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The Law of Inverse Proportionality and Pharmaceutical Marketing

July 19, 2011 By tlaroche Leave a Comment

Steve Dubansky, M.D., SVP, Medical Director, Palio

Rather than explain inverse proportionality mathematically, you can simply visualize in the above equation that when “P” increases, “V” decreases, and vice versa. If that still isn’t clear, try these:

  1. Usefulness is inversely proportional to its reputation for being useful.
  2. Car size is inversely proportional to the intelligence of its owner.
  3. The severity of an itch is inversely proportional to your ability top reach it.
  4. The availability of a ballpoint pen is inversely proportional to how badly it is needed
  5. In political debate, heat is inversely proportional to knowledge.

But is this true:

“PUBLIC SAFETY IS INVERSELY PROPORTIONAL TO THE MARKETING OF DRUGS” ?

That is, is there an inverse relationship between the aggressiveness of pharma marketing and the health of the general public? In a recent thought-provoking article by Drs. Brody and Light in the American Journal of Public Health, the author posit that increased and aggressive marketing of pharmaceuticals may help undermine the general public’s health.1

While agreeing that not all marketing of prescription drugs is bad for public health, Brody and Light attempt to make the case that the benefit:harm ratio is decreased as pharma marketing becomes more aggressive and less supervised. They believe that if pharma companies marketed their products in an evidence-based manner, there would be fewer negative effects on individual and public health. They state, “Unfortunately, with such a small percentage of the population eligible to receive the drug, an evidence-based strategy yields low sales, much to the chagrin of the shareholders.”

The marketing measures they believe responsible for more patients getting unnecessary and less-than-carefully-proven medications are:

  1. Reducing the thresholds for diagnosing diseases. For example, despite evidence that maintaining strict glucose levels doesn’t benefit most patients, guidelines have continued to lower the glucose level necessary for diagnosing diabetes. This lowered threshold raises the number of patients needed to treat (NNT), and many patients are unnecessarily exposed to the risks of a drug they may well not need.
  2. Using surrogate endpoints rather than patient-oriented outcomes. Generally, using surrogate endpoints increases the NNT for preventing hard (patient-based) outcomes. “More prevention is better than less prevention” may not be true in regard to surrogate endpoints isolated from real outcomes. The authors conclude, “Drug manufacturers sometimes find it more advantageous to market the test that measures the surrogate endpoints rather than the drug itself.”
  3. Exaggerating safety claims. An example is the professed improved safety profile of newer antipsychotics in the elderly – a claim that has proven untrue. Another example: with the presumed safety of SSRIs, patients with very mild depression are given drugs that previously would not have been prescribed for their degree of illness, drugs that they do not need but may well give them side effects.
  4. Creating new diseases. They offer prediabetes, prehypertension, and osteopenia – three “diseases” where treatment may be of no benefit but of some unnecessary harm.
  5. Exaggerating efficacy claims. They give as a cautionary example the selective COX-2 inhibitor group of NSAIDs, which, despite performing no better than older NSAIDs, had tremendous uptake due to “massive marketing to physicians and the public,” assuring both groups these drugs were more effective and even safer than standard NSAIDs. Then there was a push to recommend them for prevention of colon polyps. At about that time the increased cardiovascular risks became so obvious that one of these inhibitors – rofecoxib – was removed from the market.
  6. Encouraging unapproved uses. Since this practice is illegal, it’s only when a company is fined for off-label marketing that we become aware of it. Recent examples are gabapentin and olanzapine, but there are many others. A 2003 report showed 60% of antipsychotic prescriptions were off label, and 75% of all off-label prescriptions generally lack evidence of benefit.2

The authors raise some thought-provoking issues for modern pharma companies and their promotional partners to consider. The relevance of their concerns can be debated, but the fact remains: drugs can be dangerous. Prescription drugs annually appear to cause about 46 million adverse reactions, 2.2 million hospitalizations, and 111,000 deaths annually in the United States alone.3 On the other hand, during 20 years of practicing oncology, I and my colleagues often reminded ourselves and our patients that the only thing worse than the side effects of chemotherapy was no chemotherapy when patients needed it. That’s the key: for patients who need the drugs, drugs can be life changing and life saving.

