

The 5 Rules that Are Redefining Medical Marketing | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

HIPAA, EHRs, Obamacare — you don’t have to be the sharpest scalpel in the instrument tray to realize that healthcare is in the midst of radical change. But there’s an even bigger, more fundamental shift going on that promises to spell the difference between success and failure for any provider who hopes to engage with today’s healthcare consumer.

As noted previously, a continuous digital transformation is redefining how consumers and companies interact. Given the freewheeling nature of the Internet and social media, it can seem chaotic, confusing and even inappropriate for a regulated industry like healthcare but the rise of the empowered patient doesn’t have to be threatening. In fact, by helping aesthetic consumers as they navigate the process — reducing friction, so to speak — doctors can become empowered providers by understanding the following 5 “rules” and adapting accordingly:

The consumer decision journey is no longer linear

Back in the dark ages — i.e., pre-Internet — the old metaphor of a marketing funnel (awareness leads to consideration leads to purchase, etc.) made sense because would-be patients had few options to gather information. Not anymore. Today’s aesthetic consumer can gather information from countless sources, any one of which can send them in a new direction or restart the process all over again.

What it means for doctors: Doctors who want to connect with patients need to get involved early in the process and commit to the long haul. Those who wait until a potential patient actually contacts their practice are likely to find themselves waiting in vain.

Comparison shopping is expected

Obviously, booking a face lift and buying a new outfit are very different things but they share a common element: Thanks to the Internet, today’s consumer is no longer limited to local providers and comparison shops for almost everything, comparing features, benefits and prices among multiple providers.

What it means for doctors: The Internet in general, and social media in particular, give doctors a powerful outlet to highlight what makes them different than the competition. Whether it’s sharing your practice philosophy or posting prices online, it’s all about ensuring your value proposition is clear and unique.

Community is crucial

If the 5.5 million unique monthly visits to RealSelf suggest anything at all, it’s that aesthetic consumers are truly a sister- (and brother-)hood who rely on each others’ stories and experiences when making decisions about procedures and providers. They are not, as some doctors fear, gripers and complainers, but rather, high-intent consumers who place great value on the insights of those who have gone before them.

What it means for doctors: Online reviews from existing patients speak louder than any marketing material you can produce — they’re the reason social media is often called “word of mouth on steroids.” Encourage reviews via internal systems or services like Patient Engage and the community will do the rest.

Authenticity is essential

Today’s consumers have become exceedingly adept at assessing their interactions with brands and tuning out those they deem to be overly promotional. And while they hate being interrupted by sales pitches in social settings, they appreciate companies and organizations that voluntarily provide the information they’re looking for — and even more so if it’s made available before they even ask.

What it means for doctors: Simply put, sharing, not selling, builds trust and by focusing on the former you demonstrate that you care about patients, that you want to help and that you’re authentic.

Patient-centered marketing is a must

Put the above “rules” together and it should be obvious that digital technology is transforming the entire process of how aesthetic consumers research procedures, weigh their options and ultimately choose their providers. They have become, in a word, empowered and while tradition-bound doctors may find the resulting loss of control disconcerting, the better course is to embrace it simply because there’s no going back.

What it means for doctors: Empowered patients are not just the new reality; they also represent an opportunity for doctors who make the effort to meet those patients as they embark on their own decision journeys. As noted above, doing so builds trust but, perhaps even more important, it’s also empowering as your participation can influence the direction that journey takes.


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Articles — BaseCase

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Rescooped by Lionel Reichardt / le Pharmageek from Stratégie Social Media ROI
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De la maturation du mix media digital à l'heure des médias sociaux

De la maturation du mix media digital à l'heure des médias sociaux | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Owned, Paid ou Earned ? Je ne suis pas très fan des anglicismes, mais ce triptyque semble être la norme pour décrire la répartition des budgets de présence d’une marque sur le web. J’imagine que vous en avez... Lire la suite

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Bérénice LOUIS's curator insight, September 12, 9:44 AM

Très éclairant pour la construction d'une stratégie digitale

Rescooped by Lionel Reichardt / le Pharmageek from Health Care Social Media And Digital Health
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Pharma Guy on Twitter: "A process for #pharma to correct misinfo on Wikipedia #smcc http://t.co/E7Dez9dKSY"

Pharma Guy on Twitter: "A process for #pharma to correct misinfo on Wikipedia #smcc http://t.co/E7Dez9dKSY" | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

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