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EXECUTIVE SUMMARY
www.digitalpharmaseries.com/east
E A S T
10th Annual
CONTENTS
INTRODUCTION 3
DIGITAL TECHNOLOGIES DAY ABSTRACTS 4
MAIN CONFERENCE ABSTRACTS 7
SOCIAL/INNOVATION DAY ABSTRACTS 19
RESOURCES FOR INFORMATION AND DISCUSSION 21
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INTRODUCTION
If you weren’t able to join us, here is what you missed at ExL Pharma’s 10th
Annual Digital Pharma East conference.
Dedicated to “truly embedding technology across your enterprise,” the 10th Annual
Digital Pharma East summit was held October 24-27, 2016, in Philadelphia. The most
engaging life sciences marketing conference worldwide, this year’s event was home
to more than 800 attendees; 120 senior-level life science speakers; and 55 keynote
presentations, case studies, fireside chats, interviews and panel discussions.
Conference attendees listened to CEOs and senior managers share their
perspectives on the evolution of business models and the shift from products
to solutions. Over the course of four days, delegates learned how to integrate
specialty medicine with the sales force and wider business model, developed an
overarching consumer engagement strategy, discussed the utilization of digital
disruption innovation to unlock hidden value, discovered how to align digital tool
development with the business strategy, and much more.
The 10th annual conference was set apart by its C-level and senior management
perspective, a unique Digital Technology Day focused on digital disruption and
analytics technology, Social/Innovation Day, a reconstructed agenda with more
high-level plenary sessions in shorter segments, and dedicated Q&A interview time
with conference co-chairs.
The following section includes session summaries and highlights from the 2016
conference.
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DIGITAL TECHNOLOGIES DAY
Sanjiv Mody and Mike Perry of Pixacore asked their audience,
“Virtual and Augmented Realities: Are They in Your Channel
Mix?” Virtual reality immerses users in a digitally fabricated
world with simulated objects and environments, while
augmented reality blends virtual reality with real life, putting
virtual items into real worlds. Virtual reality isn’t new, but
recent interest and investments have increased its usage
and awareness. In the next two years, quality will increase,
costs will come down and software will get even smarter.
Augmented reality has been successful in mobile but hasn’t been embraced and adopted as
quickly elsewhere. Spending forecasts for both show an explosion by 2020. Virtual reality is
interesting for healthcare because it is immersive, intuitive, distraction-free and has a high
retention rate. It can be used in everything from surgery to stress relief, from depression
to tradeshows. Per Mody and Perry, the best way to use virtual or augmented reality is
to carefully identify, align, plan and execute your approach to create an outstanding user
experience.
Mike Bower of NewsCred discussed “The Content Marketing
Imperative: Health & Pharmaceuticals,” commenting “we
need to stop interrupting what people are interested in and
be what people are interested in.” Bower added “content
marketing isn’t new. It’s just new for us.” The focus should be
on trust and retention. While most people have looked for
health information online, only 23 percent have confidence in
the corporations that provide vital drugs and care. The buyer
journey is nothing more than a series of questions that must be
answered. Content is the connective thread, so you must build
and document your strategy. Publish content that your audience actually wants. Own your
audience, and focus on engagement to succeed!
23
Augmented / Virtual Reality Revenue Forecast ($B)
2016 - $5.2B
VR: $4.7B – 90%AR: $.5B – 10%
2020 - $150BVR: $30B – 20%AR: $120B – 80%
CONTENT
CONTENT : CONNECTIVE THREAD
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Nicole Rojas of Shire shared “Multiple Enterprise Integration:
A Digital Corporate Communications Perspective,” with a case
study on the new Shire, recently combined with Baxalta to form the
leading global biotech company focused on serving patients with
rare diseases. Important factors to consider in any integration are
key messages, speed, consensus building, prioritizing, technology,
complexity, media mix and tool kits. When selecting tools, it is
important to consider timeframe, access, mobility and testing.
Transitioning in a complex digital ecosystem involves the world of
dot.com, social, internal communications and policies. The lessons learned in this corporate
integration included knowing that face-to-face planning is critical; having a day one campaign
that uses internal and external communications; setting up a war room and mobilizing the
troops; realizing that legal and IT are your best friends; expecting TSAs; and understanding
that day one is just the beginning.
Lance Hill of Within3 offered a session on “Leveraging Technology for Optimal Stakeholder
Engagement,” sharing several online solutions for engaging external stakeholders. Virtual
meeting technology, including online discussions, web conferences and video meetings,
can extend the options for having a dialogue with stakeholders. No one venue is best for all
meetings; best-in-class companies use multiple venues within programs. Online discussion
platforms are now being used for brand marketing, clinical discussions, patient-nurse
conversations and more. Online meetings are less expensive than live meetings, offer timely
touchpoints, and can result in interactive and honest feedback.
