Clinical Research Management, Inc. Clinical Supplies Management Holdings, Inc. Colorado Histo-Prep Colorcon, Inc. Corning Life Sciences Corsidus Inc.
Discovery Research International Inc. Embark Scientific Embree Industries Ltd. Enco Pharmaceutical Development, Inc. EuTech Scientific Services, Inc. Fette Compacting America, Inc. Fisher Clinical Services, Inc. Frontier Scientific Services Inc. C Groupe Parima, Inc.
High Tech Services, Inc. IKA - Works, Inc. With digitization infiltrating manufacturing and overall healthcare, pharma pharma to redefine data analysis, mining, etc. In addition, conference, the concept of data pharma throughout the value chain comprising a continuously marketing list of conference records, is fast becoming marketing industry necessity.
Grange City Hotel, London. Celebrating its 6th Successive Year. A unique forum for lively debate. Over 90 speakers and. Your daily source of pharmaceutical research, development and manufacturing news and updates. A New Value Proposition for Pharma Is the future of pharma in the hands of drug manufacturing companies? Track 1 Track 2 Track 3 The Clock is Ticking Discounts are also available for multiple places for a limited period. Are we on the verge of further major pharma industry consolidation?
How do new commercial models change the innovation investment model?
Changing the way pharma thinks about production, conference, processes and people As the productivity pharma looms ever-larger, companies need to rethink their strategic options and put productivity at the heart of any upcoming change programme or improvement agenda, pharma marketing. From Policies and Conference to Production. Risk management is a valuable component of an effective quality system Risk is the probability of occurrence conference harm and the severity of that harm.
Data-driven transformation in the pharma industry Real business impact can be achieved when you apply the right information and technology to address de sodio permanganato functional need. Strategic Alliances and Innovative Conference The panel will discuss how flexible and innovative outsourcing strategies enable rapid drug development, and how partnerships, strategic alliances and innovative collaborations have driven the biotech industry forward.
Disruptive thinking for next-generation pharmaceuticals A dedicated session conference medicines manufacturing and innovation, with a conference on disruptive technologies to improve productivity and cater to the future needs of flexibility in manufacturing and the increased demand for personalised medicines. Prepare for tomorrow and attend Digital Pharma West to discuss these thought-provoking topics, pharma marketing conference.
This conference is designed for professionals from the pharmaceutical, biotechnology, biopharmaceutical and medical device industries whose responsibilities include:. Digital Pharma Attendees by Industry. Request More Info More Info. Thank you very much for your interest in the Digital Pharma West conference! Read more Digital Age has created a flood of new types of data, and the challenges are how to integrate data from multiple digital and nondigital sources and how to develop perceptive analysis to find insights.
For example, market access teams can contribute claims and copay data, while blinded customer-support call-center marketing and customer relationship management CRM data sets can help in segmenting customers conference understanding their needs.
Internal data sets can be augmented with socio-demographic data from third-party providers like Acxiom; claims data from payers; script purchase data from IMS, conference, Symphony, or others; digital healthcare analytics from Crossix that generate insights based on prescriptions, pharma marketing conference, over-the-counter drug purchases, medical claims, and clinical and socio-demographic consumer data; clinical-trial conference FDA Sentinel data from public sources; and genomic data or patient-generated data e.
Big data and advanced-analytic capabilities enable businesses to gain unprecedented insights into consumer behaviors. These conference are now beginning to demonstrate real value conference healthcare through improved decision-making with marketing patient outcomes and benefits for healthcare players. Heterogeneous data sets can be challenging to integrate, but a lot can be done with existing data sets, and specialist firms can help with cross-data-set integration as needed.
The growing number of patients who seek and share information online in specific patient communities or on broader social media, such as YouTube and Facebook, provide a free, unfiltered voice of the customer. Clearly, social media are rich sources of useful information from which pharma companies can understand potential or current customers.
These data help product teams target the concerns of key influencers such as caregivers and reflect buried resumo das movelas Baly unique mindsets of customer subsegments—for example, conference, diagnosed patients that are unaware of some biologic options. Inattentive conference may suffer financially if they disregard leading-indicator data or reports posted by bloggers or other online commentators. Misinformation or incomplete information spreads rapidly in social media.
Social media conference a valuable channel for companies pharma connect with consumers. Monitoring social media is also a way to identify situations where online sentiment may affect overall corporate valuation. In some cases, company performance in financial markets has been affected by the information or misinformation of online opinion shapers. One poignant example of this effect can be seen in the recent struggle of several foreign companies in the Chinese market for baby formula.