We in pharmaceutical promotions must aid the FDA in “helping” the pharma manufacturers police themselves, and, to paraphrase Abraham Lincoln, to behave according to the better angels of their nature. The public health demands that of us.

References:

  1. Brody H and Light DW. Am J Public Health. The inverse benefit law: how drug marketing undermines patient safety and public health. 2011; Mar;101(3):399-404.
  2. Stafford RS. Regulating off-label drug use-rethinking the role of the FDA. N Engl J Med. 2008; 358(14):1427-1429.
  3. Light DW, ed. The Risks of Prescription Drugs. New York, NY: Columbia University

Palio is an advertising agency revolutionizing pharmaceutical and healthcare marketing to create experiences that will Never Be Forgotten.

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Filed Under: Advertising, Industry Trends, Media, Medical Strategy, Oncology Tagged With: American Journal of Public Health, marketing, Public Health

The Internet is Not a Farmhouse in Vermont

February 28, 2011 By jfisher Leave a Comment

Mike Radigan, Copywriter, Palio

Whilst scouring the vast expanses of the information superhighway, I recently came across a very interesting article on a 19th-century advertising war that played out in the countryside of northern Vermont. As a person who’s interested in history, art, entertainment, and advertising, the story was intriguing to me on many levels.

We all know that everyone loves the circus. Children and adults alike have long enjoyed the spectacle of these traveling extravaganzas.

While this type of entertainment continues to draw crowds today, it was during the Victorian Era that the art form basked in its golden age.

Traveling circuses originated in a time before electricity, when society was largely agrarian and rural isolation was widespread. The arrival of a circus was a highly anticipated event – one that country folk would jump at in the hopes of staving off the monotony of life on the farm. They were places to see and be seen.

Victorian circus promoters like the legendary P.T. Barnum had to be savvy marketers if they wanted to fill seats. They had to let potential ticket-buyers know that something amazing was on its way, and that these customers should be first to see it for themselves. The answer was simple, and made sense given the absence of modern forms of communication such as television, radio, or the Web.

During the golden age of the American traveling circus, posters were the main form of advertising and promotion. These beautifully illustrated works of art were large and vibrant, capturing the imagination of anyone who happened upon them – the glitzy Adobe Flash of their day.

Circus owners typically employed roving bands of advertising shock troops who would travel ahead of the wagon train searching for the best places to display the posters. Oftentimes, these advertising agents resorted to purchasing space on the sides of barns and houses from farmers in exchange for tickets.

When competing circuses had overlapping territory, advertising space was in demand. This is where the story gets really interesting – and it’s where the article featured on The Art Newspaper’s Web site picks up.

In 1991, homeowners renovating an old house in northern Vermont were surprised to find layers of circus posters that had been long covered over by exterior siding. Realizing the age and value of the find, the original boards to which the posters were affixed were donated to the Shelburne Museum in Shelburne, Vermont.

There, researchers found layer after layer of posters that multiple waves of competing guerilla marketers had pasted over those of competitors. When one poster went up, another circus’ men would soon come along and put up a new one right over it. And so went the back-and-forth dance of the circus advertising battle.

Now you may be asking yourself, “What does this story mean for today’s marketers?”

If anything, it teaches us a lesson on the power of technology and what is now possible in the information age. The Internet is a game changer. No longer are marketers limited by the physical restrictions of advertising space. No longer is it as easy as it once was to drown out or cover up messages that compete with yours.

Competition will always exist. But nowadays, the playing field is fairer. Everyone has the same chance to let their voice be heard, whether it be a teenage blogger or a Fortune 500 company.