Imran Haque and Erik Poole of Zoetis presented “The Digital
Strategy Road Map,” emphasizing how digital is driving business
results. In addition, the digital strategy road map should empower
the sales force and marketing teams and enhance the overall
customer experience. The road map is driven both by customer
needs as well as the company’s desire to engage with clients across
channels. Digital road map governance provides a working tool
to ensure that investments in digital are aligned with customer
needs, company business strategies and industry best practices.
Further, a digital road map can help companies manage future digital investments across the
organization using a portfolio approach and ensure adoption of new digital capabilities, while
also measuring outcomes and results from these investments. Distinguish between customers
and users (customers pay, users don’t). Narrow your customers to adopters, then list their
problems. Every problem should have a solution.
OUR DIGITAL ROADMAP IS DRIVEN BOTH BY OUR CUSTOMERS’ NEEDS AS WELL AS HOW WE WOULD LIKE TO ENGAGE WITH THEM ACROSS CHANNELS
INSIDE SALES
• Social Media • Domains • Digital
Marketing
• Intranets • Enterprise
Social • Collaboration
• Properties • Sponsored • SMRP
• Content • Re-directs • Build
.com Social
Policies Internal
7
Transitioning in a Complex Digital Ecosystem
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Justin Freid of CMI/Compas presented a session on “Using Data and Insights to Perform
Content Strategy,” stating that “our industry is not an excuse for a poor user experience.”
It is critical to understand the user’s place in their journey, and to use data/insights to plan
engagement and drive users to the content they need to further their journey. The digital
world offers insight on where customers are coming from and where they want to go — search
intent, referring websites, the content being read and viewed, previous browsing history,
device usage, and social behavior all reveal a great deal about your audience. Companies must
leverage social listening to better understand their customers’ needs and wants while also
predicting targets’ next moves and being as efficient as possible. Finally, aligning advertising
with current experience and staying relevant by employing the technology your audience uses
will support ongoing success.
“Killer Robots in Healthcare: Leverage Tomorrow’s Technology
to Engage Patients and Physicians Today” from Ben Greenberg
of WebMD encouraged companies to embrace social but also to
“avoid tech for tech’s sake.” Focus on users’ authentic need states,
psychology and incentives. Ask whether new technology has the
potential to make a use case easier to execute. If your company
is considering using chat bots, pros include high availability/no
download required as well as a built-in re-contact mechanism, while
cons are that conversational UI isn’t always the right tool for the job.
VoiceU is fast — humans can speak 140 words per minutes versus typing about 45. It is also
convenient and hands-free. The industry challenge is integrating promotional messaging when
information is delivered via voice. Greenberg suggested collaborating on challenges that VUI
poses to the industry, following the money and knowing that resistance is futile — so it’s best
to embrace and welcome our benevolent robot overlords..
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In his Pharma Keynote Session, Justin Stebbins of ODH, Inc.
offered information on “Taming the Torrent of Digital Health
Data to Make It Actionable,” noting that a small proportion
of patients account for a large amount of healthcare costs in
the United States. In addition, mental healthcare now costs
more than $200 billion, and behavior healthcare impacts
physical healthcare costs. There is a great need for risk-
stratified targeted healthcare coordination. ODH enables
the transformation of behavioral health management by
leveraging decades of combined technology, policy and
clinical leadership. ODH and IBM worked together to perform
a comprehensive ecosystem assessment, discovering that disparate data sources make it
difficult to pull all relevant information together; predictive models focus on physical health
but not behavioral health; the governmental reporting environment is challenging; and that
there is a need for new technology to optimize staff insights. Population health management
starts with data management. Their solution is Mentrics, a comprehensive behavioral health
population management solution that complements existing systems to enable improved
patient care management, network provider management, revenue enhancement and
population health management.
In his presentation on “Optimizing the Customer Experience
with Customer Suggestions,” Pete Mehr of ZS Associates
defined customer experience as “the perception that
customers have of their interactions with an organization.”
Companies can improve customer experience by delivering
the optimal customer journey across marketing and sales,
delivering significant financial benefits in turn. Customer
suggestions use data science and technology to identify
customer insights and recommended actions, improving
customer experience by enabling reps to connect the dots,
diagnosing key performance issues, and adapting channels
and content based on customer preference. Five assets are key to this: 1) a suggestions library
and metrics, 2) data infrastructure, 3) sophisticated algorithms and data science, 4) platform
integration, and 5) suggestions administration and governance. Data science enriches the
overall quality of suggestions and helps reps address the “right” issues. Finally, key levers for
adoption and success include managing the pace of change; identifying champions; assessing
data readiness; emphasizing new processes; and instilling cross-functional support.
