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UK pharma Code of Practice to change with digital times - #esante #hcsmeufr #digitalhealth 


K pharma industry organisation the ABPI has unveiled proposed changes to its Code of Practice, aimed at reflecting changes industry practices and relations with healthcare professionals.

There are 45 proposed amendments to the Code in total in the consultation, covering a wide range of industry practices. These include the growth of conditional marketing licences, discussions with the NHS about 'service redesign', the certification of digital materials, the provision of services and genetic tests to the NHS, as well as updates to how healthcare professionals are asked to disclosure payments from pharma.

Mike Thompson, chief executive of the ABPI, said: “In the 60th anniversary year of the ABPI Code, the 70th anniversary of the ABPI and the 25th anniversary year of the PMCPA, we are proud to launch this open-to-all consultation.

The ABPI's Mike Thompson

“The views of those we work with are very important to us - including the NHS, health professionals, patient organisations, regulators and government as well as the pharmaceutical industry.

“We look forward to receiving contributions and comments on this important consultation.”

One notable amendment aims to clarify the marketing of medicines granted a conditional licence, an increasingly common occurrence, especially in cancer therapies. The proposed changes clarify that a conditionally approved treatment can be promoted, but that it must be clearly communicated that it is approved on a conditional licence.

Another amendments is looking to free-up the compliance process within pharmaceutical companies.

The current code of practice states that printed promotional material based off an already-certified digital version still requires a subsequent signatory.

However, the new amendment proposes removing this rule, to allow the printed material to be checked by an appropriately qualified person, rather than a signatory.

Speeding up the compliance process was also tried and tested following the Code’s 2016 amendment, which only required one suitably qualified person to sign off on promotional materials, abolishing the previous two-signatories rule.

Despite the close attention paid to complying with Code, some major transgressions still regularly occur. Earlier this year, Martindale Pharma, Pierre Fabre, Janssen and Pharmasure were all named in adverts following serious breaches the Code. These cases included instances of promoting an unapproved medicine and providing healthcare professionals with a hamper of chocolates.

Heather Simmonds, director of the PMCPA, said: “The ABPI Code of Practice is a living document, which is regularly updated. It reflects UK law and other requirements, such as international and European Codes to support high quality patient care. We always welcome views on its content and operation to ensure high standards and that confidence in self-regulation is maintained."

Once the consultation closes, the ABPI Board will agree on final proposals, which will be voted on by the ABPI and member companies. The code is also expected to see further changes next year to remain in line with changes from the IFPMA and EFPIA codes.

The updated code is expected to come into operation at the beginning of January 2019, with a proposed transition period until the end of April 2019.

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European pharma: why #WeWontRest in developing breakthrough medicines #esante #hcsmeufr #digitalhealth


Andrew Powrie-Smith from EFPIA talks about the European pharmaceutical industry organisation’s new #WeWontRest campaign, which highlights the sector’s
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#PHARMA : on LEEM un peu, beaucoup, passionnément…pas du tout #hcsmeufr


Cette semaine est une semaine importante dans le microcosme de l’industrie pharmaceutique. Mardi 11 septembre sera élu(e) le nouveau (ou la nouvelle) président(e) du LEEM, l’organisation […]
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How to Use Video Marketing for Your Medical Device #esante #hcsmeufr #digitalhealth


It’s no surprise that it’s easier to sell someone on a product or service when you are able to directly communicate with them, face to face. In-person appointments or meetings allow individuals to connect one-on-one with patients and customers to establish trust, build familiarity and establish a sense of comfort and ease. However, in-person sessions are not always an option when time, budget and location are considered.

Video is the next best thing.

Video marketing allows companies to showcase what makes their medical devices special, tell stories of life-changing transformation and show the benefits of the device, not in clinical terms, but in the bright eyes and big smiles of the patients and customers who have been positively impacted most.

Here Are Three Ways To Use Video To Market Your Medical Device:

  1. Testimonial reel: Gather together 3-5 raving fans of the company to speak about why they love this particular device and how it makes a difference for themselves or their patients. When asked how the device has impacted themselves or their patients, they will light up and tell animated stories that will emotionally connect with other prospective customers and patients.
  2. Technical instructions: Create a series of videos that show how to use the device to keep customers and patients engaged, educated and satisfied. Knowing how to use the device and being able to train others or easily reference instructions will increase ease-of-use, reduce frustration and allow for more scalable growth for the company.
  3. Storytelling: The most important aspect of marketing nowadays is the story being told. Healthcare companies have an enormous opportunity to capture the life-changing devices being utilized each day to improve the lives of customers and patients. Use those stories to fuel marketing messages via interviews and before and after cases.
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To Boost Patient Participation, Clinical Trials Come Home #esante #hcsmeufr #digitalhealth


LAST OCTOBER, AOBiome Therapeutics, a life sciences company based in Cambridge, Massachusetts, announced the results of a 12-week clinical trial of an experimental acne drug. In the randomized double-blind and placebo-controlled trial, a topical spray containing a beneficial bacteria was shown to be safe and effective in reducing the severity and number of acne lesions, the company said.