On the Internet, everyone has the same opportunity to share, the same space to disseminate information, and, if done correctly, the same chance to have share of voice. The reality is no different for pharmaceutical companies. They have the same access to what one could consider to be an infinite number of farmhouse walls – all of which can be covered in material of any type designed to reach any number of audiences.

Of course, the Internet is not a farmhouse in Vermont. And we’re not selling glimpses at elephants and bearded ladies. But the lessons of advertising still apply in the same ways they did over a century ago. It’s about knowing your audience and sharing information. It’s about featuring a product and shaping impressions. Only the mediums have changed. And with that change comes the potential for unbridled opportunity.

So take a look at this thought-provoking article and see for yourself where advertising once was. And while you’re at it, take a moment to consider the medium you’re using to view the article and the power it holds for advertising today.

Palio is a full-spectrum global pharmaceutical and consumer advertising, marketing, and communications agency that excels in brand creation and specializes in brand strategy, product launches, global marketing, and digital and integrated media.

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Filed Under: Creative Tagged With: Advertising, circus, guerilla marketers, marketing, P.T. Barnum, posters

What are QR Codes?

February 1, 2011 By jfisher Leave a Comment



From Catlin Renaud, Research Analyst, Palio

QR codes, also known as quick response, are a new way to interact with consumers. The QR code, which can be scanned by most smart phones instantly connects users to media via their phone. These two-dimensional codes turn print media into interactive media. The attached presentation aims to give readers an understanding  of what QR codes are, how they can be used, and some possible problems associated with this type of media. We hope you find this presentation helpful… please let us know! And you can also see a little more about QR codes by reading our own Chau Ho’s previous post as well.

Download QR Codes Presentation

Palio is a full-spectrum global pharmaceutical and consumer advertising, marketing, and communications agency that excels in brand creation and specializes in brand strategy, product launches, global marketing, and digital and integrated media.

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Filed Under: Media, Technology Tagged With: Advertising, apps, digital contexts, iPhone, marketing, QR codes

Are You a Marketer at Heart?

December 30, 2010 By jfisher Leave a Comment

From Todd LaRoche, EVP, Managing Director of Creative, Palio

If I asked you, “Why do you work in advertising?” what would your response be?

Would it be for the creativity? For the fact that every day brings new and different challenges along with our fast-evolving communications technology? Would it be because you’re passionate about brand building and helping to create a product’s success in the marketplace? Is it because you’re a marketer at heart?

My guess, based on what I see around me, is that not enough of us are in advertising because we are marketers at heart… but more often because it’s a job… “it pays the rent.”

What is it to be a marketer at heart? Think about it. It’s not about wanting to service a client’s needs (although that’s an important business objective). It’s not about doing something as fast as possible for as cheap as possible (another business objective). It’s not about working to ensure the bottom line of your marketing organization is as healthy as it can be (very necessary). It’s not about managing your agency’s resources/talent to work as efficiently as possible, it’s not about meeting project deadlines, etc…. although all of these things are basic business requirements.

Being a marketer at heart is something that comes from within… a genuine commitment to the idea of changing behavior and to the smarts, the skill, the artistry that’s required to do it. So while you’re running around in the name of service and money management and creation, take a minute every so often and ask yourself the question, “Why am I in advertising?” If your answer keeps coming back to something about servicing your client or driving the profitability of your organization, I suggest you dig down a little deeper and look for something more sustainable to fuel your marketing career.

Palio is a full-spectrum global pharmaceutical and consumer advertising, marketing, and communications agency that excels in brand creation and specializes in brand strategy, product launches, global marketing, and digital and integrated media.

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Filed Under: Advertising, Career, Creative Tagged With: Advertising, business, career, marketing

The 20 Best Social Media Campaigns – Ever!

August 23, 2010 By jfisher Leave a Comment



From Mike Myers, President, Palio

There isn’t a week that goes by in recent months that a client or media publication doesn’t reach out to us to discuss social media. It’s the new “thing,” and everyone wants to make sure that they aren’t missing an opportunity to use social media to effectively market and manage their brand.