MAIN CONFERENCE ABSTRACTS
− 7 − © 2016 ZS Associates
Improving customer experience delivers significant financial benefits
ZS Analysis: Oncology Customer Experience Study 2015
-60% -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50%
+$50M in incremental sales for every billion in current sales
+$75M in incremental sales for every billion in current sales
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12 proprietary
> use of mobile as a caregiver resource
46% agree their mobile device is an important resource for caregiver information and
communication
40% interested in an app to schedule Rx with person under care
39% interested in using mobile for remote
patient/health monitoring
12
>
Use of mobile for caregiver information and communication
35% interested in using mobile app to connect with other
caregivers (for support)
46% interested in using mobile app to connect with health professionals
29% daily
21% weekly
19% monthly
Chris Humphreys of Intouch Solutions presented “A Camera,
an Airstream and an Open Mind: How a Cross-Country
Journey Inspired a Real-Life Solution.” In a joint research
study on caregiving performed by Intouch and the Digital
Health Coalition, more than 750 respondents shared findings
on the nature of caregiving. According to the study, women
are more often caregivers than men, and parents are the chief
recipient of care, followed by spouse/partner and child. Two-
thirds of caregivers provide care in the patient’s home, and 43
percent of those surveyed were providing care for a long-term health condition. In addition,
40 percent of respondents said the person under care has never missed or taken the wrong
Rx by mistake. Most have researched caregiving information online in the past year and 46
percent agreed that their mobile device is an important resource for caregiver information and
communication. Ultimately, the keys to success with this audience are the following: make sure
you have a clearly defined challenge; bring your audience to the room to co-create with you;
have diversity within your groups; and don’t be afraid of big thinking — you can always rein it
in later.
In a C-suite keynote address, Matthew Lasmanis of
GlaxoSmithKline shared information on “Modernizing the
Pharma Business Model @GSK,” citing the growing use
of mobile while pharma only spends three percent of its
budget on digital. Modernizing the business model includes
putting the patient first, democratizing clinical trial data and
eliminating potential conflicts of interest. Digital is at the heart
of the company’s new HCP engagement approach. Likewise,
GSK Direct is the new platform for digital business with a
state-of-the-art e-commerce platform supporting the vaccine business, a simple design based
on customer feedback and research, compatibility with multiple devices, and an integrated
place for B2B customers to do business with GSK.
4
Digital is at the core of our HCP Engagement Approach
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Rx Drug Approvals 2005-2014
8
“People: The 5th P of Marketing,” a session delivered by
Prodeep Bose of TheBloc, highlighted the importance of
people in product and brand stories. Positioning the fifth “P”
on a people-powered engagement ladder includes motivation
(personal reasons for taking action), association (cultural
context), relevance (the role of the product in empowering
experience) and interest (in real-world experiences). The
three key steps to “empowering the fifth P” for companies
are simple: 1) organize around issues that are bigger than
your brand, focusing on what your customers are truly excited about; 2) present perspectives that
align with the issues customers care about; and 3) measure meaningful attribution of what drives
engagement — identify user actions for meaningful measurements.
The Digital Pharma Series Annual Plenary Model “Optimizing
the Launch of Specialty Medicines” featured moderator
Joe Shields of AstraZeneca and panelists Nuvan Dassanaike
of Mylan, Alvin Lin of Pharmacyclics and Bill McClellan of
QuintilesIMS. The leading specialty therapy areas are now
oncology, autoimmune and viral hepatitis. More specialty drugs
than traditional drugs have been approved every year since
2010 and the trend is expected to continue. In addition, about
38 percent of current pharma spending is on specialty drugs.
Considerations for specialty drug launches must incorporate specialty customers, sales training,
patient affordability, access and support, medical education, agency partners, market need, the use
of data marketing mix, competition, self-administration, and DTC versus DTP.
Serena Goodwin of Quintiles IMS and Kurt Keaffaber of Eli Lilly
offered the latest tips on “How to Achieve True MCM Impact,”
illustrating the multichannel journey from ad hoc tactics to
customer centricity. What defines MCM success? Positive ROI
and business impact, maximum reach and awareness, and
favorable response from HCPs and patients. Companies that
instill a learning culture can learn at every step, allowing them
to better meet the needs of both customers and patients.
Accelerating multichannel marketing is possible — it just takes
some time. Successful companies use learnings to identify niche opportunities, gain insight to
drive better campaign performance, demonstrate value and customer loyalty, leverage efficiency
through better targeting, and use power analytics to better understand their customers.
2
The Multichannel Journey
Tactic by Tactic
Deployment
Integrated Campaigns
Predictive & Automated Campaigns
Customer Centricity
Ad Hoc Tactics
CRAWL WALK RUN
Immunotherapy is one of those issues…
13
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In a Pharma Keynote Session, Fred Bennett of Allergan predicted future trends, imaging the world
of “Digital Pharma Marketing: 2026.” Systemic changes in pharma will include more concentration
and specialization, fully vertical integration in only the largest companies, and new business models.
Other issues to keep an eye on are pricing, genomics/personalized medicine and privacy. Technology
will move beyond wearables to artificial intelligence and robots. In terms of media, fragmentation
will continue while media and artificial intelligence will lead to more programmatic media buying.
Emotional connections will continue to grow. In the year 2026, digital pharma marketing could feel
like one-third today’s pharma, one-third today’s financial tech and one-third sci-fi.
