6 S e p t e m b e r 2 0 07 VIEW on Marketing THE FORUM MARKETINGTO CONSUMERS, PHYSICIANS,AND OTHER STAKEHOLDERS Our Forum experts outline the biggest challenges their b rand teams face in marketing to consumers, physicians, and other stakeholder groups. ARNOLD. Daiichi Sankyo. The biggest challenge we face when marketing to consumers is determining the media combination that will provide the greatest return on invest� ment. This is somewhat of a loaded statement because to determine the most effective media combination — for example, direct mail,TV, radio, e�mail,Web banner ads, event marketing, and so on — we also have to take into account the consumer segments we need to target; which media these targets are most receptive to; and what is success — building brand awareness, enrolling patients in a program, asking consumers to print a coupon out or complete a sur� vey and share it with their physician, increasing the persis� tence, or refill rate, of the brand, and so on. Depending on the goal and the budget, finding, reaching, and ultimately motivating consumers to take actions that will drive the busi� ness can be challenging. FALK. EMD Serono. We offer comprehensive patient� support services and programs, innovative devices, as well as broad reimbursement and patient�assistance programs for our products across our therapeutic areas to support patients in treatment and ensure patients have access to needed treatments.The biggest challenge we face is that the majority of patients don’t always know where to turn to find the necessary information they need about treatment options, reimbursement assistance, or support services to make important treatment decisions with their healthcare providers. MARINO. Actelion Pharmaceuticals. Our phar� maceutical brands treat orphan diseases where the number of patients is relatively low. This creates a challenge to find and effectively create communications with these patients; often these communcations require their respective “opt� in” to participate. ARNOLD. Daiichi Sankyo. With so many products being actively marketed in the same space to our target physician audiences, the challenge is rising above the noise level not only to be noticed but also to be able to effectively communicate our brand message — why choose our prod� uct over all of the other options — so that we can truly own some prime real estate in physicians’ minds as well as motivate physicians to change their prescribing habits and use our products. This becomes even more challenging if competitors have deeper pockets and greater resources than you do.That is when it’s important to allocate the pro� motional budget wisely, target effectively, and have a strong, relevant product message. DURRANT. Johnson & Johnson. Some of the challenges of marketing to physicians are similar to those of marketing to consumers, however, there are some impor� tant differences. One challenge is around healthcare compli� ance and the additional complexity these regulatory con� straints throw into the marketing mix. Another is the ability by Kate Guerriero The State of MARKETING arketing can be defined as the process or act of bringing together buyers and sellers. But this is just the start: keeping them together is a completely different story. Clutter, and lots of it, continues to saturate the market. Finding the “one” methodology that works for everyone is like finding a pot of gold at the end of a rainbow. One method of marketing may work wonders with one targeted audience, but deliver lackluster results for another. Print, radio, television, direct mail, Internet, e�mail, text messaging — the tactics are constantly evolving.Although marketers enjoy a seemingly endless string of options, when it comes to delivering their messages to their targeted audiences, they are left with the same challenges of 60 years ago: how to effectively bring together the different stakeholders and identify key methods of communication that encourage a healthy relationship between the different factions. M THE NUMBER OF MARKETING OPTIONS IS INCREASING.To keep pace, marketing professionals must adjust to the new climate and engage with more outside providers of communications tools and services than ever before. 