Predicting what Apple are going to do next is always a risky business, but with the case of the forthcoming iPhone 6 all the latest information suggests that the company is looking to get into digital health in a big way.
It’s safe to say that social media is here to stay. Facebook recently celebrated its 10th anniversary and there’s no end in sight. Countless other interactive platforms are sprouting up on a regular basis, making it nearly impossible to determine where your time should be spent developing content and connecting with healthcare consumers. The American Marketing Association's Marketing News journal even refers to social media as "old-school." Social engagement has transitioned from being a shiny, new object to a customer service and healthcare marketing necessity. Many brands -- particularly in healthcare -- find social media to be intriguing, yet illusive. Valuable, but not quite sure how to successfully utilize the social networking websites. And how exactly do you measure success anyway? Algorithms are constantly changing. New Apps are developed at lightning speed. The rules of engagement are being rewritten every year. It goes without saying that your brand should be utilizing this invaluable space to build relationships with your community, solidify your position as a thought leader, and reinforce what your organization stands for. We all know that no one wants to think of a hospital when they don’t have to. That’s why it’s critical to have a page that people want to engage with, and find useful, valuable information along the way. So when the need eventually arises and a follower of your hospital page is deciding where to look for a provider, that person has a pre-determined positive connection with your brand. With that said, we won’t try to convince you why the opportunity is a no brainer, we’ll simply tell you how to use it most effectively. Here are 13 Best Practices for Healthcare Brands on Social Media: 1. A common rule of thumb that's now universal among brand marketers is the "rule of thirds.” This rule states that tweets, posts, and status updates should fall into one of three categories and be spread more or less evenly between each. Additionally, keep a balanced level of sharing – 1-2 posts per day is plenty, no more, no less. 1/3 of posts should be about you or your brand 1/3 of posts should be about your industry, with content from an outside source 1/3 of your posts should be personal interactions “When you shift away from solicitation as a primary focus of social media usage, you can begin to build an authentic community around your brand." Steven Shattuck, writing at HubSpot.com 2. Photos. Use them. A lot. Time and time again analytics show that people are most engaged with images. Put time and effort into header images that are eye catching. 3. Don’t ignore complaints, and definitely do not delete them -- unless the comment is extremely offensive (e.g. racist). Be transparent, be…
If you believe all the hype about digital health, you might think gamification was a natural solution. Of course, if you’ve never heard of gamification, let me provide a basic definition from Wikipedia.
I am normally not a big fan of the word "rules" when it comes to social media, but if you want to be successful on social media and achieve results, you need to follow some basic guidelines. So, whether you call them rules, tips ...
It's taken a while for our industry to get on board, but it appears that tablet detailing has finally arrived. One in three details is conducted via an iPad or similar device, according to Hall & Partners research, and of our clients that have yet to embrace this evolution most say they plan to do so soon.
However, how much thought are we giving to this new technology? Often we hear that the edict has come from 'on high' … “We are going digital!” our clients tell us. But when we sit down to consider what this really means, conversations are often focused on the format and execution, rather than the potential for interaction offered by the new detailing medium.
This approach sells tablet detailing short. Tablet details are visually appealing and novel, they hold vast amounts of data and offer the potential for animation and video. All good stuff, but they also provide the perfect tool to deepen customer relationships.
The first phase of development for any revolutionary new technology often looks a lot like what came before. The earliest cars resembled horse-drawn carriages; computer keyboards even today use the same layout as typewriters did in the 19th century. In some cases it takes many generations — human generations, not technology generations — to explore the full potential of a revolutionary new technology.
And so it is with the iPad. Three years into the Apple-led tablet era, very few developers are treating the iPad as anything more than a glorified touchscreen operating in a vacuum. Pharmaceutical marketers are particularly guilty of this; the considerable majority of our industry's work on tablets consists of "computerized" presentations for sales reps to show to physicians. Such presentations often do take full advantage of the visual capabilities of the medium, with impressive images, multiple pathways of information, and ways for the rep to customize the presentation to each individual.
But physicians don't want pretty pictures; they want help — ways to improve how they practice medicine, the efficiency of how they treat patients, and how they can affect outcomes. And the iPad is not just a visual medium; it is an interactive medium — and interactive in more than just the ability to touch different arrows to see different pictures. The confluence of these two facts offers pharmaceutical marketers what may be their greatest opportunity of the digital age: the opportunity to offer tools that use the full capacity of the iPad to help physicians do their jobs, and help patients stay healthy.