Surprising to some, social media isn’t that “new.” It’s been used in various ways for years. Yes, social media on the Internet.

Forbes Magazine put out a great article last week reviewing their analysis of the Top 20 social media campaigns. We thought it was well done and very interesting. A quick review will show you how clients and brands have been creating buzz and engaging customers for well over 10 years using the “latest rage.”

We’ve taken the original Forbes list and commentary, placed it into PowerPoint for easy review, provided a set of worthwhile and interesting links, and embedded it here via a SlideShare plug-in for WordPress.

If you’d like to download it for yourself, here is the link.

Palio is a full-spectrum global pharmaceutical and consumer advertising, marketing, and communications agency that excels in brand creation and specializes in brand strategy, product launches, global marketing, and digital and integrated media.
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Filed Under: Social Media Tagged With: Forbes Magazine, marketing, Mike Myers, Palio, social media

52 Cool Facts About Social Media

August 12, 2010 By jfisher Leave a Comment



From Mike Myers, President, Palio

We’re big fans of Michael Gass’ ‘Fueling Ad Agency New Business’ blog. He regularly posts interesting insights that are worthy of a read regardless of your position or industry.

Michael recently wrote a blog post entitled “52 Facts About Social Media for Ad Agency New Business” that drew from a blog post by Danny Brown.

This summary is directly drawn from the content that these two published. We found it interesting, timely, and worthy of passing along.

Palio is a full-spectrum global pharmaceutical and consumer advertising, marketing, and communications agency that excels in brand creation and specializes in brand strategy, product launches, global marketing, and digital and integrated media.
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Filed Under: Social Media Tagged With: Facebook, LinkedIn, marketing, Mike Myers, Twitter, YouTube

The 60-Second Guide to Understanding DDMAC’s Guidance on Pre-Launch Communications

July 14, 2010 By jfisher Leave a Comment

From Geoffrey Sheldon, VP, Brand Planning Director, Palio

One of the biggest factors in ensuring a successful launch of a new prescription drug lies in a marketer’s ability to generate pre-launch buzz and brand name awareness. Unfortunately, this is often easier said than done, due to restrictions by DDMAC on what can and can’t be said about products in development.

So what are the allowable forms of pre-launch promotion, and what can you do as a marketer to generate that critical pre-launch brand awareness while staying compliant with DDMAC’s guidance on prelaunch promotion?

If you need a quick answer to this question why not take a minute out of your day, and read “The 60-Second Guide to Understanding DDMAC’s Guidance on Prelaunch Communications”

As the title implies; it’s a quick, easy, yet informative read.



No Slideshare account?! Download it here – The 60-Second Guide to Understanding DDMAC’s Guidance on Prelaunch Communication

Palio is a full-spectrum global pharmaceutical and consumer advertising, marketing, and communications agency that excels in brand creation and specializes in brand strategy, product launches, global marketing, and digital and integrated media.
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Filed Under: Advertising, Brand Planning, Industry Trends Tagged With: Advertising, DDMAC, marketing, pre-launch

Social Media: Are you willing to pitch ideas with a 50% chance of failure?

July 2, 2010 By jfisher Leave a Comment

Image reprinted from: Spam I am, A viral marketing book suitable for bedtime: http://farisyakob.typepad.com/blog/files/spam_i_am.pdf

From Geoffrey Sheldon, VP, Brand Planning Director, Palio

When the question of an advertising agency’s role in a corporation’s, or brand’s, social media platform was raised at a recent panel discussion about Social Media in Heavily Regulated Industries (hosted by Digital Somethings, with senior communication managers from Deutsche Bank, Jet Blue, Pfizer, and PR Newswire participating on the panel) the message was very clear: The agency’s role is not to build or run a company’s social media efforts, but to provide insight and ideas about how social media channels can be optimized to build brands and drive sales.