“Because we bring trials to patients in their homes, we remove barriers, whether geography or time and inconvenience, that are preventing them from participating.”

The drug must successfully go through another round of testing — what’s called a Phase III trial — before AOBiome can apply to the Food and Drug Administration for marketing approval.

It all sounds like the standard drug development process, but it’s not.

Volunteers for the completed trial were recruited through social media and internet advertisements, and more than 8,000 people were screened online to see if they were eligible. The resulting 372 participants received the drug or a placebo in the mail and used company-issued iPhones to take selfies of their acne, a phone app to send the photos to physician-investigators for evaluation, and video conferencing to communicate with study staff.

That’s markedly different from a typical drug trial, in which patients are often required to visit a research site a dozen or more times for evaluation, said Dawn Anderson, a managing director in Deloitte Consulting LLP’s life sciences practice, who advises biopharma and research companies on drug development. They might have to take time off from work, drive hours to the site, and then wait for their appointment. Participation can be “quite a burden of time and effort,” Anderson said. And it can remain off-limits to patients who live too far away.

In the case of AOBiome’s acne drug trial, there were no in-person screening interviews, and no doctor visits. The trial was entirely what people in the trade call “virtual.”

“Because we bring trials to patients in their homes, we remove barriers, whether geography or time and inconvenience, that are preventing them from participating,” said Dr. Belinda Tan, co-founder and chief medical officer of Los Angeles-based Science 37, which uses proprietary software, along with wireless devices, to conduct virtual clinical trials with drug companies — including the one with AOBiome.

It’s a trend that many experts suggest is sorely needed. Fewer than 5 percent of Americans participate in clinical trials, and they often don’t stay. The average dropout rate is 30 percent. Nearly a fifth of trials are prematurely shut down due to participation shortfalls, according to a 2015 analysis, and many end up taking twice or even three times as long to complete as planned, experts say.

Whether virtual clinical trials are the way forward is a matter of some debate, and industry analysts say a host of challenges remain before virtual trials — which currently represent a tiny fraction of the more than 100,000 registered clinical research studies in the United States — become the norm. These include overcoming a conservative corporate culture, ensuring that the technology is easy for patients to use, managing and analyzing the enormous amount of data that round-the-clock sensors generate, and proving the data’s reliability and validity to regulators.

Still, according to analysts like Ken Getz, a research associate professor at Tufts University School of Medicine and founder of the Center for Information & Study on Clinical Research Participation (CISCRP) in Boston, a non-profit that educates the public about clinical research participation, easing the way for volunteers to enroll in clinical trials is critical to future drug development. Recent CISCRP research has suggested that the top five reasons for leaving a trial “are all associated with the inconvenience of having to go to a physical location to participate in the trial,” Getz said.

“What’s at jeopardy is the ability to bring new treatments into the marketplace efficiently, yet in an affordable way,” Getz added, “— and quickly.”

THE RESPONSE FROM many large biopharmaceutical companies, and even some midsize and smaller biotech firms, has been to test the feasibility of virtual clinical trials and the myriad digital technologies — smartwatches, mobile apps, and wearable biosensors — that make virtual trials possible.

“We don’t want to read neutral; we want to be better than the current state.”

So far, virtual participation has been tried in a mix of observational studies of the technologies alone, and mostly early-stage drug trials — often alongside traditional brick-and-mortar strategies. The pharmaceutical giant Pfizer was the pioneer. In 2011, its drug to treat overactive bladder was already on the market, based on the results of traditional trials. But the company wanted to compare those results to a virtual trial to determine whether site-less trials were feasible for future drug research.

In a study called REMOTE, either the active drug or a placebo was shipped to participants’ homes, where they entered data about their bladder function in an e-diary on a company-supplied mobile phone. Many participants dropped out, however, and only 18 individuals were randomly assigned to treatment — far fewer than Pfizer’s 283-person goal. The initial online registration process turned out to be too complicated and the e-diaries were not user-friendly, investigators said in a 2014 journal article.

Nevertheless, REMOTE was considered groundbreaking and inspired other scientists to explore the possibilities of virtual clinical trials. Merck, one of the world’s largest pharmaceutical companies, has completed two small pilot trials since the REMOTE trial results were published. In the first two-week trial, 14 healthy volunteers were given Januvia, a diabetes medication, and instructed to periodically draw blood at home through finger sticks, dry it in a stabilizing matrix, and ship it to investigators. The company then surveyed participants about their reaction to doing these things at home. “It was roughly neutral compared to coming into the clinic and getting your blood drawn,” said Matthew Moyer, director of clinical supply technology at Merck. “We don’t want to read neutral; we want to be better than the current state.” Responding to that, the 14 healthy volunteers in the second pilot were given a small device that sits on the forearm and draws a tiny amount of blood using micro needles. Moyer said the volunteers found it much less painful and easier to use than finger sticks — and they also preferred it to going to a clinic.

The French pharmaceutical company Sanofi has also tested the feasibility of digital technology in clinical trials. It extended a traditional Phase I trial of an experimental drug, in which healthy volunteers periodically visited a research site to have their weight, mobility, blood pressure, and blood glucose levels measured, into volunteers’ homes. Collaborating with Waltham, Massachusetts-based PAREXEL International, a biopharmaceutical service company, Sanofi instructed the volunteers to use various sensors and wireless devices to take their own measurements.