Digital Health will transform the business models of the Pharmaceutical industry. Although many companies have not yet formulated a concise Digital Health strategy, industry executives expect that by 2020, Digital Health will enable Pharmaceutical companies to activate new business segments as well as to significantly improve their competitive advantage. This is the result of a global survey conducted in the Pharmaceutical industry by Arthur D. Little and the Karlsruher Institute of Technology (KIT) to capture the current thinking and the expectations regarding the transformative impact of Digital Health.
The world as we know it is changing. Our stakeholder’s way of thinking, and behaving, is changing due to 24/7 access to global information. So how does this impact our industry and what are the opportunities for pharma marketers?Patients are engaging online around their health, and they expect to be able to engage online with other people and companies in this space. They do not understand why big pharma companies does not engage and this exacerbates the industry’s poor reputation. From a corporate marketing point of view this is an easy win. By accepting social media, rather than avoiding it, companies can start to have a positive impact on their reputation, and build corporate brand value.Read more: http://pharmaguapa.com/2014/04/02/how-digital-and-social-media-is-impacting-pharmaceutical-marketing/
1. Overhauling healthcare systems–making them patient-centric
2. Engaging doctors in the prescribing of health apps 3. Overseeing quality standards for health apps 4. Ensuring that health apps remain of a high standard throughout their lifetime 5. Considerations for policymakers wishing to oversee health apps
Fresh out of Stanford Business School, I started a software company, T/Maker, with my brother Peter. He was the software architect and I was, well, everything else. Our little company was among the first to ship software for the Macintosh, and we developed a positive reputation among the members of the nascent developer community, which led us to expanding our business by publishing software for other independent developers. Two of our developers, Randy Adams and William Parkhurst, went to work for Steve Jobs at his new company, NeXT, and that’s how I ended up head to head with Steve Jobs.
Turns out, Steve had a problem and Randy and William thought I could be the solution. Steve had done an “acquihire” of the developers who had written the Mac word processor MacAuthor. In order to make the deal economics work, Steve had promised to publish MacAuthor and pay royalties to the developers. But now, with the world’s attention on his new startup, how would it look to have NeXT’s first product be a word processor for the Mac? Randy and William suggested to Steve that if I were to be the publisher, the problem would be solved. Steve liked the idea, and invited me in to talk about it.
My first meeting with Steve lasted well over an hour. He grilled me about packaging, channels, distribution, product positioning and the like. I must have passed the test, as he invited me back to negotiate a publishing deal. I spent the next three weeks preparing detailed timelines, package mockups and drafting a very specific contract based on our experience with the other developers we had already published.
On the appointed day, after waiting in the lobby for 45 minutes (this, I would come to learn, was par for the course for meetings with Steve), I was called up to Steve’s cubicle. I remember to this day how completely nervous I felt. But I had my contract in hand and I knew my numbers cold.
Shortly into my pitch, Steve took the contract from me and scanned down to the key term, the royalty rate. I had pitched 15%, our standard. Steve pointed at it and said,
“15%? That is ridiculous. I want 50%.”
I was stunned. There was no way I could run my business giving him 50% of my product revenues. I started to defend myself, stammering about the economics of my side of the business. He tore up the contract and handed me the pieces. “Come back at 50%, or don’t come back,” he said.
I slogged down to my car feeling like I had just blown the biggest deal of my life. Lucky for me, someone had followed me out.
Dan’l Lewin, one of the NeXT co-founders, had a cubicle within earshot of Steve (actually, at that time, every employee was within earshot of Steve.) Dan’l had been working with me in background over the last few weeks and we’d developed a good relationship. If this deal did not get done, it was going to end up being his job to find someone else, so he really wanted me to get the business. Dan’l put his arm around my shoulder, and said one sentence, which I will never forget.
“Make it look like fifty percent,” he said.
“But I can’t afford to pay fifty percent!” I complained.
“I get that you can’t afford to pay fifty percent of gross,” said Dan’l, “but Steve wants to see 50% on that contract. So figure out a way to make a contract that you can live with that also says 50% at the bottom.”