0907 PVV Layout PROOFS 9/11/07 4:06 PM Page 6 7 VIEW on Marketing S e p t e m b e r 2 0 07 THE FORUM to engage through the clutter. For example, pharma mar� keters have to fight through the competitive noise and even the misinformation that the various professional stakehold� er groups may be receiving from different sources.Also, with professionals, the time pressure that’s on people means that the message has to be very engaging, meaningful, and rele� vant to their practice. It’s important to build trust with con� stituent groups. FALK. EMD Serono. In terms of healthcare profes� sionals, the products in our endocrinology franchise repre� sent mature brands and, therefore, we are focused on brand differentiation and life�cycle management initiatives. The challenge is to continuously develop strategies to differenti� ate our products from the competition by introducing new devices, product presentations, formulations, and support programs and services. MARINO. Actelion Pharmaceuticals. Because our physician prescriber base is relatively small, as compared with other traditionally large therapeutic areas, our chal� lenge is to continue to develop the base of experts who understand and know how to appropriately treat the dis� ease to provide the best care possible for patients. DURRANT. Johnson & Johnson. In different parts of the world and in different therapeutic categories the stakeholders are different. Aside from physicians, in some markets other people have prescribing rights.This might be a nurse practitioner or a physician’s assistant.There may be pharmacists who are deeply involved in the prescribing decision and other healthcare professionals checking the adherence and compliance of treatment. Managed care clearly has a very significant impact and there are other forms of managed care in markets other than the United States. Another group to consider is the healthcare policy� makers. Influencing policy is becoming more and more important as we move into resource constrained settings. Also, in therapeutic areas such as HIV, there’s a huge burden of illnesses in the least developed countries, which means that there is a whole range of other stakeholders that we need to engage with to get the medicines to the people who require them. FALK.EMD Serono. Our initiatives also are focused on building long�term relationships and collaborating with patient and professional advocacy organizations that are important constituents in the areas of education, research, clinical studies, policy issues, and disease awareness. We also market directly to nurses and allied health professionals, for example dieticians, who are involved in terms of providing patient care and supporting patients on treatment.And final� ly, on the managed�markets front, we work with these orga� nizations to help support education on the diseases our products treat, understand our specialty injectables, and streamline patient access to treatment through call centers. MARINO.Actelion Pharmaceuticals. Our market� ing efforts are designed to target all stakeholders in our spe� cific therapeutic areas. We recognize that many customers exist, beyond the obvious ones, and we reach out to as many of them as possible. In particular, these stakeholders include major patient foundations and patient�support groups. Barri Falk EMD Serono THOUGHT LEADERS # JANICE H. ARNOLD. Product Manager,Floxin Otic, Daiichi Sankyo Inc., Parsippany,N.J.; Daiichi Sankyo, the U.S. subsidiary of Daiichi Sankyo Co.Ltd., Japan, seeks to build on its history of discovery with the development of new therapies in cardiovascular disease, glucose metabolic disorders, infectious diseases, cancer, bone and joint diseases, and immune disorders. For more information, visit dsus.com. # CAMERON DURRANT M.D., MBA.WorldwideVP , Virology Global Strategic Marketing, Johnson & Johnson,Raritan,N.J.; Johnson & Johnson is a manufacturer of healthcare products as well as a provider of related services for the consumer,pharmaceutical,and professional markets.For more information, visit jnj.com. # BARRI FALK.VP , Marketing,Endocrinology,EMD Serono,Rockland, Mass.; EMD Serono’s focus is on specialized therapeutic areas, including reproductive health, neurology,and metabolic endocrinology. For more information, visit emdserono.com. # JOHN MICHAEL MARINO. VP, U.S. Marketing,Actelion Pharmaceuticals U.S. Inc., San Francisco; Actelion is an independent biopharmaceutical company that discovers, develops,and markets drugs for high unmet medical needs.For more information, visit actelion.com. One�size�fits�all marketing does not necessarily work anymore and marketing tactics and messages need to be more relevant, focused, and targeted, particularly in the specialty pharmaceuticals market. 