The researchers are currently writing up the results for a paper, but Lionel Bascles, Sanofi’s global head of clinical sciences and operations, shared some results. “The compliance is slightly lower as soon as the volunteers reach home — still high but lower,” Bascles conceded. “Second, the compliance is lower when it’s more invasive…So at home, the volunteers did not feel like complying too much with blood glucose, but blood pressure, weight, or mobility was easy for them to measure.”

Todd Krueger, AOBiome’s president and CEO, said the virtual nature of his company’s trial yielded significant benefits. Online recruitment was relatively fast, dropout rates were lower than expected, and compliance was better than expected. “Once you develop a relationship with somebody online, it’s not particularly difficult to send them emails to remind them to take the product,” said Krueger.

Krueger also said the trial was cheaper to administer than a traditional trial because he didn’t have to train and manage investigators at multiple research sites. In addition, paying research sites for patient visits is expensive, costing anywhere from $3,000 to $7,000 per visit, said Deloitte’s Anderson. “Now multiply that by 12 to 24 visits for every single patient in the trial, multiply that by hundreds or thousands of patients, and you’re talking about a tremendous component of your budget, anywhere from 60 percent or more,” she said.

Companies also want to get more and better data through virtual trials. In 2016, for example, the British pharmaceutical company GlaxoSmithKline sponsored a feasibility study of an iPhone app for use by rheumatoid arthritis patients. Patients answered questions about joint stiffness and pain, and the app recorded data that the smartphone’s accelerometer sensors captured as patients did wrist motion exercises.

“The study found that raw accelerometer data could be converted into a score that was much more precise than motion-scoring exercises conducted in a physician’s office,” a Deloitte report noted.

Companies also see virtual trials as a way to add new yardsticks — what scientists call endpoints — for evaluating the efficacy of experimental drugs. “There are life sciences companies who are not taking away their focus on traditional endpoints, on things like survival in cancer, but they are adding endpoints that are objective, quantitative measures of quality of life,” said Glen de Vries, president and co-founder of Medidata Solutions, a U.S. company whose cloud-based software platform is used by scientists, physicians, statisticians, and others involved in clinical trials, including the GlaxoSmithKline trial. Participants can use smartwatches, sensor-laden patches, and other digital devices at home, de Vries said, to measure things like sleep quality and movement.

Moyer said Merck plans to continue to conduct pilot studies, and Bascles said Sanofi also has more studies in the works. The Swiss pharmaceutical company Novartis has three trials underway with Science 37, including one testing an experimental drug for the treatment of cluster headaches and another testing an experimental drug for NASH syndrome, a non-alcoholic fatty liver disease. In each trial, Science 37 is recruiting patients online who will then participate remotely, while other patients will be recruited and followed in the traditional brick-and-mortar method.

“Cluster headache is another great example of why this [remote] technology can be so powerful,” said Jake LaPorte, global head of digital development at Novartis. 

“Oftentimes, these folks are incapacitated,” he continued, “depending on how bad the headache is. So it’s very hard for them to get to a site so they can be observed by a physician.”

Of course, there will always be trials that could never become entirely virtual, including those that require X-rays, MRIs, or biopsies, for example. And some diseases and disorders lend themselves more readily to the virtual approach than others because patients are already using digital tools at home, said Tan of Science 37. “We selected our initial therapeutic areas where telemedicine is more common as a practice and where you can reach out to people and capture outcome measures virtually — diabetes, dermatology, and psychiatry,” she said.

Eventually, however, digital tools could be used to reduce patient visits to research sites even for cancer drugs, Tan said, as long as a medication’s side effects are not severe.

FOR ALL THE experimentation, a number of obstacles remain before completely or even partly virtual trials become the norm. The biopharmaceutical industry is far behind other industries, such as banking and retail, that have embraced digital technologies. Moyer of Merck co-leads the patient technology initiative at TransCelerate Biopharma, a consortium of 19 of the world’s largest biopharmaceutical companies that works to streamline and improve clinical trials. The initiative recently surveyed member companies and others to find out why the industry has been slow to incorporate digital technologies into clinical trials.

“What the data shows us is that patients value, more than anything else, the relationship that they establish with the study coordinator and with the investigator.”

“The one thing that came up again and again was the risk from a pharmaceutical company perspective of feeling like you’re a first-mover in an area,” said Moyer. “So perhaps you’re trying something out that is cutting edge but there is a high degree of risk and a relatively high degree of investment in testing that technology out. If it doesn’t work or if it’s not accepted from a regulatory perspective, the burden is on you as a single company to bear that cost.”

TransCelerate is trying to overcome this reluctance by, among other things, building a database for members to share their experiences with using digital technology in trials.