“Rise of the VR Detail: Empowering Pharma Reps with Virtual Reality Sales Aids” from Michael
Marrett of Confidio Labs and Matt Irwin of Doctor Virtualis focused on the immersive multimedia
world of virtual reality. Per Marrett and Irwin, the next revolution in technology and content has
arrived and it has the potential to make virtual reality the next big computing platform. Virtual
reality is so compelling for marketers for three big reasons: engagement, immersion and retention.
It can be used for patient therapy and retention, as a tool to aid doctors in medical procedures, for
medical education, and as part of sales training. With an impressive 80 percent retention rate, nearly
one-fifth of U.S. physicians have used VR for professional purposes. Virtual reality adoption is now
evolving quicker than mobile phone adoption.
Kyle Shannon of Storyvine and Matt Balogh of The Medicines Company presented the “7 Keys to
Scaling User-Generated Video in Pharmaceutical Marketing,” commenting that if you can scale
user-generated video, you can use video from anyone, anywhere, for anything. User-generated video
must be authentic, compelling, on brand and immediate. The seven keys, then, to successfully scaling
user-generated video in pharmaceutical marketing are as follows: 1) have a story strategy; 2) provide
guidance and structure; 3) manage the workflow; 4) cast a wide net; 5) curate the results; 6) get the
right message to the right audience; and finally, 7) learn from the results.
In “What HCPs Want: An Under-the-Hood View on How to Glean Deep, Meaningful and Actionable
Insights,” Dr. Theodore Search and Dr. Neil Minkoff of Skipta noted that the industry is looking
to engage medical professionals to glean their perspectives and opinions. They also stated that
technology exists to facilitate convenient and meaningful conversations. To that end, there is an
opportunity to create a forum to enable convenient, efficient and trustworthy information exchange
for medical professionals in a way that allows their expertise to be received by the industry. Skipta
used one of its proprietary tools to assess how well the industry is meeting the communication
needs of medical professionals. Through digital solutions, the pharmaceutical industry can access
the expertise and insights of leading HCPs and key opinion leaders to understand and assess how to
better drive value to these target audiences.
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10 10
Copyright ©
Epsilon 2016 E
psilon Data M
anagement, LLC
. All rights reserved.
Source: Epsilon 2016 Pharma Omnibus Study
Identifying the Segments Of Focus
Proactive Knowledge Seekers
Freq. 3.1
Useful 5.0 18%
Independent & In Control
Freq. 2.1
Useful 4.7 25%
Worried & Wanting Help
Freq. 1.0
Useful 4.8 8%
Skeptical & Complacent
Freq. 2.2
Useful 4.3 21%
Zen Masters
Freq. 0.8
Useful 4.7 28%
Average Frequency of Internet Use & Average Usefulness (1-7=very useful)
Ira Haimowitz of Crossix discussed “5 Things You Should Know, but Don’t About Digital
Campaign Management” in his session, which started with the observation that healthcare
plans have become more and more complex. Conversion is the key success metric, rather than
clicks, page views or downloads. Today there is a better way: Health-related audience quality
is closely correlated with new patient Rx starts. The three key steps to digital measurement
are 1) capturing exposure, 2) connecting exposure data to health data, and 3) measuring
health actions. Digital Impact for Agencies (DIFA) is a powerful solution allowing brand
marketers and agencies to link digital campaign exposure to health behavior and patient
journey metrics, including incremental Rx/OTC sales and ROI. Based on findings from 20
digital campaigns, most media impressions occur on non-health programmatic properties.
With smarter targeting, programmatic through non-health publishers can achieve scale with
targeting comparable to many health publishers. The highest-indexing health publishers have
smaller audiences, but they also have higher frequency. Audience treatment history and brand
conversion are highly correlated. Finally, expanded clinical data raises the bar for digital media
measurement.
Mark Miller of Epsilon Health examined “The Digital Big Bang:
How Human Moments Can Transform Your Most Challenging
Patients,” taking a closer look at the 50+ population. While
pharma shifts more money to online programs, many patients
in need (e.g., older patients) are not as active online as
younger patients. Across the board, the preferred source for
health information remains personal. So, what is a company to
do? Start by focusing on the digital potential of this audience.
Understand the latent drivers of customer behavior — find
them where they are online (outside of health) and then deliver personalized content in the
moments that matter. Don’t forget to contextualize everything. Finally, make sure to connect
the dots and tackle creative expression: an integrated data-driven customer view enhances
investments.
Michael Rowbotham of Pfizer focused on “HCP Websites: How
Do You Prove Their Value?” sharing common frustrations such as
legal/regulations, registration, marketing and more. Information
overload is a real danger today: prescribers receive about one
contact per every working hour on every type of device. The move
to predictive analytics has led to an evolution in metrics and data.
A framework for HCP sites is as follows: 1) attract target customers,
2) drive acquisition, 3) engage with content, 4) deliver a satisfying
user experience, and 5) maintain retention and re-engagement.