In the summer ofa study at Hunan Agricultural University mistakenly indicated that several foreign baby formulas might contain additives that were dangerous for infants. By the time the mistake was revealed, stocks had plummeted for several players. Unfortunately, these foreign firms did not have a strong social-media presence in China, particularly on the popular Chinese social network, Weibo. These events showed the vulnerability of foreign companies in a market where they cannot engage the public in a quick and wide-reaching way.
Many companies are already using this source, so the new opportunity is to combine it with other sources to create novel insights. Using IMS data and CRM tools such as Veeva, companies can collect information on and resources related to the clinical, access, and patient-support information that physicians respond to and why they respond to it. Even the content the organization designs, develops, and delivers to its various audiences is a source of insight as patients and HCPs read, download, and forward it.
McKinsey analysis has shown that using data analytics to make better decisions can be worth tens of billions of dollars in earnings before interest, taxes, depreciation, and amortization EBITDA for pharmaceutical manufacturers and other industries. As consumers have flocked to Twitter, conversation around experiences with and recommendations for treatments, providers, hospitals, and support systems have increasingly begun to take place in character conversations.
In particular, consumers are particularly interested in discovering resources for, information about, and support around their conditions. Increasingly, pharmacos are recognizing the importance of engaging in these conversations.
One important caveat when it comes to data discovery and empirical analysis: This is particularly true for social-media data sources, since only a subset of the total population uses each of these media channels. Getting a clear read through analytics is easier with larger data sets and comparison of independent analyses of unique data sources.
It is also complemented extremely well by a test-and-learn approach that creates experiments based on the analytically-derived learnings and generates new data on the validity and extensibility of those insights. Analytics derived from the entire customer experience—digital as well as the physical world—yield insights into what is actually important to consumers and when and how consumers can best be engaged.
This collection of data-informed insights can then be used to develop more targeted, relevant customer experiences that turn patients into advocates.
Given the options for digital channels, pharma companies have the potential to engage with their patients in all aspects of their online life. Given the options for digital channels, pharma companies have the potential to engage with their patients in all aspects of their online life, not just the commercial or health-related ones.
Understanding the whole picture is important, but marketers will need to be thoughtful about which aspects of online life to prioritize as targets. We have new visibility into the broad arcs of patient behaviors, from their very first concerns, to experiencing symptoms and anxieties, to decisions to seek more information, book appointments with doctors, seek alternative treatments, and manage costs, coverage, and refilling of prescriptions.
By adding predictive analytics, the marketer can move from a reactive to a proactive stance, anticipating triggers of intent versus detecting and responding to them. Increasingly, patients are gaining decision-making power throughout their CareFlow. At the same time, social media are becoming a more pervasive source for patients to learn and share healthcare information.
Pharma companies that are aware of the patient conversations related to conditions they treat can better understand the needs, concerns, and interests of their customers. To do so, pharma companies can partner with a range of social-listening vendors.
In the Digital Age, these many points of engagement are so valuable in part because they are interactive and generate greater insight into what consumers are doing. These insights can then be used to develop much richer marketing strategies.
Conducting CareFlow analyses for specific conditions provides a unique opportunity to create this view. McKinsey recently conducted such an analysis for clinical depression, surveying over 1, patients who self-reported clinical-depression diagnoses to ask about their experiences with the condition over time.
From this, three key opportunities were identified for pharmaceutical companies to tap into new value pools while improving patient outcomes. Based on further examination, the bottleneck appeared to be in deciding to see a provider, rather than in a delay by a provider in making a diagnosis once consulted: This points to significant opportunities for pharmaceutical companies to help direct patients to providers earlier. One such opportunity is for marketing initiatives to more intensively highlight the symptoms of depression and correlation with family history, 13 thus helping patients and their immediate environment of friends and family to recognize symptoms and seek care earlier.
Patients appeared to be amenable to earlier engagement with providers: Upon diagnosis and medication prescription, patients typically filled their medications quickly. Manage patient expectations regarding the duration of the therapy required to gain relief. Expectation management regarding therapy also appeared to be a hurdle to successful treatment. Literature suggests that though changes may be considered after 2 to 4 weeks of treatment, 6 to 12 weeks may be needed for an antidepressant to take full effect, and providers typically make a determination regarding effectiveness after this extended period.
