In health, it has always taken partnerships to communicate with and serve an audience in a meaningful way; businesses of all sorts have long been a mash-up of skills in art and a host of sciences. That hasn't changed. Partnerships can often be arrangements of conformity: acquisitions or vendor relationships crafted to help validate the version of the story the entity in the catbird seat has chosen. These only help strengthen the forces governing the gravitational pull of the familiar.
A story I read recently in "The New York Times" by Bruce Feiler ("Whom Do You Tell When You're Sick? Maybe Everyone You Know") has been on my mind for weeks. The piece explored people's ideas about when and how and to whom to disclose their medical conditions, and in it, neuropsychologist and A.L.S. specialist Paul Wicks of Patients Like Me, an online support network with more than half a million members, said, "The value of a tweet-length piece of information can be the difference between life and death."
A little over a year ago, we were challenged to present an idea on how to launch a health-tech device in an already cluttered and rapidly growing marketplace. This opportunity forced us to get under the hood and think differently about one of the most complex problems in health care today: compliance and adherence to medication.
From retail to banking to hospitality, progressive industries are embracing advanced customer relationship (CRM) technologies to create positive and personalized experiences for consumers. Due to its overwhelming success, particularly in recent years, the CRM industry is booming with no sign of slowing down. In fact, according to Gartner, the CRM software market is expected to reach $36.5 billion this year, up from $26.3 billion in 2015.
Right off, let's assume the best of all possible worlds for pharma marketers. Let's posit the existence of the totally available physician. What would that look like?
Every action has a reaction in both physics and effective marketing plans, and modern CRM has allowed healthcare marketers to design business rules tailored to individuals at specific stages in their patient journeys. These steps are defined by if/then statements that anticipate an action and adapt the campaign to create a truly "smart" journey.
As an SEO professional focused on the healthcare industry, I regularly come across articles declaring that "SEO is Dead!" For the most part, these are reactionary pieces in response to some sort of shift in the search landscape, such as Google removing access to keyword-level data in analytics. To an extent, these articles are right. SEO is dead. However, it's not that simple.
In 1960, E. Jeremy McCarthy defined the 4Ps conceptual framework for marketing decision-making - Product, Price, Place and Promotion - thereby documenting the fundamental marketing forces that dictate the ultimate success of the product in the marketplace. In the nearly six decades that followed McCarthy's marketing mix concept, those marketing fundamentals have not changed.
Why the keys to innovation, creativity, and self-actualization lie in how we think.
"Story" is a well-worn term in healthcare marketing. We call Facebook posts "stories," sales aids "brand stories" and anyone who creates them "storytellers." We use the term because we want communications to engage and transport with the power of a well-told story. Yet, with the highly regulated language of health marketing, our stories often land flat.