Another challenge is making sure that the sensors and digital tools used in a trial are generating accurate data — that a heart monitor is correctly measuring the number of heart beats, for example — and that the data is not corrupted or its security breached. And of course, researchers must also convince the FDA, which approves the design of clinical trials before they can begin, that digital data is a valid way to measure the safety and efficacy of a drug. “The FDA is very comfortable in engaging right now in study-by-study discussions, and we’ve been happy with their response,” said LaPorte of Novartis. But the industry really needs some general guidelines from the agency about how to run virtual trials, he adds.

Theresa Eisenman, a spokesperson for the FDA, confirmed in an email message that the agency is interested in virtual trials. “The FDA is open to innovative trial designs that create efficiencies, serve the needs of patients while protecting their interests and safety, and create data that will be fit for use for regulatory decisions,” said Eisenman.

Eisenman declined to comment on any industry guidance the FDA may be considering beyond what is already publicly available, but given all of the variables and patients’ differing comfort levels with technology, several experts believe that hybrid trials that include both a virtual component and in-person visits will have the greatest chance for success.

“What the data shows us is that patients value, more than anything else, the relationship that they establish with the study coordinator and with the investigator,” said Getz of Tufts University School of Medicine. “It’s very, very hard to create that kind of rapport remotely.”

How pharma is embracing digital - An ex-agency, now pharma side perspective - 


I started my career nearly a quarter of a century ago at Boehringer Ingelheim. A 4-year stint in marketing and market research taught me so much and gave me an invaluable start, but left me frustrated, and wondering if the scale of these big pharma organisations, their structure, their history and their regulations would ever allow true innovative thinking to flourish.

Fast forward 20 years, and having spent most of the intervening period working pharma agency side with a focus on digital and technology innovation, pockets of progress along the way did little to fuel the fire of my expectations!

So, when I joined GSK 9 months ago I asked myself 2 big questions;

  1. What really makes pharma so slow to adopt innovative ways of thinking?

  2. Is pharma aware of the changing world around them and doing something about it?


Why so slow? The Big Bus

I’m in a global role at one of the bigger pharma companies, and only now do I appreciate the sheer scale of these operations. People who work in pharma companies are busy. They’re busy because they are working on multiple projects at once, and each project has multiple stakeholders involved in it from multiple parts of the business. Some of these projects can feel trivial especially to observers from outside, but of course they’re important to the people involved and are all building blocks of organisations that continue to be successful and highly profitable despite our challenging and changing times.

History, structure and regulations (especially) still weigh heavily and in many cases rightly so, but I almost sense the biggest factor behind the ‘slow’ façade is the word project itself. Without necessarily labelling it, big pharma has always employed a Waterfall approach to how it does business and how it runs projects. This works for pharma and fits with their DNA, but its rigid structure can enable a slow pace of progress.


Addressing the changing world. The Big (Bendy) Bus

Pharma has embraced digital and innovation, I don’t think anyone would disagree, but it is also fair to say that to date they have done so at a somewhat slow and steady pace compared with many other business sectors.

Looking out from the inside now, I must say that awareness of the changing world is high and that this is married with a commitment to change and innovate along with it.

New partnerships are being formed, expertise is being brought in from outside pharma and innovation hubs are everywhere to be seen. The biggest change for me though goes back to that word project.

‘Agile’ is a term that has been around for a long time now, but one I really see taking roots now….and the right roots at that! No longer just seen as a ‘techy’ way of running projects, but seen as the ethos it should be running through a business. A way of working that allows flexible thinking to flourish and a test & learn approach to be applauded.

This is leading to a real change in the pace that digital and innovation is being embraced by pharma, and I think everyone involved in the industry should be excited about this. From the very top, pharma is beginning to embrace this new way of thinking. It will take time. The front of the bus is already bendy, but I believe the rest will catch on sooner than you might think!

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What's Next: Engaging HCPs in a Digital World #esante #hcsmeufr #digitalhealth


Ten years ago, fewer than half of physicians owned a smartphone. Tablets were even rarer and finding credible medical information on social media was next to i…
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Vetoquinol fait un pas important dans l’innovation digitale et annonce une prise de participation dans Farmvet Systems Ltd #esante #hcsmeufr #esanteanimale


L’interprétation des informations disponibles dans les élevages d’animaux de rente est devenue une activité stratégique pour les vétérinaires. Chaque élevage génère un volume toujours croissant d’informations issues de sources multiples : résultats d’analyses biologiques, informations épidémiologiques, registres d’élevage, données de traite, etc. Grâce aux applications développées par Farmvet Systems, toutes ces données sont regroupées en un seul tableau de bord qui permet aux vétérinaires et aux éleveurs de partager l’information et de la transformer en un support de décision efficace pour améliorer la conduite des élevages. Vetoquinol renforce ainsi sa position de partenaire de référence auprès des vétérinaires et des élevages.

VetImpress est la principale application digitale de Farmvet Systems Ltd, commercialisée aujourd’hui au Royaume-Uni et en Irlande ; Vetoquinol est heureux de la rendre disponible pour les vétérinaires au plan international via son réseau de filiales.

L’intégration des applications de Farmvet Systems dans l’offre de solutions Vetoquinol s’inscrit dans la vision long terme du laboratoire ; cette vision consiste à créer un écosystème dans lequel les technologies numériques, les outils diagnostic et les médicaments se complètent, pour optimiser l’action du vétérinaire et la prise en charge effective de la santé et du bien-être animal.