Unfortunately, for agencies pitching social media ideas, that’s a high-risk proposition. Like any other new, unproven, and hard to measure media, the likelihood of failure is extremely high. It is estimated by the market research firm Gartner that 50% of the social media initiatives by Fortune 1000 companies in the near future will fail… and what agency wants to be attached to a high profile failure?

So how does one minimize this risk, yet still provide the thinking that clients are looking for?

One can learn a lot by observing the successes and failures of other brands; and you don’t have to dig very far into the numerous case studies and examples of “social media success stories” and “social media failures” to quickly see some interesting patterns into what works and what doesn’t in this space.

What I found particularly interesting is that the brands that appear to have had the most success in the social media space (or social channel, as I like to call it) are the ones that have remained true to their brand. Looking specifically at Best Buy, Dell, Comcast, Obama and Jet Blue (all brands that are touted as high-profile social media success stories), their activities in the social channel are all tied together by a common thread: commitment and consistency. What has worked for these companies/brands is that, in addition to providing consumers with something useful (be it content/offers/information/a place to interact) and maintaining constant updates and real-time responses, all of their social channel tactics are seamlessly integrated into their overarching brand and communication strategy. The result, one brand, one voice, regardless of channel.

On the flipside, failures tend to be associated with not adequately supporting and maintaining social channel tactics, or allowing the tactics to deviate from their overarching brand strategy. Read through a few of the examples in Jennifer Leggio’s article “Nine worst social media fails of 2009… thus far” and you will see that it was simply a lack of commitment and/or consistency that was the cause of many of the problems with some of these social channel flops.

Overall, developing ideas that work in the social channel, is very much like developing ideas for any other media channel, and the success stories all seem to follow these 5 basic principles:

  1. Clear communication objectives
  2. In-depth target audience understanding
  3. A long-term commitment
  4. A voice/personality that is consistent with the overarching brand
  5. A consumer benefit

Keep these principles in mind at your next ideation session and you might just avoid falling into the 50% trap.

Palio is a full-spectrum global pharmaceutical and consumer advertising, marketing, and communications agency that excels in brand creation and specializes in brand strategy, product launches, global marketing, and digital and integrated media.

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Filed Under: Brand Planning Tagged With: Brand Planning, marketing, Pfizer, social media

Agency Consolidation: Is Bigger Always Better?

June 4, 2010 By jfisher Leave a Comment

From Steve Dubansky, MD, SVP, Medical Director, Palio

Let’s say you’re an oncologist with 25 years of experience in patient care, research, and teaching. You’re now working in a medium-sized pharmaceutical ad agency, and you’re the medical strategist and writer responsible for a small molecule tyrosine kinase inhibitor called pinkiemib, the first successful biologic therapy for cancer of the fifth finger. NouveauRx Pharmaceuticals, the originator and promoter of pinkiemib, is excited with the possibility that this will be their much needed blockbuster product, and you and your team are excited to help them promote it.

You’ve been working closely with the pinkiemib brand team for almost 2 years. You’ve recently developed a series of advertorials, and you’ve written content for its disease state awareness Web site. Concepts have been developed and testing is well underway. The client likes you and your agency team, and the feeling is mutual. The product is set to launch in 6 months. All’s right with the world.

This idyllic picture is suddenly and unpredictably shattered when your agency is told by NouveauRx that they have decided to consolidate their entire $175 million dollar advertising business with the McPharmold Group, an agency holding conglomerate with offices just about everywhere. Nouveau is looking for consistency and cost efficiencies. Their executives feel that they’re not getting back enough in return for their marketing dollars. More worrisome, their marketing dollars are not nearly as effective as their major competitors’.

So you and your agency are out the proverbial door, kicked to the proverbial curb, to the dismay of your now good friends on the pinkiemib brand team. You’ve lost out to a bigger company with multiple subsidiary agencies. Bad for you but good for NouveauRx. Or is it?