Recognize that the data goes very deep — either find or become a data scientist. Finally, make
sure you determine how well money has been spent.
<Insert HSI Classification>
The Move to Predictive Analytics Evolution of Metrics , Data and Analytics
11
Diagnostic Descriptive Advanced Diagnostic
Predictive Prescriptive
Data Scientists
Low Sophistication
High Sophistication
Business Need
Analysts Business Users
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“Social Media, the FDA and You,” delivered by Josh Axelrod of Jazz Pharmaceuticals,
encouraged attendees to consider how they could help their entire company — not just the
marketing department — achieve its organizational goals. Risk management is a strategic part of
the process, and compliance and legal should be business partners with marketing. Social media
marketers on review committees must understand and appreciate risks and concerns, be able
to articulate the opportunity and its size, and provide ideas on how to reach goals and mitigate
potential risk. The number of FDA enforcement letters declined each year from 2011 to 2015,
thanks to improvements in promotional materials.
Buddy Scalera of The Medicines Company delivered a session
on “Constructing a Digital Strategy that Scales.” In terms
of visual content strategy, companies must consider three
fundamental things: 1) know “why,” 2) include designers and
3) follow a process. Content marketing is about behavior
change, so ensure you know why you are creating content and
who you are creating it for. Start with research to build your
strategy by getting out of the conference room. Then align
content strategy to the overall user journey and ensure that
you have a company action plan for your digital strategy. Finally, don’t just ask how to put content
in certain areas — ask why you want to be here.
Rebecca Gonzalez of Allergan shared a “Meeting of the Minds:
Agency and Brand (Right Brain) Meets IT (Left Brain),” in which
she covered how to get what you want from IT on one hand, and
how to work with marketing on the other hand. Gonzalez stated, “It
takes a special kind of IT to deal with brand marketing,” and there
is a real communication gap between left brain and right brain
thinkers. Agencies have “massive right brains” in terms of creative
strategy and flexibility — the right brain connects the brand with
patients. With all the churn in agencies today, the IT team keeps
the brand safe. IT offers web analytics, domain management, development, quality assurance,
deployment and hosting, among many other services. An IT digital marketing strategy team
provides creative independence for brands by separating strategy and creative from technical site
development. It does not compete with a brand’s agency, but makes moving between agencies
much easier. Tips for successful digital projects include the following: actively participate in
requirements; communicate with both teams at the same time; don’t accept finger pointing; be
willing to scale down; and set the tone — be the grown-up. Ultimately, both left and right brains
can flourish using integrated IT digital marketing strategy and agency teams.
@BuddyScalera #DigPharm
UPlize Strategic Insights for Personas
+UX
Strategy Research: Data, analysis, process
UX
Strategic Insights
Personas
THE COMMUNICATION GAP
12
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our philosophy // 8// 8
DRX APPROACH
PERSONA CUSTOMER JOURNEY MEDIA & ASSETS MEASUREMENT
& REPORTING
Who are your ideal target segments? What are their digitally targetable attributes?
Jeff Rowher of Sentient and Breichen Madej of Iroko
Pharmaceuticals delivered a presentation titled “The Promise
of ‘Digital’: Measurement,” which discussed digital’s impact
on prescriptions. Companies must recognize their ideal target
segments as well as their digitally targetable attributes. Use
the sales target call list to develop a digital target list, and then
translate targets into device ID segments. Translate patient
targets into segments that can be digitally targeted. The
customer journey begins with awareness, then transitions into
consideration, acquisition and, finally, loyalty. Measurement and reporting are a critical last
step — metrics and expectations should be measured and reported across time. Connect your
sales data to your digital data, and establish a proxy for success.
Dawn Lacallade of Live World focused on “Developing an
Engagement Playbook in Messaging Apps and Social Media,”
commenting that patient expectations are forcing companies
to shift marketing strategy, technology and engagement in
social media. Messaging apps have surpassed social networks,
and more than 60 percent of consumers have used social
media to chat directly to a brand. Furthermore, 90 percent of
consumers want to message businesses. Forrester, a research
and advisory firm focused on driving growth and connecting
clients to consumers, expects messaging apps to play a role in the customer life cycle in the
new “conversation economy.” The keys to success are scaling high-quality customer service,
screening and surveying to inform the customer journey, and aligning social goals to business
goals. Shifting to real-time customer conversations is good business.
“Using Digital to Activate HCPs and Consumers” from Will
Schwartz of Janrain observed that keeping consumer attention
is harder than ever. Getting attention from HCPs is challenging
as well — nearly half are now “no-see” or “low-see.” The
fragmented technology landscape is increasingly complex, and
the new marketing funnel extends much further than before.
For pharma marketers, security and privacy are paramount.
People are more comfortable getting personal, and patient
populations are ready for personalized medicine. It is now
essential to create personalized experiences for consumers, and to build customer identity
across the entire customer journey. The time has come to shift your marketing efforts from
targeting multiple channels to covering all channels.