Lire la suite:

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Otsuka, Magellan Health announce plans for US rollout of Abilify MyCite  #esante #hcsmeufr #digitalhealth


The two companies are planning a limited initial deployment to gather additional real-world data before a wider release.
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Big Data Is Remaking Big Pharma  #esante #hcsmeufr #digitalhealth


Big Pharma is in a rut. The industry keeps spending more and yet making fewer scientific breakthroughs.
But help is on the way.
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Le numérique et l'e-santé dans le viseur du Conseil stratégique des industries de santé


PARIS (TICpharma) - La transformation numérique du secteur de la santé et l'apport des technologies informatiques dans le domaine médical ont fait l'objet de plusieurs annonces et prises de position des pouvoirs publics et industriels, à l'issue de la huitième réunion du Conseil stratégique des industries de santé (Csis), qui s'est tenue le 10 juillet à Matignon.

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Why healthcare needs 'patient leaders' to make new solutions work


"While leading the health practice at Yahoo, Jack Barrette made a discovery that changed the course of his career.


In the early 2000s, Mr. Barrette — former president of a consumer health strategy consultancy and former health and medicine lead at an online marketing firm — was tasked with building Yahoo's health presence. As part of his effort to expand the company's healthcare reach, he jumped headfirst into Yahoo Groups, a platform where users convened to discuss issues ranging from music to politics to sports. He wanted to understand what made the search engine's users tick.


There, Mr. Barrette discovered thousands of online discussion boards dedicated to healthcare, where passionate users would steer discussions on medical conditions, provide health advice and offer support to one another. "I found a relatively small, but passionate, group of consumers who were helping thousands of others by leading health groups and answering questions," Mr. Barrette said during an interview with Becker's Hospital Review.


Mr. Barrette dubbed these users "patient leaders," and in 2007 he founded WEGO Health, a company centered on the idea healthcare organizations need these advocates to inform improvements to the care delivery process.


"A patient leader is someone who uses their health journey to educate others and raise awareness," explained Mr. Barrette, who now serves as CEO of WEGO Health. "We've been successful in recruiting more than 100,000 patient leaders to WEGO Health by demonstrating our commitment to building their visibility, getting them in front of the industry and ensuring they receive compensation for their time and expertise."


Today, WEGO Health connects its network of patient leaders with hospitals, health startups and drugmakers to ensure these organizations incorporate the patient perspective into the design, development and promotion of their products and services.


Mr. Barrette spoke with Becker's Hospital Review about why this patient-driven innovation is essential for organizations seeking success in today's healthcare landscape.


Editor's note: This interview has been edited for length and clarity.


Question: What surprised you most about working in the healthcare industry?


Jack Barrette: The disconnect between the industry's goal to improve the patient experience and its failure to make greater strides. Health systems, in particular, have genuine incentives — financial and otherwise — to become truly patient-centered organizations. Getting there requires a commitment to human-centered design, yet most health systems continue to innovate for patients, instead of with patients. The key is to include patients throughout the development lifecycle — it's not enough to get their input at the beginning and then at the end.


Q: What are some challenges you've seen for hospitals looking to engage patients in their healthcare?


JB: A big challenge is doctors and care providers have too little time to connect with their patients, and that is only amplified once the patient walks out the door. Hospitals have struggled to put systems and tools in place that can bridge the engagement gap between visits. Patient portals help only marginally, if at all. We believe health systems could better collaborate with patient leaders to help on this front, especially with significant challenges in the industry related to self-management, medication adherence and behavior change.


Q: WEGO Health's work revolves around the idea of "patient-driven innovation." How do you define patient-driven innovation, and how can the concept help hospitals today?


JB: Patient-driven innovation is what happens when you bring patients to the table as peers, as co-creators and fellow collaborators. There's plenty of evidence to support the fact that hospitals uncover new solutions to improve the patient experience when patients are actively involved in a human-centered design process. At WEGO Health, we connect healthcare companies to our network of patient leaders, most of whom are hyper-connected through online patient communities and social media networks.


Q: What opportunities do you see for hospitals to include patients in the development of new programs and technologies?


JB: At WEGO Health, we see an opportunity for hospitals to involve patients in every phase of the process, from patient journey mapping and personal development to design sprints, user testing and content development. One of our hospital clients recently discovered unmet needs for its epilepsy patients by bringing a patient expert with epilepsy into the design thinking process very early on. The patient is now a member of the advisory board and is as integral to the design process as the clinicians, researchers and health IT team.