While there are undoubtedly reasons to trim the fat, cut costs and consolidate, the old adage, “penny wise pound foolish,” comes to mind. Certainly Nouveau’s costs may be lower with their new agency than they were with yours, but will that translate into improved pinkiemib sales? However, promises of access to the “best talent” and providing economies of scale are often mutually exclusive. Oftentimes neither promise is kept.

Will this new conglomerate have an agency with a team so smart that they can handle the now incredibly steep learning curve that’s staring them in the face?

Will this new agency have someone with the scientific acumen that you and your agency team has in this specialty area… yours gleaned over 25 years, and your colleagues’ gleaned with your guidance over the past 2 years?

Will the new agency have experienced account personnel with the time and the insights to handle pinkiemib on a day-to-day basis, or will Nouveau’s baby be left to bright (hopefully) but inexperienced and perhaps over-their-heads junior account people?

Will McPharmold’s agency have the same quality of creative people, steeped in learnings from first-hand observation of qual and quant research like your creative team? Will they even have brand planners, and, if they do, will their planners have the same depth of understanding of the 5th finger cancer marketplace, as does your agency? Can the new agency provide invaluable support with research and analytics?

Will the new team have the passion? Will they develop that never-to-be-underestimated great working relationship with the pinkiemib brand team?

There’s more to life and business than consistency and efficiency. I believe they’re both overrated. I agree with Aldous Huxley, the British writer and humanist, who said both, “Consistency is the last refuge of the unimaginative,” and “The worst enemy of life, freedom and the common decencies is total anarchy; their second worst enemy is total efficiency.”

Could Bayer, Sanofi, GlaxxoSmithKline, and Johnson & Johnson be wrong? Possibly. They all have been wrong before. But then again, what do I know. I’m just an oncologist with 25 years of experience.

Palio is a full-spectrum global pharmaceutical and consumer advertising, marketing, and communications agency that excels in brand creation and specializes in brand strategy, product launches, global marketing, and digital and integrated media.
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Filed Under: Industry Trends, Medical Strategy Tagged With: Advertising, agency consolidation, marketing, Pharma

Anyone Ready Yet for an Evolved Approach to Agency Compensation?

February 15, 2010 By jfisher Leave a Comment

From Mike Myers, President, Palio (@mmyerspalio)

Last year, I had a breakfast meeting with James Chase (Editor in Chief of Medical Marketing & Media) and Scott Dattoli (Publisher). Over coffee and pastries, we discussed a range of topics with a broad objective of getting to know each other at some level.

Near the end of our time together, I started bemoaning an issue that’s bothered me for years in the agency/client relationship dynamic. Like many things that cause problems in business and personal life, it involved and still involves money.

As a result of my enthusiasm on the topic, the kind folks at MM&M asked me to write an article on the subject. Entitled “Cash for Ideas” and published in their June issue of last year, the article focused on the fact that most agency compensation models seem to be counterintuitive to motivating an agency to be inspirational.

I likened the current compensation dynamic to a situation where people don’t want to admit or don’t recognize that something is amiss like the classic story “The Emperor’s New Clothes.” I won’t repeat all the points of my article here as the link embedded in the article name above can provide you with some thinking on this subject in broader detail. I will, however, share with you a few key points:

  • The multimillion dollar idea for a client is really worth no more to an agency than the 15 minutes of coded time that it took to come up with, the pride associated with its creation, and any associated recognition that might come too
  • This approach to compensation sends the wrong message and has the potential to motivate the wrong type of behavior
  • This system has enabled many to lose sight of what’s really important in this business—ideas
  • There are a lot of agencies that would be happy tossing the current system out the window and having clients pay for the value of their ideas instead of the time it took to create them

If you’re reading this and open to a new approach to agency compensation which is already being implemented by the likes of Coca Cola, P&G and others, give us a call. If you have an opinion on the subject, please share it. We’re willing to try something “new” or at least discuss alternatives. Are you?

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Filed Under: Advertising, Industry Trends Tagged With: Advertising, agency compensation, Coca Cola, marketing, Mike Myers, Palio, Procter & Gamble
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