Confidential 3 Confidential 3
Messaging Apps Have Surpassed Social Networks Monthly active users for top 4 social networks and messaging apps
Big 4 Messaging Apps Big Social Networking Apps
Mill
ions
BI Intelligence
3,500
3,000
2,500
2,000
1,500
1,000
500
0
10 !
New marketing funnel extends much further
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“Point of Care: Innovations and Trends,” a panel featuring Robert Palmer, Malcolm MacKenzie
and Alec Pollack of Juice Pharma; Ashik Desai of ContextMedia: Health; and Kimberly Corbitt
of Xpress, focused on the idea that innovative technology can improve healthcare outcomes.
Xpress is an elegant, doctor-driven digital platform that was designed to seamlessly integrate
with major hospital system EHRs; it delivers on-demand prescription drug information and
resources when and how doctors want them. There are a variety of options for point-of-care
today, including PCP offices, walk-in clinics, specialists, pharmacies, large hospitals and more,
and this innovation in technology can serve each of them.
Scott Nesbitt and Linda Ruschau of PatientPoint offered
a session on how to “Inspire Innovation by Integrating
Analytics with Multichannel Marketing.” PatientPoint focuses
on brand engagement solutions for the physician office.
Offices can engage patients in waiting rooms with a digital
screen program as well as in exam rooms via educational
display and interactive exam room programs. Furthermore,
you can engage physicians in clinical areas with the latest
medical news. All of this allows for communication, interaction,
education and access. The duo added that when evaluating an individual metric, there is no
single answer; you must measure the same metric different ways and apply reason to the
evaluation of any metric. There is no magic “silver bullet” metric. Tailor content and messaging
to the environment: it should be consistent but not identical.
Lisa Flaiz of Janssen warned attendees: “Don’t Let Technology Disrupt Healthcare Without
You,” stating that the U.S. healthcare industry is the most costly in the world yet it is only
ranked 37th. Reducing costs means challenging the status quo, and we must consider
treatment costs over a longer period of time. Empower patients, since disruption begins and
ends with them. They have unparalleled access to enough information but aren’t necessarily
educated. With improved access to credible information, we can provide patients more
control over their health/healthcare decisions and expect greater control from them. Buck the
stereotypes to expand the healthcare value chain: Encourage and facilitate greater exchanges
of data, and consolidate data to enable better partnerships. Big data can speed outcome-
based research. Finally, the effective use of technology will ensure that disruption results in
true progress.
Engage Patients & Physicians In
EXAM ROOMS
6
Engage Patients in
WAITING ROOMS
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Erik Dalton of Healthcasts asked, “What Do You Know
About Your HCP Customers?” and encouraged companies
to continually check their facts in order to become truly
knowledgeable. Dalton challenged the following “truths”
about doctors: doctors’ perception of pharma is low; doctors
are hard to reach; doctors have less time today than ever;
doctors don’t fully understand brands; and doctors don’t
want pharma “interfering” with inpatient care. In actuality,
HCPs value relationships with pharma: a Healthcasts survey of
physician members revealed that only 10 percent of HCPs cited pharma companies as a constraint
on physician decision-making. Per Dalton, physicians today need tailored and customized learning
methods. So how do you truly gain HCP knowledge? Challenge the facts (“What do I think I
know?”); try new ideas, systems and processes (“How can I gain new knowledge?”); and gain
feedback from your customers (“Was I right?”).
Jeff Terkowitz of Inspire and Greg Powell of GlaxoSmithKline offered tips on “Improving the Digital
Patient Journey Through Patient-Centric Social Listening: A Pharmacovigilance Story,” wherein
patient centricity starts with connected patients, patient-reported outcomes and learning from
members. In Project CRAWL, Inspire sought to contextualize real-world drug use through social
listening with a system that filters out noise, highlights important information, and is interactive
and easy to use with publically available data from multiple sources. Key learnings center on
quantity of data (a study showed 22 million potential adverse events for about 1,000 drugs via
publically available posts); timeliness of the data (traditional data can lag, so social listening is key);
and geographic diversity of data (most data is U.S.- and European-centric, while three of the five
largest users of the Internet are Asia, Latin American/the Caribbean and Africa). The study also
yielded insights on drug use and misuse, product complaints, and more. In sum, social media is
an important new data source that may offer vital clinical insights that can potentially benefit the
healthcare delivery system.
Jim Delash of GlaxoSmithKline discussed “The Art and Science of
Multichannel Marketing: Keeping Things in Context,” emphasizing
that media and creative need to be in balance, art is as important
as science, and context provides the best experience. When art and
science intersect at a high level, content succeeds. While science
informs the marketer whom to talk to, art dictates how to talk
to them. Science and art together “tells where to talk to them.”
Elements of multichannel marketing art and science are data, media,
response, regression models and strategy. In sum, Delash asked, if
art = emotion, science = logic and emotion beats logic, why do we spend so much time on science?