0907 PVV Layout PROOFS 9/11/07 4:06 PM Page 7 8 Sep t e mb e r 20 07 VIEW on Marketing THE FORUM PRESSING MARKETING CONCERNS Our Forum experts address the top issues facing their marketing departments. ARNOLD. Daiichi Sankyo. A couple of our top con� cerns relate to capturing and integrating information from multiple groups that are targeting customers to have a more fully integrated customer relationship marketing approach. Another challenge is getting the organization comfortable with new tactics, such as e�marketing and e�sampling. DURRANT. Johnson & Johnson. Complexities of healthcare compliance, the additional complexity of the differ� ent stakeholder groups, and ensuring that the right pieces of the marketing mix are brought to bear are a few of my top concerns. Overall, it’s about breaking through the clutter and making plans really memorable and meaningful to the users. Having a true global perspective about how different markets operate, understanding what sort of forces are changing the landscape, and keeping talented marketers who are able to take a broad view, based on rigorous analysis, as well as being able to develop tactical, meaningful plans are other challenges. FALK. EMD Serono. Some of the top issues facing my marketing teams include differentiating our products in highly competitive and cost�controlling markets; life�cycle manage� ment and bringing innovation to our brands; patient compli� ance and persistency for specialty injectables; an increased managed�care presence with a focus on decreasing costs and increasing utilization management for specialty injectables; and reaching patients to ensure they know about their treatment options, available reimbursement assistance, and our support services so they can make important treatment decisions with their healthcare providers. MARINO. Actelion Pharmaceuticals. A basic set of core values forms the foundation of everything that we do.As we continue to grow, our ongoing challenge is to find new members to join our team who love what we do as much as we do and who fit in well with the Actelion culture. We con� sider vendors to be our marketing partners, and they are as much a part of our team as our own colleagues.The challenge for us is to develop and nurture these important relationships, especially as the number and variety of partnerships increas� es.We are always looking for every possible way to be excep� tionally innovative in our approach so that we remain one step ahead of the competition.We must constantly evolve to meet the next challenge or new paradigm.This takes solid leader� ship, which we try to foster at every level. Finally, another challenge is to ensure balance.We all work exceptionally hard and enjoy the work that we do, but we also really like to have fun. Our constant challenge is to find the right balance, and take the time to enjoy life in the San Francisco Bay area. DELIVERY METHODS Industry experts provide their insights on the most effec� tive methods for delivering their messages to consumers and physicians. DURRANT. Johnson & Johnson. We are using new media and ensuring there is a congruence of brand messag� ing through all media that are at play; this is very important. FALK. EMD Serono. We have stayed away from the broad�based DTC advertising, as our brands are all injectables in specialty, niche markets. Therefore, we have focused our communications and initiatives on direct�to�patient media and channels, such as patient support centers, online, and tar� geted advertising. And we have created relationship market� ing programs to attract patients and engage them in a dia� logue so we can continue to provide support, information, and programs that meet their particular needs. MARINO. Actelion Pharmaceuticals. Our belief is that properly trained sales professionals remain the most effective means for delivering our key messages. We work hard to make certain that our sales colleagues understand our basic strategies and are able to execute the tactics flaw� lessly. DURRANT. Johnson & Johnson.The more effective delivery methods include having robust clinical data in pack� aging that’s meaningful to the physician and to his or her own practice.This delivery might be through CME routes, peer�to� peer activities, reprints of scientific papers, or congresses and symposia. FALK. EMD Serono. I believe that the traditional model of sales representatives solely calling on physicians to deliver marketing messages is evolving into a multidimensional effort of sales representatives, nonpersonal promotion, direct mark� ing, and e�detailing. All of this supplements the reach, fre� quency of delivery, and messaging not only to physicians but to nurses and allied health professionals involved in the care of patients. John Marino Actelion Pharmaceuticals Marketers who understand the science, know the unmet patient needs, and can translate those benefits to the healthcare providers, and do it in the most ethical way possible, will no doubt be the ones who thrive in the future. 