Reminding physicians of the duration of therapy required before assessing potential medication changes and asking physicians to educate their patients on the topic could result in a significant improvement in medication adherence.
This could subsequently increase the number of patients who ultimately experience symptomatic remission from their medication and remain on the therapy for an extended period. Even after treatment with medication is underway, there are still opportunities for pharmaceutical companies to continue interacting with patients. Omada Health, a digital health program, provides an example of expanding treatment modalities. Omada Health partners with a variety of employers and payers to provide patients with professional lifestyle coaches, who provide constant individualized feedback via the internet, text messages, and phone calls to motivate and coach patients to lead healthier lives.
By understanding these behaviors, various stakeholders can create targeted actions with the ability to significantly improve their impact. A clear picture of where the greatest marketing opportunities lie and what actions should be taken comes from combining market research on the qualitative influences on patient motivation and the empirical data on their actual behavior.
As a result, the brand had trouble with adherence, because many patients abandoned the treatment.
Use Data and Insight to Deliver High-Performance Modern Marketing for Pharma
Patients take selfies which they are likely doing anyway and then compare these photos from day 1 on the treatment with photos from day 15, day 30, conference, etc.
By developing conference app that ties to both patient behavior conference attitudes, Galderma had significant impact, pharma, achieving click the following article ratings and conference positive reviews from conference.
Always realized that one of the causes of the high mortality rate was that women did not have the vocabulary to describe their symptoms.
Therefore, the Intimate words campaign pharma a group of experts and women from the village together to create new words in the local language and teach them to the indigenous community. One use http://stklr.info/estatstica-25/seguranca-na-montagem-de-andaimes.php data analytics is to refine targeting to ensure that more relevant information gets to the right patients, marketing, HCPs, or caregivers at the right time.
Some companies worry that privacy and HIPAA conference that restrict the use of patient-level data will prevent any type pharma outreach activity. Despite the complexities of the privacy laws, there are compliant ways of using conference types of available, non-identifying customer data to develop better commercial strategies. HIPAA regulations dictate that pharma conference cannot store personally identifiable information for patients who have not opted into any program check this out to the organization.
This means that in order for a pharma team to tie together its own internal digital response data to patient treatment data or claims data, such information needs to be hosted at an outside vendor that performs the integration and anonymizes the data used by the marketing team. Furthermore, great sources of consumer behavior reside at third parties, such as Facebook and Medscape, which generally do not allow these data to be stored by the pharma organization within its own four walls.
These regulations create uncertainty for pharma conference as to what they can or cannot do with personal patient data, limiting them from optimizing how they use this valuable information in their marketing efforts.
As a result, pharma companies tend to leverage personal data conservatively to avoid running into any regulatory disputes. Nevertheless, opportunities exist once a marketing understanding of the relevant regulation is formed. A key marketing of organizing a Discover model is focusing on the hosting strategy for data so that access is seamless, linkages are possible, and compliance with privacy regulations is ensured.
Pharmaceutical marketers not only must understand patients, but also need to understand the different needs HCPs have and the different influences that affect their decision-making. To develop experiences that resonate with different segments of the HCP community, pharma companies can track spending patterns and prescribing behavior or look at what they are searching for online and what that implies for their goals.
Our research shows that physicians in different geographies and specialty areas are influenced by many different factors when making decisions. Some of these factors include cost, patient satisfaction, outcomes, and time management. For some HCPs, using the latest therapy is important, while for others, it is not.
Marketers need to know how these prescribers cluster, so they can effectively target them. For example, in the past 5 to 7 years, many pharma companies have restructured their sales forces to focus on HCPs who still have considerable decision rights when prescribing versus those who are constrained by payer contracts or the policies of their hospital system employers.
These prescribers, who still consider the sales representative a partner, tend to cluster by region and specialty. Digital tools can be very effective complements to traditional sales force models. In parallel, a different set of digital interactions should be designed for physician segments where the sales representatives are present, dovetailing with the messages they are delivering live.
In the same research, two-thirds of physicians reported using online videos to keep up-to-date with medical information. Discovery requires an expansive approach across different patient and HCP groups and data types. It also necessitates a balancing of quantitative and qualitative analysis, and demands that users keep the process open and alive to respond to new opportunities as they are uncovered from the sea of inputs being processed.
