Explore how your organization can use social media successfully and efficiently in corporate communications, marketing, reaching patient groups and building dialogue with the healthcare professions. Evolving a pharma communications strategy for the 21st Century
Ellen Hoenig Carlson (@ellencarlson) presents an excellent summary of a panel discussion she participated in with Eileen O'Brien (@eileenobrien), Alex Butler (@Alex__Butler) and Daisy Chhatwal at the Social Media in Pharma online summit. Key points include:
1. Social Media is here to stay. Health is social, and it’s now part of doing business in today’s rapidly changing world. It’s not if Pharma should proceed but how, with the ultimate goal being “collective action” (Alex Butler). 2. Social Media is not the strategy but a tactic and needs to be fully integrated with other brand and company efforts. 3. Getting started with Social Media means first focusing on the “why”—What are goals and objectives? Objectives may be big and/or small, but will drive KPIs and measurement. 4. Selecting which SM tactics to focus on requires thinking through how well a SM tool fulfills objectives and other key criteria: Meets media/SM habits/savvy; Disease and Competitive considerations; Resources/skills needed to establish and maintain, and Fit with company values/risk appetite. 5. Discuss product promotion vs. disease education upfront (US only)—but panel strongly suggests that disease education not be a distant second to brand sell. 6. Evaluate internal and external risk tolerance honestly 7. SM demands a rapidly changing environment; Pharma needs to be able to quickly adapt and evolve. 8. An iterative approach can work well. It is OK to ‘dip your toes,’ and as a company there is no need to try to launch with every SM tactic all at once. 9. Partner with Regulatory and Medical/Legal teams in developing strategy and tactical plans and do so early in the process. Ensure that processes are in place before going live. Maintain effective lines of communication across all internal and external constituents throughout the development and implementation process. 10. Use strategies and lessons learned from other areas of oversight and review, but don’t wait for too many case studies or you’ll be too late.
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