0907 PVV Layout 9/7/07 5:56 PM Page 8 THE FORUM MARINO. Actelion Pharmaceuticals. We whole� heartedly endorse the concept that having exceptionally well� trained sales representatives engaging in high�level, education� al discussions with healthcare professionals is still the most effective means for teaching customers how to effectively use our therapies in the appropriate patients. SYNCHRONIZING CHANNELS Some say the next evolution of DTC will be ETC (educa� tion to consumers),which will better synchronize market� ing channels and put more focus on e�marketing pro� g rams. Our experts discuss how their brand teams are responding to this area of promotion. ARNOLD. Daiichi Sankyo. It is well�documented and measured that the majority of people — primarily women — who are logging onto the Internet are doing so to research disease state and drug therapy information.The e�realm has to be one of the most cost�effective ways to reach con� sumers, particularly the subset of highly motivated con� sumers. We would hope that these consumers, if prescribed our drug, would be some of the more compliant and persis� tent patients. DURRANT. Johnson & Johnson. We’re certainly interested in the whole e�marketing area and using new chan� nels to engage customers. I’m not sure that ETC is that new because a lot of DTC was centered on education and disease areas as well as various therapies. So this might be just a bit of spin off on initiatives that are already in play. I think what is going to be interesting is not just having, for example, a static Website, but using things such as Podcasts, push e�mail, text messaging, and perhaps interactive TV.Those are some of the newer methods that we could use to engage customers. I don’t think that we should forget that in some markets more Janice Arnold Daiichi Sankyo With so many products being actively marketed in the same space to our target physician audiences, the challenge is rising above the noise level not only to be noticed but also to be able to effectively communicate our brand message. T h e 5 t h A n n u a l Janua r y 28 � 29 , 2008 . The R i t z � Ca r l t on . Wash i ng t on , DC Pharmaceutical Marketing Compliance Congress Exclusive Co�Sponsor: Outstanding Support Provided by: Pharmaceutical Marketing Compliance Congress Organized By: TO REGISTER OR FOR MORE INFORMATION: Phone: 800�817�8601 . Email: [email protected] . www.marketingcompliance.com The exclusive compliance forum dedicated to providing attendees with a platform for interactive learning and benchmarking while offering critical updates on current initiatives. Gold Sponsor: M o n d a y , J a n u a r y 2 8 , 2 0 0 8 T u e s d a y , J a n u a r y 2 9 , 2 0 0 8 4th Annual Invitation�Only Chief Compliance Officer Summit hosted by: Plus! Four Concurrent Pre�Conference Workshops Bio/Pharmaceutical and Medical Device Closed�Door Exchanges Executive Exchanges — Share Insights and Learn from Your Peers in These Valuable Interactive Sessions A. Primer — Fundamentals of Marketing Compliance Ensuring Compliance in Post� Marketing Clinical Research Pre�Launch Marketing Activities Strategies for Effective Compliance Training 1. 2. 3. 4. Fraud & Abuse Risk Medical Information Compliance State Laws for Sales, Marketing and Pricing C. B. And! Move Between Three Concurrent Tracks! Men t i on Th i s Ad and Save $400 on Your Reg i s t ra t i on Fee ! This offer cannot be combined with any other promotional offer, discount or applied to a current registration. Not valid with workshop only. Elite Faculty Includes: Geno Germano, President, U.S. and General Manager, Wyeth Pharmaceuticals James C. Stansel, Deputy General Counsel, HHS Sheldon Bradshaw, Chief Counsel, FDA Lewis Morris, Chief Counsel to the Inspector General, OIG Douglas F. Gansler, Attorney General, Maryland 0907 PVV Layout 9/7/07 5:56 PM Page 9 10 S e p t e m b e r 2 0 07 VIEW on Marketing THE FORUM traditional approaches, such as print and radio, can still be very powerful. FALK.EMD Serono. I think the industry already is shift� ing to a more information and education�based marketing approach to customers, whether they are consumers or physicians. One�size�fits�all marketing does not necessarily work anymore and marketing tactics and messages need to be more relevant, focused, and targeted, particularly in the specialty pharmaceuticals market. Additionally, today’s con� sumers are savvier, and they do not want to feel as though they are being marketed to. They are looking for relevant disease and treatment information that will help them make important treatment decisions with their physicians. Our brand teams are investing in ETC . Through our call centers and Website presence, as well as through electron� ic newsletters and e�mails directly targeted to patients, we strive to provide relevant educational information about the disease states, as well as support services and resources to patients. Dr. Cameron Durrant Johnson & Johnson Complexities of healthcare compliance, the additional complexity of the different stakeholder groups, and ensuring that the right pieces of the marketing mix are brought to bear are a few of my top concerns. PharmaVOICE 2007View on Marketing Survey As promotional campaigns move toward a more educational slant, we asked respondents whether they are using outcomes research in their marketing