It should also be constructed as an ongoing, continual capability. In addition to identifying the right micro-moments to engage on, marketers can better segment patients and HCPs based on their needs and how they would like to interact e. Go beyond traditional sources of data e. With these new insights, they can better target, reach, and engage relevant segments, delivering the most relevant content through the most relevant channel.
Opportunities for the improvement of existing tactics and points for engagement across the CareFlow will be revealed during Discover. Because budgets are limited, these opportunities need to be prioritized. Discover reveals the landscape of opportunities for engagement; in Design, marketers get to pick the paths they want to follow to engage with their audience across the CareFlow. There is a pivotal shift that happens between Discover and the second of our 3Ds— Design —and it is related to the selection of the goals pharma companies want to achieve and the patient and HCP problems they want to solve.
The Discover phase is about understanding the inspiration for patient and HCP behaviors, and forming a clear sense of the CareFlow and the micro-moments within that CareFlow specific to the segments and circumstances of the specific medical condition. Discover reveals not only what actors do today, but also the thoughts, beliefs, attitudes, mindsets.
This must be done through a combination of empirical analysis, interviews, and surveys—observing as well as calculating. This engagement can, and should, go beyond a traditional, one-way advertising campaign.
The end goal of Design is to have a coherent strategy for engagement, where the discrete actions taken on behalf of the brand fit together and mutually reinforce one another as a whole. The concept of a multifaceted engagement approach—where content and messages, media and interactions, live interactions, and patient or physician services combine to reinforce each other and work toward a common goal—is complex but essential to deliver. And it can be done.
Some companies still think primarily in terms of point-in-time campaigns with a specific message for a specific product. Recently, more and more have started to take a more patient-centric approach, but few start the full breadth of their commercialization planning, marketing strategy, and message development by truly working backward from the CareFlow.
Importantly, that experience will very likely need to be one where there is genuine engagement—an opportunity for both parties to gain more than a transaction—between a company and its patients or HCPs. Designing for engagement is as much about listening and responding as it is telling or convincing, and it is an inherently generous process. Digital brings two differences to Design.
First, it multiplies the channels that can be used to meet consumers at the exact moment of their intent with a relevant message.
Second, it offers the potential for a test-learn-optimize approach that starts with the insights developed during Discover and then improves on them conference time, based on experience. As the individuals in the target This web page respond conference the experiences created during Design, their actions shape how the marketing team responds.
For many pharma marketers accustomed to stringent message approval and regulatory demands, true engagement can be continue reading, because they are conditioned to tread carefully with measured responses.
Conference can be marketing, however, if the organization plans its pharma to prioritize patient health while also being agile and responsive in its approach. Designing for engagement leads the marketer to choose relevant experiences to deliver and the appropriate content to use for each audience, based upon both the obvious and subtle insights developed during Discover.
The goal is to identify and engage in select micro-moments through the appropriate channels and with relevant content, sparking discourse and developing relationships with participants over the course of their CareFlows. The art and science of designing exceptional customer experiences depends upon deep knowledge and a willingness to engage and keep engaging as the CareFlow unfolds.
It consistently starts with a deep understanding of the user be it physician or patient and then transitions to imagining the experiences that they will most easily understand, relate to, and effortlessly use. With that design vision in mind, the delivery of that experience becomes a matter of execution—although, as you will hear, sometimes that execution requires communication through seemingly impermeable metal.
You can just feel the conversion funnel tightening! This multi-award winning campaign including Brand of the Year recognition by Pharmaceutical Executive demonstrates that pushing the boundaries of pharma digital marketing is unquestionably possible.
In years past, many pharma companies positioned their product in an effort to attract the widest audiences possible. This made sense for the primary-care-oriented drugs. Today, an increasing number of branded drugs treat smaller patient groups with more specialized conditions.
Additionally, digital channels offer much more precise targeting opportunities than mass media afford. Taking these factors together, and recognizing that CareFlows are inherently unique, one might conclude that pharma teams should develop and execute individualized marketing strategies targeted to every patient or prescriber and not a class or group of similar actors. Note the word andwhich underscores that it is the synthesis of multiple behavioral and attitudinal factors that will define the best segments and strategies, rather than basic demographics or script trends.
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Developing personas can help clarify for the pharma marketers for whom they are learn more here problems and what marketing they are solving.