That’s when the light bulb came on.
For Steve, this contract wasn’t that important to the future of NeXT. While we would go on to pay Next about $5 million in royalties over the life of the contract, and were their first source of revenue, we were not central to his mission (Steve later teased me that he made more money collecting interest on his bank account than he made from me.). However, he had promised the developers 50%, he had said the number within earshot of everyone, and he wanted to be able to tell everyone he got what he wanted.
I had to make the business make sense financially. I just needed to make my 15% look like his 50%.
To do so, I reduced the nut to split by first deducting the cost of packaging, of technical support, the salaries for some developers on my side of the business to implement fixes, and when I still couldn’t get the math to pencil out, I added a $6 per unit ‘handling fee’ thanks to some inspiration from an infomercial on the Home Shopping Network. My new “Hollywood net” number read 50%, but fully-loaded it was pretty close to the 15% of gross I needed to make the deal work. Magic!
Steve was happy with his 50% contract and the deal got inked. T/Maker became the publisher of the renamed WriteNow word processor, which went on to decent success, garnering 25% of the Mac word processing market during its multi-year run and making many millions of dollars for both NeXT and T/Maker. And, I went on to work with Steve for many years – but that is a different story!
Here is what I learned:
Know your numbers: I knew my numbers, what I could make money on, and what I could not. I understood which dials I could turn to make the deal work for me and for the other side.
Don’t let the bright lights blind you: I did not do a bad deal just because I was dealing with a high-profile person, no matter how tempting the glory was at the time. In my current life as a VC I can’t tell you how many times the entrepreneur wants to do a deal simply because it would be a great press release. Don’t do it!
Have allies inside the other organization: During my preparation process I had gotten to know Dan’l Lewin quite well, and he likewise got to know me as a proactive, thoughtful, ethical person that he wanted to do business with. Without him working the background this deal never would have gotten done. For every deal, it is important to cultivate other relationships inside the firm who can help you with perspective and work behind the scenes to move you into the yes position.
Understand the needs of the other person: In business school, I learned that negotiation is “the process of finding the maximal intersection of mutual need.” At first I did not understand Steve’s needs, but when I reflected on it after being banished from his cubicle, I came to realize that this deal was not important to NeXT in terms of dollars or future, but important for Steve to get the 50% he promised his developers. Once I got that, it was relatively easy to come up with a contract that met his needs but also met mine. People are not often as clear as Steve was — it sometimes takes extra work and lots of iterative communications to find out what the other person truly wants, but the process creates better, more sustainable deals.
From strategy+business By Saptarshi Sinha In the Affordable Care Act environment, healthcare providers have a real opportunity to transform the way they treat people. The objective? Delivering a better patient experience, with improved results, at lower costs. The key to this transformation is digital health technology. For patients, digital health solutions include everything from [...]
GlaxoSmithKline (GSK) has launched a Facebook campaign that will provide free support to people looking to live a healthier lifestyle in the New Year. The pharma company will utilise the social media platform to provide daily tips and supportive messages via its page for alli, GSK's over-the-counter drug to help support weight loss in people with obesity when used in combination with a healthy diet. Timed to capitalise on the traditional New Year diet period, the campaign will offer a range of services, including two months of motivational tips, access to registered dietician Betty Kovacs, a social forum for programme users and a range of recipes linked to the alli diet plan. "GSK is passionate about helping people achieve a healthier lifestyle so they can see enjoy their successes,” said Deborah Larsen, marketing director of the alli brand “That's why we're excited to offer a convenient way to make the journey more manageable and enjoyable, right from the start".
This week, the FDA Quietly released it’s densely titled “Guidance for Industry Fulfilling Regulatory Requirements for Postmarketing Submissions of Interactive Promotional Media for Prescription Human and Animal Drugs and Biologics.”
In keeping with the tradition of most of these edicts, these guidelines are drafts and may change over time, but in reading them there are 5 key things digital marketers need to be aware of.
1. If you own it, balance it.
2. Brands are only responsible for content that they produce.
3. Third Party Blogger Engagements Should Become A Larger Part Of The Communication Mix.
4. Transparency Is A Must.
5. FDA Submissions Of Real Time Interactions Do Not Have To Be Submitted Prior To Deployment.