More articles on patient engagement:
5 consumer thoughts on healthcare providers' patient engagement
Patients don't care if physicians have tattoos or piercings, study finds
Apple's App Store turns 10 — Here are 4 ways it's tackled healthcare

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B. Braun lance un parcours digital de dialyse #hcsmeufr #esante #pharma


B. Braun Medical innove dans la prise en charge du patient dialysé, avec le lancement d’une solution intelligente complète pour simplifier et sécuriser la séance d’hémodialyse : Nexadia…
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Expliquez-nous... La pharmacovigilance en France #pharma #hcsmeufr cc @evepie @evedrug


Alors que la ministre de la Santé souhaite améliorer l'information des patients concernant les médicaments, focus sur la pharmacovigilance en France.
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Direct Medica acquiert Medtomed et Meded #hcsmeufr #pharma


Le groupe DIRECT MEDICA, leader français de la relation client dans le secteur de la santé, a annoncé la signature d'un accord pour l'acquisition des sociétés MEDTOMED et MEDED.
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Has Big Pharma’s ‘inevitable entrance’ into the cannabis space arrived?


Pfizer, GW Pharma, Merck & Co, and Sanofi-Aventis are among the leading cannabis patent holders in Canada, says report.
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Médicaments : la mission d’information pointe des défauts de communication en situation de crise


La mission, mise en place en décembre, remet lundi son rapport à la ministre Agnès Buzyn. Elle préconise notamment un « effort accru de transparence ».
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Should Pharma be Spending More on Digital Marketing and Less on TV Ads?


According to a study conducted by DRG Digital’s Manhattan Research, online drug ads prompt consumers to talk to their doctor about a prescription medication just as often as traditional direct-to-consumer (DTC) TV ads, suggesting that pharma marketers should consider increasing their budgets for digital. These digital ads also have the added benefit of being highly-targeted and personalized towards individual consumers, however healthcare companies in particular need to tread lightly in this space to ensure compliance with regulations, among other factors.

“Increasingly, we expect highly-personalized experiences as consumers of goods and services, whether we’re buying shoes or seeking treatment for a condition,” said Rory Stanton, head of patient research at DRG Digital. “Digital advertising enables personalization – but advertisers need to be wary of the ‘creepy factor,’ especially when dealing with sensitive medical conditions.”

The Cybercitizen Health US 2018 study involved over 3,000 patients who were asked about their decision-making behavior when it comes to health choices. While more patients still recall drug ads they’ve seen on TV compared to those they come across online, other survey results suggest that digital marketing may be a better investment for pharmaceutical companies.

In all, 65 percent of patients included in the study reported that they recalled seeing TV ads for prescription medications in the past year. Twenty-two percent of these patients said they requested a drug by name at least once at the doctor’s office. While the percentage of patients who remembered seeing an online ad is lower at 49 percent, 42 percent had requested a specific drug before, suggesting the targeted digital promotions may have had a more robust impact on their awareness of a drug product.

“We’ve seen in our studies that advertising is really good at sparking that initial awareness,” said Stanton. “But websites are even more effective at getting patients to ‘ask their doctor,’ pharma websites most of all. So, the task for pharma brands is to utilize that advertising to drive patients to their digital properties while also investing in other touchpoints, like paid search and sponsored content on general health websites, to meet them in many places as they go about gathering information to make a treatment decision.”

However, the findings of the study suggest that TV and digital ads may lend themselves to increasing awareness in different disease areas. Patients diagnosed with Alzheimer’s disease, multiple sclerosis and hypertension were more likely to say they’d seen an ad for the drug they were requesting on TV, perhaps because these conditions largely affect older adults. In contrast, patients with asthma, type 1 diabetes and hepatitis C were more responsive to online ads.

One particularly good piece of news for pharma marketers was the finding that the more companies spent on advertising a drug, the higher patient awareness was of the treatment. For example, AbbVie’s arthritis drug Humira had the most TV spots of any drug in 2017, and was also the most-recognized drug product by survey respondents.

“We’re advising clients to invest in paid and organic search strategies to drive patients to their websites in the pre-doctor’s visit stage and at the point of care,” said Stanton.

So, what’s the take-home message from this study? TV advertising for prescription drugs still holds an important place in today’s healthcare market, but digital marketing is emerging as a potentially more effective way to reach specific patient populations. Whether drugmakers will heed this advice in the coming years and reconfigure their marketing budgets to invest more heavily in online promotion has yet to be seen.

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Using Personalized, Multi-Channel Campaigns to Achieve Patients for Life


This is the second post in a three-part series that discusses the changing healthcare landscape and the need for marketing teams to engage patients across their healthcare journey, extend patient lifetime value, and increase patient acquisition and retention. Read the first post on why it’s imperative for hospital to approach patient acquisition and retention in more intelligent ways.  

People like to feel special. They want to feel understood and recognized as an individual with unique needs and preferences. They look for people and organizations that make it a priority to go the extra mile to get to know them, care about them, and support them.

It’s a universal truth – and one that consumers now fully embrace. They want to engage with brands that personalize experiences, anticipate their needs, and engage with them on their terms.

Right now, many healthcare organizations are playing catch up with consumer brands as they work toward delivering engagement that is personalized across multiple channels. In order to enable smart growth in healthcare, it’s no longer about reaching everyone – it’s about identifying and interacting with the right people, at the right time, and building a relationship that lasts.

How can this be achieved?

With personalized, multi-channel integrated marketing campaigns built with the support of data and analytics. 