strategies. I don’t know 22.5% No 47.5% Yes 30.0% Note: Statistics are based on responses from 40 individuals 1. MARKETING CHALLENGES In light of the recent guidelines restricting direct�to�consumer advertising (DTC), we asked our survey participants to identify all the tactics they will use to disseminate their messages to patients/consumers and physicians. Because all pharmaceutical marketing is coming under heavy public scrutiny, we asked marketers whether they think companies are doing enough to quell the negative perception. Yes 14.6% No 85.4% Note: Statistics are based on responses from 41 individuals We asked our survey respondents to rate the challenges they face marketing to consumers/patients on a sliding scale. Not surprisingly, tracking ROI was considered the biggest challenge. Marketing to Consumers Challenge Difficulty on a scale of 1 (least challenging) to 5 (most challenging) Tactic 1 2 3 4 5 Getting the creative right 7% 11% 35% 37% 11% Working with multiple marketing partners 7% 15% 37% 26% 15% Complying with regulations/policies 6% 11% 32% 26% 26% Obtaining a targeted list 24% 24% 35% 13% 4% Achieving a reasonable response rate 2% 17% 23% 43% 15% Completing a campaign on budget 11% 30% 37% 15% 7% Completing a campaign on time 7% 30% 28% 26% 9% Tracking ROI 0% 6% 23% 34% 36% Making campaigns consistent across initiatives 4% 33% 24% 33% 7% We asked the same group to rate the challenges as they pertain to marketing to physicians, again using a sliding scale of 1 to 5. In this scenario, complying with regulations and policies was the biggest challenge identified by marketers, with tracking ROI just behind. Marketing to Physicians Challenge Difficulty on a scale of 1 (least challenging) to 5 (most challenging) Tactic 1 2 3 4 5 Getting the creative right 2% 14% 26% 52% 5% Working with multiple marketing partners 7% 19% 36% 29% 10% Complying with regulations/policies 7% 7% 26% 38% 21% Obtaining a targeted list 33% 35% 321% 9% 2% Achieving a reasonable response rate 0% 19% 42% 28% 12% Completing a campaign on budget 12% 31% 33% 21% 2% Completing a campaign on time 5% 33% 33% 24% 5% Tracking ROI 0% 23% 26% 33% 19% Note: Statistics for both charts are based on responses from 47 individuals Consumer tactic Response % Association sponsorships 48.7% Billboards 12.8% Cable TV advertising 18.0% Community outreach programs 41.0% Consumer magazine advertising 30.8% Direct mail 38.5% E�mail 41.0% Event sponsorships 41.0% Network TV advertising 25.6% Newspaper advertising 15.4% Organic search rankings 25.6% Paid search advertising 33.3% Patient conferences 35.9% Podcasts 12.8% Public relations 35.9% Radio advertising 20.5% Sampling programs 30.8% Websites � disease state 64.1% Websites � branded for product 61.5% Note: Statistics are based on responses from 39 individuals Physician tactic Response % Association sponsorships 56.1% Conference sponsorships 80.5% Direct mail 61.0% E�mail 58.5% Event sponsorships 51.2% Journals 80.5% Medical conferences 82.9% Organic search rankings 12.2% Paid search advertising 24.4% Podcasts 22.0% Public relations 41.5% Sampling programs 56.1% Websites � disease state 58.5% Websites � branded for product 65.9% Note: Statistics are based on responses from 59 individuals 0907 PVV Layout PROOFS 9/11/07 4:06 PM Page 10 11 VIEW on Marketing S e p t e m b e r 2 0 07 THE FORUM MARINO. Actelion Pharmaceuticals. We are evalu� ating innovative approaches to targeting and delivering our key messages.We reward risk and appropriate experimenta� tion of new ideas.We are evaluating how to educate patients better using every means possible. DURRANT. Johnson & Johnson. Marketing needs to try to get convergence around e�mail, maybe text, and interactive Websites that have flash animation to engage peo� ple to share some of their information and likewise gain value from the whole experience. I think we’ll see completely new models that we just didn’t realize would be effective. FALK. EMD Serono. Pharmaceutical marketers are shifting away from mass media that are more highly regulat� ed and restrictive in terms of costs to more customizable e� marketing where patients and physicians can access infor� mation they find relevant at a time that works for them to create a dialogue with our company over time. These include, blogs, Podcasts, Webcasts, and interactive e�mail/e� newsletters. MARINO. Actelion Pharmaceuticals. We evaluate every program that we offer for patients and healthcare providers to determine how we can enhance it with a user� friendly,Web�based, virtual environment. Our goal is to make the patient experience related to taking the therapy as posi� tive, and educational, as possible. RESEARCHING THE POSSIBILITIES We asked our experts to provide their opinions on the most effective market research methods being used today. ARNOLD. Daiichi Sankyo. Generally, I