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Selling Science Smartly: Pfizer's "More Than Medication" Campaign « ScriptPhD - 0 views

  • The cleverness of CP+B’s “More Than Medication” campaign is 50% in the content that’s there, and 50% in the content that isn’t. Missing are the saccharine smiles, ridiculous athletic feats and idyllic dalliances of perfectly healthy people that never took the medication they’re purporting to be endorsing. Rather than portraying people who could be anyone (or, sadly, no one), these ads are the antithesis. “More Than Medication” is about life—mundane, radiant, lifechanging, heartbreaking. Through all of these milestones, Pfizer is attempting to build relationships one person at a time, and be a valuable presence in their healthy lives at their most important stages. Only time will tell if the campaign pays dividends, but as advertising strategy, it’s brilliant. Pharmaceutical companies rely on wholescale batch assembly at every stage of development, from searching for molecules as drug candidates, to researching them, to the mass production thereof. In fact, the fermentation tanks developed by Pfizer that enabled the first-ever mass production of penicillin during World War II became a national historic landmark in 2008. This doesn’t dictate that pharmaceutical ads must follow the same standard operating protocol.
  • Beyond “reinventing” pharmaceutical advertising, the “More Than Medication” campaign taps into an important (and growing) wellness zeitgeist being embraced by the professional and private health care sectors. Within the last few years, emphasis has shifted significantly from medication to meditation, pills to pilates, and technology to tofu. Individual preventitive care, including eating habits, exercise, healthfulness beyond chemicals, and individual responsibility, has been gaining momentum as a critical component of modern medicine, nowhere more than in how it is advertised. Kaiser Permanente’s enormously successful and popular “Thrive” campaign, recently expanded to the tune of $53 million, has echoes the welness call to arms of Canada’s “More Than Medication” spots. Internal documents indicate that the 2004 campaign was launched to combat a declining membership of 150,000 in a similarly reviled industry (health insurance). The initially modest reach has since expanded to print, outdoors, television and radio.
  • Pfizer supplemented their television spots with an interactive website that offers resources for individuals and their families, including eating better, strengthening mind and body, practical life tips, and places to find help to achieve these goals. In doing do, the pharmaceutical behemoth rebrands themselves as in touch, personally connected on an individual level and convey that they care about their patients’ health even if it means never having to take one of their medications.
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  • The client wanted to create a bond of trust with consumers. Research showed that consumers don’t trust drug companies, and believe that they put profits before people. In Canada, we also have health care system issues with limited physician access and pressure on doctors to spend less time with patients. Canadians feel powerless when it comes to their health. We knew that in order for Pfizer to build trust, we had to show Canadians that Pfizer’s point of view was different from other pharmaceutical companies; that, as a company, they believe that wellness is not achieved by taking pills, but about a more holistic, balanced approach that doesn’t require any of their drugs at all. “More Than Medication” was the freshest and clearest expression of our core idea. It takes a lot of people by surprise that a pharma company would take such a stance.
  • e couldn’t let the work we did reinforce any of the negative perceptions of the pharma industry. We took the completely opposite tack to traditional pharma campaigns which typically focus on research and innovation and how that benefits people. Ultimately, those messages don’t resonate because they are company focused, not people focused. To break through, Pfizer had to shed all of the baggage and aim for a more insightful, emotional high ground which no other pharma company has done, even to this day.
  • “More than medication” is more than a campaign – it’s a mantra that has positively impacted how Pfizer behaves as an organization. It’s been culture shifting for them. Externally, it has raised brand scores across a variety of metrics, trust being one of the
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Sanofi aurait étudié un déménagement de son siège hors de France, Actualités - 0 views

  • Le groupe pharmaceutique Sanofi a étudié une délocalisation de son siège parisien à Londres ou aux Etats-Unis, un projet qu'aurait bloqué le président du conseil d'administration Serge Weinberg, écrit Le Journal du Dimanche.
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Industrie du médicament : mettre la fiscalité en perspective - 0 views

  • MM. Daniel Cohen et Thierry Verdier,
  • le « business model » de la pharmacie tend à scinder de façon de plus en plus nette les différentes étapes du processus. Les innovations sont laissées à des « start-up » innovantes, les grands laboratoires prenant en charge le développement et la commercialisation de la molécule. La recherche comprend la phase d'identification des cibles, de criblage, d'optimisation des prototypes et les examens pré-cliniques. Le développement comporte toutes les phases en aval, jusqu'au dépôt du dossier »50(*).
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Understanding new influences acting on healthcare practitioners: Gaining a 360-degree v... - 0 views

  • healthcare practitioners (HCPs)
  • 1. Managed care-driven2. Patient-driven3. Technology-driven
  • The following questions are being tested in industry research to better characterize the new influences and to set up more insightful metrics of brand performance: How does the influence affect the strength of the relationship between the prescriber, company, and brand?  Can relationships with HCPs be strengthened by indirect influences, such as social media?  Regular assessment of relationship strength and corresponding value delivered is critical for brands operating under new commercial models. How does the influence support or contradict the brand's value proposition?  One metric to consider is believability of the brand's message in light of new influences being exercised. For example, peer-to-peer experiential dialog via the Internet may substantiate or significantly weaken the brand's claims. A metric of "customer alignment" is required and can be quantified by mining the dialog. To what extent does the influence help or hurt company communication and education efforts, including personal promotion?  The emergence of widely accessible technologies for sharing information has the potential to spread incomplete, biased, or worse, inaccurate information, which may change the nature of discussions between reps and HCPs. Field organizations must understand and address misconceptions and objections that develop more quickly in today's highly-connected environment. At the heart of today's influences are two related goals: containing costs and understanding comparative effectiveness. Measurement programs need to consider both these drivers to effectively evaluate brand performance. Measuring the impact of a pharmaceutical
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  • brand on patient outcomes and cost containment is still in its infancy as a commercial business practice. However, new metrics about cost and value are taking shape, even if they are not yet on the brand's balanced scorecard or performance dashboard. A good starting point for using new metrics is to assign them only to new influences initially. They could then be expanded to traditional promotion and education activities.
  • Penetration: increase in the number of active presribers of the brand   Treatment Rates: increase in patients diagnosed and treated Disease Intervention Rates: decrease in the time to assess and treat first-line failures Patient Compliance/Adherence: increase in patient compliance with regimen
  • The first step is expanding (or at least re-deploying) resources for measuring the extent of HCP exposure to influence sources and the resulting behavioral change. Commercial analytics teams can begin by creating an influence map indicating the corresponding sources of data available
  • As a second step, brand managers should look for gaps between the findings and their brand strategy and promotion plans. Within the brand plan, it is helpful to include a list of major influences acting on HCPs and to plan a set of programs against these influences. Each year, the brand plan should have a few promotional "R&D" elements that offer more insight into the impact of new influences and how well the brand team is addressing them.
  • Once influences are identified, prioritized, and included in the brand plan for observation and future action, the third step-tracking and assessing impact-can begin. This involves adding a few Key Performance Indicators (KPIs) such as brand penetration, productivity, and adherence on the brand dashboard to monitor the spread of the influence, and to track how well the brand is responding to these influences.
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