This post will break down the steps necessary to develop these types of campaigns and deliver the type of experience consumers expect. Let’s begin:

1. Identify the Target Audience

Developing a profitable payer mix and growing high-value service lines are necessities for today’s healthcare marketers. To achieve these goals, they need to identify consumers with the highest probability of needing high-value services that also supports the right payer mix.

With each marketing campaign, developing a target audience is the first step. Marketers can use predictive modeling, or another data-driven method (i.e. demographic or past performance analysis), to build an audience that is not only more likely to convert, but also will find the campaign relevant to their care needs. This step is the foundation of all personalization efforts.

2. Optimize Marketing Mix

Each person has their own contact preferences. In addition, some populations don’t have ready access to all communication channels (i.e. email, web). As you decide how to deploy campaign communications and outreach efforts most effectively, take into consideration the target audience as well as budget.

To improve the odds of conversion, reach them in the channels they not only frequent (i.e. social media), but also where they have stated a preference. However, marketers need to realize that customers are engaging with them on multiple channels – and having a central location to house this data is essential.


3. Connect Channels for Holistic Patient Views

The key to effectively leveraging data from multiple sources is to keep various traditional and digital marketing channels connected. Data from disparate systems need to be consolidated into one place, like a healthcare CRM, so that the different channels can keep one another informed.

With all this data working together, healthcare marketers are able to develop a more complete picture of patients and consumers. As a result, they can be more proactive and targeted in outreach and interactions.

For example, a call center agent should be able to see that a customer was recently targeted in an email campaign about an upcoming orthopedic seminar and can offer to register the caller. With the support of a healthcare CRM, marketers can gain insight to anticipate the needs of individuals and deliver personalized, efficient engagement.

4. Personalize Content

Consider this: 72 percent of consumers expect companies to understand their needs and expectations; they are looking fororganizations, healthcare included, to recognize them as an individual across all interactions. This manifests in many ways, from referring to them by name in a healthcare call center interaction to sending a direct mail flyer about a service line they’ve previously expressed interested in (i.e. downloaded a brochure from your website).

In this way, marketers need to design content for their campaigns that personalizes the engagement and honors a patient’s individual journey. With the backbone of a healthcare CRM, which provides 360-degree patients views across channels, marketers can develop a deeper understanding of their target audience.

For example, a hospital is running a multi-channel campaign to acquire patients for their orthopedic service line. Through predictive modeling, they’ve determined there are two high-performing groups, younger patients with sport-related injuries and Baby Boomers with orthopedic injuries.

Delivering the same messaging to these two very different groups would be asking for failure; marketers need to develop (at least) two sets of targeted marketing materials (landing pages, email campaigns, call center scripts, and more) in order to provide relevant information that drives conversions.

To further personalize content, marketers should create patient journey maps that provide a natural and helpful way to build on each engagement step.

Let’s walk through another example:

In a bariatric campaign, a prospective patient may request more information about a hospital’s program and services. A few days after receiving the information, they are sent an email providing information on provider referrals for the program. They take the next step to phone the hospital call center where they are given a referral and make an appointment.  

5. Nurture Patients for Life

Every engagement and every touchpoint is an opportunity for a healthcare organization to reinforce its value to the customer. Patient retention presents a significant opportunity for healthcare providers today; it is more cost-effective to retain the patients you already have and this existing audience can be targeted for other services within the organization.

Data analytics support the patient engagement process by giving marketing teams greater visibility into their own customer base, enabling them to build more effective, targeted marketing campaigns.

It’s a win-win for both patients and healthcare providers. Patients are engaged with relevant, efficient communication that improves their overall patient experience. Providers gain patients for life.

Here are a few examples that are possible with HCRM and marketing automation:

  • Reminding them of appointment,
  • Proactive outreach for overdue routine care,
  • Following up post-discharge, and
  • Predicting their needs 6 to 12 months out.

By creating opportunities to engage with patients in meaningful ways, healthcare organizations convert customer into patients and expand relationships.

Final Thoughts

The healthcare marketing campaign has changed. In order to compete and grow, highly targeted integrated campaigns with measurable conversion rates are what the executives and the marketers need to be working toward.

Focus on attracting the right payer mix that supports high-value service line growth. Drive actionable insights – by bringing together consumer and patient data – to identify the right patients for each campaign. Building from there, engage these customers with personalized content across channels that turns them into long-term patients.

In our third and final post of this series, we’ll discuss how physician loyalty extends patient lifetime value and how strategic outreach, supported by a physician relationship management (PRM) solution, can accelerate growth in key service lines.

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Novartis, Healint study uses self tracking app to examine migraine, mental health connection  #esante #hcsmeufr #digitalhealth


A recent presentation by headache-focused digital health company Healint and pharma giant Novartis employed Healint’s migraine tracking app Migraine Buddy to look at how migraines interact with anxiety and depression. The research found that chronic migraines may induce anxiety and depression instead of the other way around, contradicting pervious thought.

Researchers were able to look at the responses of more than 1 million users of the migraine tracking app, according to a statement. In the presentation given at the Fourth Congress of the European Academy of Neurology, researchers zeroed in on a sample of 43,189 users' responses.

