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45 Mind Blowing Digital Health Statistics and Trends

45 Mind Blowing Digital Health Statistics and Trends | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

45 Mind Blowing Digital Health Statistics and Trends as the second installment of our 4 part Mind Blowing HIT Stats and Facts series...


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9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK
MULTI CHANNEL MARKETING IN PHARMA / MULTICANAL DANS LA PHARMA
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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.


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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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How pharma can create patient loyalty

How pharma can create patient loyalty | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

Mega Trend #7: In the New Era of Quantified Self, Patients Want Pharma on Their Side

The business case for keeping “the healthy” healthy is undeniable. Consumers can now leverage technology and big data to monitor the state of their health and practice preventive measures. Yet a majority of healthcare resources are still devoted to treating the sick. With the fastest growing global age segment now 85+, “sickcare” is unsustainable.1, 2

There remain many misconceptions among patients over what health conditions individuals can fully control.1 Opportunities to educate and influence the public align with the desire to proactively manage health.

Patients are looking to pharma to provide select patient services, but have been severely underserved. However, those who receive such services place great value on them, and are willing to provide personal health information in order to receive free information and/or services.3 In addition, nearly three-quarters of patients in a recent focus group agreed that social media resources sponsored by, or created by, pharma would motivate them to talk with their doctors about specific pharma products.4

The “5 E’s” hold the key to understanding the dynamics and opportunities of digital engagement with patients5: the Internet is the ENABLER; ECONOMICS are the trigger; patients are EMPOWERED; patients ENGAGE; and patient EXPERIENCE drives the choice.

Consumers expect pharma to engage them in ways in which they are already accustomed. Pharma has tended to try a “one-size-fits-nobody” approach that runs counter to a patient-centric model that supports providers, retailers, payers, and, ultimately, patients.3, 6 Focusing on the individual patient experience – and the subsequent data resulting from this experience – serves the dual purpose of engaging patients and providing the analytics to support product benefit claims.

Making customers “smarter” during the purchase experience builds loyalty and provides differentiation in a crowded marketplace.7 Patient empowerment has replaced “Ask your doctor,” and data-based benefits provide a direct link between pharma and the end user.

Big data and digital health already provide meaningful insights for every stakeholder in the healthcare ecosystem, from linking cost and quality of care to health outcomes, to helping patients more actively manage their own health. The current lack of standardized formats presents a barrier to true, seamless implementation (interoperability), but there is no doubt that patients are more in charge than ever before.8, 9

The trend is a product of an evidence-based research study undertaken by the Pharmaceutical Division in Valtech to map the pharmaceutical landscape of digital mega trends. The research study provides essential insights on how Pharma companies could utilize digital engagement to break down stakeholder barriers, impact stakeholder behaviour and demonstrate more cost-effective outcomes. The research study is based on information from 100+ trusted sources and has resulted in the identification of 14 mega trends.

REACH OUT TO GAIN AN UNDERSTANDING OF HOW TO EXECUTE ON THE UNDERUSED DIGITAL OPPORTUNITIES

The Pharma Division in Valtech has developed an analytical framework that can identify the engagement potential of your brand. The analysis will provide you with answers to the following questions:

  • WHY should your product or therapeutic area have a relevant presence in a digital context?
  • WHO should your digital value proposition appeal to/engage and for what reasons?
  • WHAT changes in the stakeholder’s awareness/behaviour should the digital engagement enable?
  • WHEN during the patient pathway should the digital engagement take place?
  • WHERE – in which healthcare environment/context – should the digital engagement take place?
  • HOW should digital engagement be optimized via the utilization of state of the art digital assets?
  • What metrics should be implemented to measure IF digital engagement is successful?

Please contact Senior Digital Pharma Advisor Rasmus Rask for further advice or to set up an informal meeting.

If you want to read more about Mega Trend #7 you can download more information on valtech.dk.

Stay tuned for the upcoming blog post on Mega Trend #8: Achieving Long-term, Sustainable Growth Starts With Meeting Patient Expectations. And make sure you did not miss the previous blog posts on pharmaceutical mega trends:

Mega Trend #1: Pharmaceutical CEOs Lack Confidence to Act
Mega Trend #2: Transforming to a Digital Business: A Fundamental Paradigm Shift
Mega Trend #3: The “Trust” Gap: Leveraging Digital to Reconnect with Stakeholders
Mega Trend #4: Reinventing the Marketing Function for a Digital Environment
Mega Trend #5: Follow the 20-20-20 Rule for Digital Budgets
Mega Trend #6: Big Data, Mobile and Social Create a More Level Playing Field; Pharma is Slow to Respond

Sources:
1. Havas. (2012) My Body, Myself, Our Problem: Health and Wellness in Modern Times. www.havasworldwide.com
2. Vertic healthcare. Mads Krogh Petersen (2014). Are You Pre-disease or Healthy? www.vertic.com
3. Accenture. Shawn D. Roman et. al. (2014). Great Expectations: Why Pharma Companies Can’t Ignore Patient Services. www.accenture.com
4. Medical Marketing and Media. Ross Fetterolf et. al. (December 2013). Should pharma abandon social media? www.mmm-online.com
5. UCB. Lode Dewulf. (2014). The era of patient-centricity: Fashion or future?
6. Booz and Co. Ken Favaro et. al. (2014). Biopharma in 2014: Growth Is Back on the Agenda. www.booz.com.
7. Merck. Tyrone Edwards. (2014).Understand the direct link between client satisfaction and business performance- do we have the right sales model to deliver value in pharma? www.eyeforpharma.com
8. IBM.Heather Fraser et. al. (September 2013). Analytics across the ecosystem. A prescription for optimizing healthcare outcomes. www.ibm.com
9. Juice pharma. Ben Putman. (2014). Top 5 Health 2.0 Trends for Pharma 2014. www.juicepharma.com