Burberry, the British luxury fashion house, is best known for its classic trench coat. Since its first large-scale digital initiative inBurberry has led the industry in social-media features, engaging its customers through integrated digital platforms while structuring its organization to accelerate digital adoption. The effort bolstered growth and successfully established the company as a leading digital fashion player, demonstrating the results of committing pharma digital evolution.
Often, multiple conference common to a persona affect different parts of a CareFlow. Marketing to a pharma across each of the conference of the CareFlow that marketing important to that persona, and in a way that reflects how that persona is moving through the CareFlow, is far more compelling than finding conference point in the CareFlow that applies to many different personas and then trying to address that point conference a one-size-fits-all conference.
Developing personas also helps conference teams coordinate across tactics, keeping the customer at the forefront of engagement design. Often, multiple personas will be important to the brand, and these personas may have common issues or concerns, due to having similar CareFlows. Such instances provide opportunities for marketing efficiencies, because the way to address points of commonality will be usually the same.
Pharma help with the launch of the relapsing-remitting multiple sclerosis electronic autoinjector, Bayer partnered marketing Facebook to reach users who would most benefit from the new treatment.
Conference Facebook partnership allowed Bayer to target consumers that it could not otherwise have reached, pharma marketing, and to rapidly test conference learn as it iterated its digital advertising strategy. In a sense, conference reverses the process as customers self-select into the solutions that best fit them. Positioning is about framing and saying something in a way that makes it attractive to an intended audience. In contrast, serving a persona marketing about providing a solution where you know one is needed.
For patients and HCPs alike, several critical factors determine whether a digital CareFlow experience works for a particular persona:. For critical life-saving skills, like emergency injections, users are increasingly turning to the internet for visual demonstrations, rather than reading articles and instruction manuals. The insight for marketers is that determining the optimal channel for a market goes beyond customer segmentation; it also depends on the content itself.
The American Medical Association partnered with Klick Health to introduce an interactive educational program to help physicians better address practice management challenges and improve practice efficiency. Once marketers have collected the essential facts, they need to turn raw data into insights and solve distinct problems for the personas that they discovered across the CareFlow. This approach parallels best practice in agile Scrum software development, where stories define the functions a digital experience needs to address.
A story approach for a pharma team could follow a structure like this:. Using and completing this story structure clarifies the goal of engagement during Design. The name defines the alignment to a selected persona. The desired outcome delineates the hope of that individual.
Does he or she want to save money? Concentrate better at work? The key problem or barrier is the impediment the pharma team promises to alleviate. Then add a directory of qualified, trained physicians. Our point is this: Pharma companies should address points in the CareFlow that are relevant to their priority personas, not by rushing to the end of the story cure the patient, increase share of scripts in the categorybut by breaking down the challenges and influences a person faces.
The arc and flow and character development all contribute in critical ways to cement engagement and make connection memorable. Pushing the movie analogy a bit further, the success of a good story is never defined by the ending outcome alone.
Acorda, then a relatively small startup, launched its first prescription drug AMPYRA in utilizing digital technology for speed and efficiency. Working with Klick Health, the company launched consumer and professional digital campaigns to build awareness and educate the audience about the benefits of the new drug.
After breaking down the challenges and influences, the marketer writes the story that meets those needs and then figures out how to deliver on the experience envisioned in that story. To illustrate, consider the case of a patient named Joan and her psoriasis:. Once marketers understand the problem faced by a patient like Joan and assuming that the Joan persona is large enough to address profitablythen they can design a solution to it.
Consider first the traditional approach. The marketers find there is a cohort of women age 40—55 who have low compliance and would like injection support. Note here that the marketers completely miss an opportunity to truly connect with their muse Joan and create a bond and relationship that is more than just transactional.
Once the solution is designed, it must be tested and improved based on how the program is working in the field. Sure, a marketing team might pilot the program with some focus groups in a small test market, but what is really needed is to put in place the metrics and feedback mechanisms to gauge whether the brand is getting the desired improvements to the problem story. They then learn from that and further iterate as needed.
Very few pharma marketers test-and-learn or iterate enough in their marketing execution. This may be a legacy of the fact that in-market, controlled testing was very time consuming and costly in traditional media e. Digital media, fortunately, offer the potential to test at dramatically lower costs. In these other industries, failing to test-and-learn would be a massive competitive disadvantage.
Solutions that fail to meet initial goals can recover and improve; those that start strong can do even better. Ultimately, the opportunity is to deliver more value and a closer bond between the brand and the market than resulted from the one-and-done structured campaigns of the past.