Engage Patients & Physicians In
EXAM ROOMS
6
Engage Patients in
WAITING ROOMS
RISKY CONTEXT
ROUTINE GUESS
Science
Art
LO HIGH
LO
HIGH
www.digitalpharmaseries.com/east 16
Meredith Ressi of DRG Digital offered a session on
“Becoming a Customer-Centric Business with Real-World
Marketing Data,” which discussed how digital and data are
transforming the industry and how to achieve real-world
customer centricity. In the disruption of the life sciences
conversion model, converging industry trends point to digital
as a core business driver for life sciences companies. At the
same time, we are riding a wave of emerging tech, data and
consumer disruptions, which are further driving the need
for transformation. Rapidly evolving customer behavior and
technological advances are prompting marketers to move
beyond the basics. Companies must now shift from a broadcast mentality and build long-term
relationships with customers, providing value in each interaction. Superior CX and support from
pharma is both wanted and expected — three of five doctors agree that pharma companies must
provide more resources along with treatments to stay relevant. Digital fuels customer centricity
on multiple fronts, including customer intelligence, engagement and service. Marketers are now
managing the customer journey as they would a product, but to deliver on customer experience,
brands can’t be afraid to forge an actual relationship with patients and caregivers. The key is to
understand how to harness and integrate the right data sources to reveal opportunities to provide
value at each stage of the journey. Tracking social and search data can help brands keep a pulse on
fast-moving changes in consumer needs and perceptions. The journey to customer centricity isn’t
always easy, but getting closer to customers through data is the perfect place to start.
“Innovative Patient Engagement: The Shift from Programs
to Solutions” from Tim Pantello of PricewaterhouseCoopers
noted that patients are beginning to break from tradition and
share more of their information. Further, patients seek digital
tools and services that lead to more effective treatment and
better outcomes. The incentives of the entire healthcare
system are aligned around one common denominator:
improving outcomes for the patient. Patient engagement
solutions today require players to collaborate across the
care continuum. Successful collaboration, then, hinges on a clear value proposition and strategy.
Pharmaceutical companies now have the opportunity to change the nature of the discussion.
Source: DRG Digital – Manhattan Research 3
The disruption of the life sciences commercial model
Converging industry trends point to DIGITAL as a core business driver for life sciences companies
Volume Digital
Specialty Mass market
Moneyball Value Mad Men
Converging industry trends point to DIGITAL as a core business driver for life sciences companies
PwC Digital Health
Patients are beginning to break from tradition and are increasingly more willing to share their data
2
Source: 2016 PwC Health Research Institute Consumer Survey
Of patients will share personal health data with pharmaceutical companies to discover new treatments.
53% 88%
78%
70%
53% A drug company
A university research center
My local health system or hospital
My own doctor
www.digitalpharmaseries.com/east 17
In a keynote session on day two of the conference, Craig Hashi
of Facebook and Ozgun Demir of Bayer Healthcare discussed
“Facebook and Bayer on Digital Health, Identifying the
Nexus,” commenting on social media and the pharmaceutical
industry today. Facebook Health’s team mission is to change
the way that pharma communicates with patients and
healthcare providers. The team is dedicated to solving real
business opportunities and challenges. For instance, pharma
companies often worried about off-label promotion in the form
of consumer feedback online, but branded pharma pages now allow companies to manage
adverse events by disabling comments and likes. The focus areas for 2017 for Facebook Health
are measurement, targeting and Messenger.
Ed Chase of Pega Systems shared “Patient Centricity in
Digital Engagement: Myth Versus Reality.” The first myth
is that one-of-a-kind programs can scale. Myth two is that
patient centricity is consistent across payers, providers and
life sciences companies. The engagement model is changing,
with drivers including precision medicine, outcome focus,
payer pressures, sales effectiveness, digital transformation
and new channels, technology disrupters, transparency
mandates, and emerging markets. Adherence focuses on
all patient interactions within a program while engagement focuses on all interactions. The
involvement of physicians and pharmacists in recruitment can increase patient enrollment in
adherence programs by up to 63 percent. The third myth is that you can be patient-centric
without technology and organizational transformation. Silos inhibit transformation and create
negative patient experiences. Challenges to patient engagement include technology, and
organizations must evolve to support the meta product around each therapy. Most existing
CRM, SFA and marketing platforms are too focused on existing models and channels. Myth
four is that patient centricity is primarily digital. Ultimately, improved patient engagement
leads to improved adherence and market share, whether that engagement is online or in
person. Finally, the fifth myth is that patient centricity is an endpoint or goal. It requires
building for change.
ProductBranded Pharma Page Today
Manage Adverse Event reporting by disabling Comments and Likes
9
A Changing Engagement Model Drivers of Change • Precision medicine • Outcome focus • Payer pressures • Sales effectiveness • Digital transformation
& new channels • Technology disruptors
(e.g. IoT) • Transparency
mandates • Emerging markets
“Sales Rep Free” by 2020?