prefer some combination of qualitative and quantitative research. I still 2.WORKINGWITH MARKETING PARTNERS Source: 2007 Marketing Survey, PharmaVOICE,Titusville, N.J. For more information, visit pharmavoice.com. We also wanted to know how many different marketing companies they work with.The majority use use six to 10 different suppliers. Number of companies Response % 0 to 5 34.3% 6 to 10 42.9% 11 to 15 8.6% 16 to 20 14.3% More than 25 0.0% Most pharmaceutical marketing teams engage in partnerships with outside suppliers of services and tools.We asked our participants to select all of the services that they engage marketing partners for.The biggest area of outsourcing is to healthcare advertising agencies. Services Percent outsourced Advertising 81.1% Website design/development 78.4% E�mail marketing 70.3% Public relations 67.6% Marketing strategy 67.6% Search engine marketing (paid ads) 59.5% Branding 56.8% Print materials 56.8% Market research 51.4% Video production 51.4% Interactive multimedia (CD�ROM/DVD) 46.0% Direct mail 43.2% List rental/acquisition 40.5% Search engine optimization (rankings) 37.8% Note: Statistics are based on responses from 37 individuals Despite looming patent expirations and perceived budgetary constraints, more than one�third of our survey respondents indicated that their budgets had increased by as much as 25% in the past 12 months and 34.6% don’t anticipate any change in the next 12 months. Past 12 Next 12 months months Decreased 76% to 100% 2.9% 2.9% Decreased 51% to 75% 0.0% 0.0% Decreased 26% to 50% 8.6% 2.9% Decreased 1% to 25% 20.0% 25.7% No change from the prior year 14.3% 14.3% Increased 1% to 25% 42.9% 37.1% Increased 26% to 50% 11.4% 5.7% Increased 51% to 75% 0.0% 5.7% Increased 76% to 100% 0.0% 5.7% Increased more than 100% 0.0% 0% Note: Statistics are based on responses from 35 individuals 3. MARKETING BUDGETS We asked our survey participants what criteria they use to select a marketing partner. Overwhelmingly, capabilities were the most important factor. Criteria Response % Capabilities 94.3% Existing/prior relationship 80.0% Cost 71.4% Therapeutic expertise 65.7% Reputation 62.9% Management 28.6% Organizational structure 20.0% Global reach 14.3% Note: Statistics are based on responses from 35 individuals We then asked our participants to identify what percentage of their marketing activities they outsource to service partners. Percent outsourced 0% to 10% 2.9% 11% to 20% 2.9% 21% to 30% 8.6% 31% to 40% 0.0% 41% to 50% 14.3% 51% to 60% 17.1% 61% to 70% 5.7% 71% to 80% 22.9% 81% to 90% 20.7% 91% to 100% 5.7% Note: Statistics are based on responses from 35 individuals We asked the same group to tell us where they are investing their marketing dollars. Challenge Difficulty on a scale of 1 (least challenging) to 5 (most challenging) Marketing tactics 1 2 3 4 5 Alternate media (patient record forms, etc.) 51.6% 16.1% 22.6% 9.7% 0.0% Anatomical charts/displays 51.6% 22.6% 25.8% 0.0% 0.0% Direct mail 33.3% 18.2% 24.2% 18.2% 6.1% Direct�to�consumer advertising 37.5% 15.6% 9.4% 28.1% 9.4% Direct�to�patient programs 22.6% 19.4% 12.9% 29.0% 16.1% E�marketing (Websites, search engine 3.1% 3.1% 50.0% 21.9% 21.9% optimization, e�newsletters) Market research 9.7% 6.5% 19.4% 35.5% 29.0% Professional advertising 0% 23.5% 26.5% 32.4% 17.6% Public relations 9.4% 21.9% 40.6% 21.9% 6.3% Note: Statistics for chart based on responses from 34 individuals 0907 PVV Layout PROOFS 9/11/07 4:25 PM Page 11 12 S e p t e m b e r 2 0 07 VIEW on Marketing THE FORUM think we need qualitative to really understand the whys.Yet, I think with the advent of Internet surveys there is a lot more quantitative work being done because of its speed and rela� tive low cost compared with other methods. Specifically, I think the qualitative war gaming method of research provides great insight and allows a brand team to pressure test their mes� sages in the closest simulation of a real�life detailing situation. The only challenge with war games is that we really only get valuable results if the extended brand team is willing to invest a significant amount of time up�front in developing the sce� narios. Another type of qualitative market research that many analytical�types roll their eyes at is emotional insight research, which is typically used during the development of a new cam� paign and can include activities such as collaging exercises and scenarios such as “if brand X walked into a party, who would brand X be?” Many brand managers think this type of research is only valuable to the creative team at the ad agency, howev� er, a brand that can effectively understand and tap into the emotional component of marketing to physicians and con� sumers can use this information to help differentiate their brand. And if their imagery and messages are consistent with this emotional