"Anxiety and depressive moods are often considered as triggers of a migraine attack for people who live with this complex condition," Francois Cadiou, founder and CEO of Healint, said in a statement. "Healint’s unique real-world evidence suggests, however, that anxiety and depression may result from migraine, not the other way around. Our goal with Migraine Buddy’s innovative tracking capabilities is always to help doctors identify the best treatment choice for each patient, using patient-reported real-world and clinical evidence. The combination of the right treatments and lifestyle adjustments can yield the best outcome for the patient, and reduce the societal and economic burden of migraines.”

Authors of the study found that 43 percent of users in the sample suffered from anxiety or depression during a migraine attack (37 percent reporting anxiety and 20 percent reporting depression). The results also show that half of the patients with 15 or more migraine days a month reported anxiety or depression, compared to 34 percent of patients with less than four migraine days.
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New Cloud Tool Enhances Competition in Pharma & Biotech  #esante #hcsmeufr #digitalhealth


PatSnap, the world’s leading provider of research and development (R&D) analytics, has announced the launch of PatSnap Bio, a new module to the PatSnap platform that enables organisations working within the Pharmaceutical & Biotechnology industries to search through over 300 million DNA, RNA and protein sequences, which are linked to patents and correlated with PatSnap’s wider innovation dataset.

Having recently secured series D investment of US$38 million led by Sequoia, PatSnap is now turning its established expertise in machine learning and artificial intelligence to help pharmaceutical and biotechnology researchers map the innovation process for developing biotech innovations from investment to commercialisation. The newly launched PatSnap Bio provides users with capabilities including:

- Comprehensive sequence data: Curated database of over 300 million sequences
- Global patent coverage: 130 million patents covered within the PatSnap platform
- High-throughput searching: Batch search 200 candidate sequences at a time
- Search precision: Refine searches by adding keywords or industrial applications
- Directly analyse the patent text: Search for sequences and read the patents in a single platform
- Targeted Freedom-to-Operate (FTO) searching: Refine by sequence similarity and legal status

PatSnap, which has over 8,000 clients globally, has brought together the world’s most comprehensive R&D dataset. By combining millions of data points from patents, licensing, litigation, chemicals, company information, non-patent literature and now biological sequences, PatSnap provides the world’s most innovative organisations with a new, intuitive source of information to accelerate their R&D. The launch of PatSnap Bio will enable its users to improve the accuracy and efficiency of their scientific research, and make better-informed decisions when investing to bring new products to market.

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How the Right Digital Ecosystem Can Improve Patient Outcomes  #esante #hcsmeufr #digitalhealth


Our world is being redesigned through digital technologies. Technology has changed how people live, work, play and connect. And marketers are learning to use the digital experience to track signals to reach customers in a more human manner—in the moments that matter. The healthcare industry can do the same to track and engage patients in the moments that matter to them—and improve their outcomes.

The healthcare industry needs to pay attention to digital transformation before they miss the train. As an industry, it should put all fears and any perceived obstacles–like adverse event management or an overload of information—aside to connect everyone, from patients and their families to healthcare providers (HCPs) and payers, in the best interest of all parties involved in patient care.

Barriers to Improving Patient Outcomes

The biggest challenge in the healthcare industry is improving patient outcomes, and there are significant barriers common to most healthcare practices:

1. Time 

Time is a factor, as providers have a limited amount of time to address everything a patient needs/wants addressed. For example, consultation time is too short, leaving certain disease management topics not totally covered, as HCPs are often forced to focus only on the crucial therapeutic objectives. Therefore, patients often leave with many questions unexpressed and/or unanswered. From a psychological perspective, they may be struggling with concerns, doubts or fears about specific treatment or disease management. 

2. Information Retention

Because of the above factors involving time, the retention of information that patients are provided with during a consultation can be compromised. Patients may be overwhelmed by the amount of information that is shared with them during a short consultation time, which may include difficult terminology, specific administration of medication, prescriptions and more.

3. Adherence

The eternal problem of healthcare is adherence. There are so many factors (or a combination of factors) that contribute to why patients don’t comply with or adhere to the treatments and medications they have been prescribed. In addition to issues around time and retaining pertinent information, add in fear of side effects, fear to inject, forgetfulness, as well as social and cultural barriers. And that’s not to mention basic psychological blocks, such as excuses and denial. Lack of adherence costs billions to the healthcare industry and government every year, and more importantly, causes poor patient healthcare outcomes that negatively affect people’s quality of life every day.

Improving patient outcomes is a major challenge. Healthcare stakeholders need to find the magic formula to achieve visibility into the patient’s reality (real world evidence on adherence, access to symptoms, and challenges between consultations) and provide effective tailored support to reach optimal care. 

Achieve Better Outcomes with a Digital Ecosystem

Healthcare organizations can, in fact, achieve that visibility into patients' realities with an eye on removing barriers and improving outcomes. The key is to create a digital ecosystem in which patients, their caregivers and their HCPs can share information and communicate in real time to address the needs of the patient in the moment. This ecosystem is a suite of systems and platforms that are all integrated (i.e. app, HCP portal, nurse support line, website, tools) which helps connect all parties (patients, caregivers, HCPs, payers). 

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