Source: http://worldofdtcmarketing.com/
www.digitalpharmaseries.com/east 18
Chris Neuner of PulsePoint Health discussed “Programmatic
Healthcare? Why the Time Is Now,” citing the explosion of
programmatic ad spending. Healthcare, however, is behind the rest
of the market in terms of programmatic spending. Why? Healthcare
is a hard market to break into and the industry is sometimes slow to
adopt new advancements in marketing; other issues include heavy
industry regulation, a lack of education and the lingering perception
that traditional media is best. However, programmatic spending is
ideal for the industry now because more specialty drugs are being
approved than traditional drugs and there is greater movement toward targeting regional
markets. Personalization drives results.
In his presentation, John Gallo of Sunovion Pharmaceuticals elucidated “Making Non-Personal
Promotion More Personal,” stating that HCP customers are increasingly squeezed for time.
Moreover, customers today have higher expectations and they want to be in control. Content
is still king: HCPs may initially seek clinical data, but they quickly want patient materials
around disease education and other support programs. To make the non-personal a little more
personal, companies can harness big data, take advantage of the intelligence of their field
force and offer smarter content.
3
www.digitalpharmaseries.com/east 19
“Big Data, Small Content” from Dante Gaudio of Healthline
Media stated that both big data and small content are socially
inspired. Best practices for his company include developing
communities, finding patient advocates, driving actionable
insights, and delivering solutions to unmet or unknown
patient needs. Healthline Media leverages social listening to
inform a patient-centric, emotive and highly specific (small)
content strategy. The challenge is continual audience growth
of chronic-condition patients with dynamic content needs.
Chronic patients report feeling overwhelmed, alone, frustrated, misunderstood, and in need of
emotional and spiritual support. Expert content can provide both utility and the social support
patients want. Laughter is actually really good medicine. Other insights have uncovered the
importance of feeling understood and remembering to expect the unexpected. Take some
risks and then test, test, test! Be social (both inspirational and funny), be specific and be
genuine.
Sulie Anna Tay of CareSet Systems participated in a networking lunch with a focus on health
startups and digital innovators. Offering community leadership in healthcare data science,
CareSet decodes Medicare claims to guide new drug launches. They help companies get to
market faster and at a lower cost. Products include CareSet Target (physical segmentation
and targeting data); CareSet Pathway (patient journey map); CareSet Market View (Medicare
market reports); and CareSet Cube (data warehouse and data cube). Data science provides a
competitive advantage; the company is a pioneer in healthcare open data and clients today
expect more and demand data and the ability to use data insights.
ADHD Sessions: Up 3X
Sessions: 29 Things about ADHD
August September October November December
August September October November December
1.1+ million page views
Empathetic Insight #1: Laughter is a really good medicine
18
SOCIAL/INNOVATION DAY ABSTRACTS
www.digitalpharmaseries.com/east 20
In a fireside chat, Upsana Marwah of Johnson & Johnson and Jack Scanelli of Novartis
Pharmaceuticals encouraged participants that “It Can Be Done: Social Media for Prescription
Drug Promotion.” The mission of the Office of Prescription Drug Promotion is to protect the
public health by assuring prescription drug information is truthful, balanced and accurately
communicated. This is accomplished through a comprehensive surveillance, enforcement
and education program, and by fostering better communication of labeling and promotional
information to both healthcare professionals and consumers. Enforcement actions dropped
significantly between 2012 and 2016. Digital is now the main culprit, with top complaints
being omission or minimization of risk information, omission of material facts, unsubstantiated
superiority claims, overstatement of efficacy, and unsubstantiated efficacy claims. Top social
media pointers for review teams include the following: understand the strategy, know how
the platform works, maintain the asset, align on a review process and be aware of regulatory.
Infrastructure needed for success involves ownership of brands, policies on social media
engagement, community managers, a crisis plan, relationships with partners and vigilance on
platform functionality, among others.
Yishai Knobel of Help Around took attendees “From Patient
Support to Patient Activation,” citing that only three percent
of the patient population is looking for a new therapy.
Patients should be segmented based on activation level,
building knowledge and confidence along the way. Moreover,
segmenting patients requires critical information, from the
overall patient profile to products used to behaviors. In order
to understand and segment your patients, access their data
and understand it. Since there is a targeting gap following lead
generation, behavioral targeting takes advantage of patient insights. Communities can offer
patient support while targeting offers local, personalized resources. To move from support to
activation, first bring patients into a support community, then shower them with resources;
next, segment patients based on profiles/behaviors, open the community to non-patients, and
finally target and activate leads to the right therapy.
“ONLY 3% OF ANY MARKET IS IN BUYING-MODE RIGHT NOW”
3%looking for new
therapy
7%open to new
therapy
90%not thinking
about it
LEADS
“The Ultimate Sales Machine” — Holmes
www.digitalpharmaseries.com/east 21
RESOURCES FOR INFORMATION AND DISCUSSION
For more information on Digital Pharma East,
please visit www.digitalpharmaseries.com/east.
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