piece, it can make their promotional activities even more effective.There are plenty of examples of markets where the most effective product is not the market leader and being able to tap into this emotional component is key to achieving that type of success.The brand manager who doesn’t dismiss this type of research has an advantage. DURRANT. Johnson & Johnson. Whether the research is quantitative or qualitative, I think the face�to�face interaction or direct one�on�one interaction can be pretty effective. Focus groups can sometimes take on a bit of a herd mentality. Obviously, Web�based research is gaining in popu� larity. I can’t really think of one method that is more effective than another — otherwise everyone would be using that approach. FALK. EMD Serono. The most effective market research method will depend upon the objectives of the study and how we want to use the research information in our decision mak� ing. If we need more in�depth qualitative information, we would conduct one�on�one interviews or focus groups with our cus� tomers. If we need a more quantitative assessment of prefer� ence share, brand usage, or pricing, for example, we would like� ly opt for a quantitative Internet survey methodology. MARINO. Actelion Pharmaceuticals. In many ways, the most effective market research that we do is simply speak� ing to our customers as frequently as possible. We do this through a variety of traditional means, as well as through a variety of opportunities, both personally and through third parties. We pride ourselves on knowing the customers and their respective needs in our therapeutic area better than they know themselves. REGULATORY ISSUES In light of all of the recent regulations and restrictions, our Forum experts look into their crystal balls and provide their predictions as to what the marketing environment will look like in the next few years. ARNOLD. Daiichi Sankyo. I think the pharmaceutical “Wild West,” otherwise known as the Internet, will become more regulated as the FDA continues to investigate and develop guidances in this area. Right now, the regulations and restrictions on e�marketing activities are really more heavily influenced by the internal policies of each company. That’s why some companies are conducting viral marketing pro� grams and blogs, and are using MySpace and YouTube, while other companies are prevented from using those tactics based on their internal culture and level of risk tolerance. DURRANT. Johnson & Johnson. The regulatory arena is going to get tougher, which is actually pretty invigo� rating because it means there will be new opportunities that we haven’t fully grasped. By tougher, I mean that the data requirements and healthcare compliance restrictions are going to get harder. A moratorium or further restrictions on the ability to engage in DTC campaigns with new products until they’ve been around for awhile will have an impact.The pressure to demonstrate evidence and evidence�based medicine will become greater.The need to demonstrate eco� nomic value will become greater.And access to decision mak� ers is going to get harder.That just means we will have to be more creative in finding ways to engage customers. FALK. EMD Serono. With the constant buzz around DTC marketing and all of the new regulations regarding advertising and promotion of pharmaceutical products, I believe the marketing environment will need to evolve toward more customizable, personal, direct�to�patient and direct�to�physician marketing where information is readily available, on demand, targeted, specific, and personalized. The Internet will continue to evolve as a marketing tool to reach physicians and patients while also providing a cost� effective, interactive medium to connect with healthcare professionals. MARINO. Actelion Pharmaceuticals. It is phenome� nal to realize how much the practice of pharmaceutical mar� keting has evolved just in the past few years, based on the increasing scrutiny of promotional practices by a wide variety of governance bodies.Today it is almost considered “normal” if your organization has received a subpoena to investigate promotional practices, or if your organization is operating under a corporate integrity agreement, although Actelion is not in this circumstance.Who would have ever imagined that the legal department was the most direct path to the top of big pharma? But pharmaceutical marketing still has the pri� mary role to play in the commercial success of an organiza� tion. Marketers who understand the science, know the unmet patient needs, and can translate those benefits to the health� care providers, and do it in the most ethical way possible, will no doubt be the ones who thrive in the future. PHARMALINX LLC, publisher of the VIEW, welcomes comments about this article. E�mail us at [email protected].

Download PDF