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La nouvelle grammaire du succè La transformation numérique de l'économie français Philippe Lemoine

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E-santé : l'âge de maturité ? / Health 2.0 Europe - morceaux choisis - Club Digital Santé

E-santé : l'âge de maturité ? / Health 2.0 Europe - morceaux choisis - Club Digital Santé | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
E-santé : l'âge de maturité ? / Health 2.0 Europe - morceaux choisis

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L’observance en France : plus de 9 milliards d’euros d’économies potentielles en une seule année sur 6 pathologies chroniques

L’observance en France : plus de 9 milliards d’euros d’économies potentielles en une seule année sur 6 pathologies chroniques | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

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How the Quantified Self is Reshaping Healthcare – Novartis Pharmaceuticals For You

How the Quantified Self is Reshaping Healthcare – Novartis Pharmaceuticals For You | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
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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?

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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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Novo's ‘virtual mannequins’ win digital award at PMEA - PMLiVE

Novo's ‘virtual mannequins’ win digital award at PMEA - PMLiVE | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Med ed programme Decisions in Time was delivered with emotive
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In First, FDA Sends Warning Letters to Companies Citing Use of Pinterest

In First, FDA Sends Warning Letters to Companies Citing Use of Pinterest | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it

The US Food and Drug Administration's (FDA) long history of Warning Letters marked a new milestone today after regulators chided three companies, including one which marketed its product on a medium never before cited by FDA: Pinterest.

Background

The letters, released by FDA on 24 September 2014, follow FDA concern that some companies are marketing unproven, ineffective and potentially dangerous treatments to patients wary of the Ebola virus. Three companies—Natural Solutions Foundation of New Jersey, dōTERRA International of Utah, and Young Living of Utah—all received letters from FDA demanding they cease marketing their products using claims which might imply they could either treat Ebola or prevent patients from contracting the disease.

"Unfortunately, during outbreak situations, fraudulent products claiming to prevent, treat or cure a disease almost always appear," FDA said in a statement. "There are no approved treatments for Ebola available for purchase on the Internet."

Pinterest Cited

But for seasoned watchers of FDA, the most interesting aspect of the Warning Letters may not be their substance—though the Natural Solutions letter is rare in that it was jointly sent by both FDA and the Federal Trade Commission—but rather the sources they cite.

FDA has long included references in its Warning Letters to the social media platforms Facebook and Twitter, and has gone as far as to determine that Facebook "Likes" can be construed as promotional claims that misbrand a product. (1, 2) But despite FDA issuing so-called "social media" guidance, it had yet to so much as mention on particular social network medium: Pinterest.

The social network is an image-based platform characterized by people "pinning" images that they like to their accounts. For example, FDA maintains a Pinterest account where it pins infographics about its regulatory activities.

But Utah-based Young Living and dōTERRA International both maintain Pinterest accounts used to make false claims about their products, FDA said in its Warning Letters to each company.

dōTERRA, for example, marketed a peppermint essential oil product. Its Pinterest page included an image which stated the product could be used to treat asthma, autism, brain injury, bacterial infections, fever, cold sores and other ailments. The page hosts dozens of other images, the majority of which make similar claims about essential oil products sold by the company.

Young Living made similar claims on its Pinterest page, FDA claimed. The company's product were claimed to be able to treat arthritis, Lupus, arteriosclerosis, hypertension, cancer, insomnia, heart disease and more.

FDA's interest in Pinterest is notable in that the medium is far more difficult to scan than text-based platforms like Twitter and Facebook. As such, it's likely that FDA won't seek out Pinterest pages as the basis of an entire Warning Letter, but rather as additional evidence to substantiate claims within a Warning Letter.

- See more at: http://www.raps.org/Regulatory-Focus/News/2014/09/24/20412/In-First-FDA-Sends-Warning-Letters-to-Companies-Citing-Use-of-Pinterest/#sthash.p2bUTJNS.dpuf



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Joel Finkle's curator insight, November 17, 3:06 PM

First Social Networking warning letters. But seriously, if you're considering getting your medical advice from Pinterest, the FDA should be protecting you extra hard.

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Serious Game, hackathon : la méthode Axa France pour réussir sa mue digitale en interne

Serious Game, hackathon : la méthode Axa France pour réussir sa mue digitale en interne | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
Axa France investit 180 millions d'euros entre 2015 et 2017 pour achever sa mue numérique. Pour réussir cette métamorphose, la compagnie d'assurance essaye d'impliquer le plus possible ses salariés dans le processus. Au programme : "Serious game", hackathon et "mentoring inversé" des jeunes employés de la génération Y qui forment leurs collaborateurs plus âgés au digital.

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» MSD lance Comuniti.fr, le premier réseau social réservé aux professionnels de santé MyPharma Editions | L'Info Industrie & Politique de Santé

» MSD lance Comuniti.fr, le premier réseau social réservé aux professionnels de santé MyPharma Editions | L'Info Industrie & Politique de Santé | 9- PHARMA MULTI-CHANNEL MARKETING  by PHARMAGEEK | Scoop.it
À l’occasion des 10 ans d’Univadis, son site internet d’information médicale pour les professionnels de santé, le laboratoire pharmaceutique MSD a annoncé le lancement du premier réseau social médical « Comuniti », ainsi que son application mobile.

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