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EXECUTIVE SUMMARY

www.digitalpharmaseries.com/east

E A S T

10th Annual


CONTENTS

INTRODUCTION 3

DIGITAL TECHNOLOGIES DAY ABSTRACTS 4

MAIN CONFERENCE ABSTRACTS 7

SOCIAL/INNOVATION DAY ABSTRACTS 19

RESOURCES FOR INFORMATION AND DISCUSSION 21



www.digitalpharmaseries.com/east 3

INTRODUCTION

If you weren’t able to join us, here is what you missed at ExL Pharma’s 10th

Annual Digital Pharma East conference.

Dedicated to “truly embedding technology across your enterprise,” the 10th Annual

Digital Pharma East summit was held October 24-27, 2016, in Philadelphia. The most

engaging life sciences marketing conference worldwide, this year’s event was home

to more than 800 attendees; 120 senior-level life science speakers; and 55 keynote

presentations, case studies, fireside chats, interviews and panel discussions.

Conference attendees listened to CEOs and senior managers share their

perspectives on the evolution of business models and the shift from products

to solutions. Over the course of four days, delegates learned how to integrate

specialty medicine with the sales force and wider business model, developed an

overarching consumer engagement strategy, discussed the utilization of digital

disruption innovation to unlock hidden value, discovered how to align digital tool

development with the business strategy, and much more.

The 10th annual conference was set apart by its C-level and senior management

perspective, a unique Digital Technology Day focused on digital disruption and

analytics technology, Social/Innovation Day, a reconstructed agenda with more

high-level plenary sessions in shorter segments, and dedicated Q&A interview time

with conference co-chairs.

The following section includes session summaries and highlights from the 2016

conference.



DIGITAL TECHNOLOGIES DAY

Sanjiv Mody and Mike Perry of Pixacore asked their audience,

“Virtual and Augmented Realities: Are They in Your Channel

Mix?” Virtual reality immerses users in a digitally fabricated

world with simulated objects and environments, while

augmented reality blends virtual reality with real life, putting

virtual items into real worlds. Virtual reality isn’t new, but

recent interest and investments have increased its usage

and awareness. In the next two years, quality will increase,

costs will come down and software will get even smarter.

Augmented reality has been successful in mobile but hasn’t been embraced and adopted as

quickly elsewhere. Spending forecasts for both show an explosion by 2020. Virtual reality is

interesting for healthcare because it is immersive, intuitive, distraction-free and has a high

retention rate. It can be used in everything from surgery to stress relief, from depression

to tradeshows. Per Mody and Perry, the best way to use virtual or augmented reality is

to carefully identify, align, plan and execute your approach to create an outstanding user

experience.

Mike Bower of NewsCred discussed “The Content Marketing

Imperative: Health & Pharmaceuticals,” commenting “we

need to stop interrupting what people are interested in and

be what people are interested in.” Bower added “content

marketing isn’t new. It’s just new for us.” The focus should be

on trust and retention. While most people have looked for

health information online, only 23 percent have confidence in

the corporations that provide vital drugs and care. The buyer

journey is nothing more than a series of questions that must be

answered. Content is the connective thread, so you must build

and document your strategy. Publish content that your audience actually wants. Own your

audience, and focus on engagement to succeed!

23

Augmented / Virtual Reality Revenue Forecast ($B)

2016 - $5.2B

VR: $4.7B – 90%AR: $.5B – 10%

2020 - $150BVR: $30B – 20%AR: $120B – 80%

CONTENT

CONTENT : CONNECTIVE THREAD



Nicole Rojas of Shire shared “Multiple Enterprise Integration:

A Digital Corporate Communications Perspective,” with a case

study on the new Shire, recently combined with Baxalta to form the

leading global biotech company focused on serving patients with

rare diseases. Important factors to consider in any integration are

key messages, speed, consensus building, prioritizing, technology,

complexity, media mix and tool kits. When selecting tools, it is

important to consider timeframe, access, mobility and testing.

Transitioning in a complex digital ecosystem involves the world of

dot.com, social, internal communications and policies. The lessons learned in this corporate

integration included knowing that face-to-face planning is critical; having a day one campaign

that uses internal and external communications; setting up a war room and mobilizing the

troops; realizing that legal and IT are your best friends; expecting TSAs; and understanding

that day one is just the beginning.

Lance Hill of Within3 offered a session on “Leveraging Technology for Optimal Stakeholder

Engagement,” sharing several online solutions for engaging external stakeholders. Virtual

meeting technology, including online discussions, web conferences and video meetings,

can extend the options for having a dialogue with stakeholders. No one venue is best for all

meetings; best-in-class companies use multiple venues within programs. Online discussion

platforms are now being used for brand marketing, clinical discussions, patient-nurse

conversations and more. Online meetings are less expensive than live meetings, offer timely

touchpoints, and can result in interactive and honest feedback.

Imran Haque and Erik Poole of Zoetis presented “The Digital

Strategy Road Map,” emphasizing how digital is driving business

results. In addition, the digital strategy road map should empower

the sales force and marketing teams and enhance the overall

customer experience. The road map is driven both by customer

needs as well as the company’s desire to engage with clients across

channels. Digital road map governance provides a working tool

to ensure that investments in digital are aligned with customer

needs, company business strategies and industry best practices.

Further, a digital road map can help companies manage future digital investments across the

organization using a portfolio approach and ensure adoption of new digital capabilities, while

also measuring outcomes and results from these investments. Distinguish between customers

and users (customers pay, users don’t). Narrow your customers to adopters, then list their

problems. Every problem should have a solution.

OUR DIGITAL ROADMAP IS DRIVEN BOTH BY OUR CUSTOMERS’ NEEDS AS WELL AS HOW WE WOULD LIKE TO ENGAGE WITH THEM ACROSS CHANNELS

INSIDE SALES

• Social Media • Domains • Digital

Marketing

•  Intranets • Enterprise

Social • Collaboration

• Properties • Sponsored • SMRP

• Content • Re-directs • Build

.com Social

Policies Internal

7

Transitioning in a Complex Digital Ecosystem



Justin Freid of CMI/Compas presented a session on “Using Data and Insights to Perform

Content Strategy,” stating that “our industry is not an excuse for a poor user experience.”

It is critical to understand the user’s place in their journey, and to use data/insights to plan

engagement and drive users to the content they need to further their journey. The digital

world offers insight on where customers are coming from and where they want to go — search

intent, referring websites, the content being read and viewed, previous browsing history,

device usage, and social behavior all reveal a great deal about your audience. Companies must

leverage social listening to better understand their customers’ needs and wants while also

predicting targets’ next moves and being as efficient as possible. Finally, aligning advertising

with current experience and staying relevant by employing the technology your audience uses

will support ongoing success.

“Killer Robots in Healthcare: Leverage Tomorrow’s Technology

to Engage Patients and Physicians Today” from Ben Greenberg

of WebMD encouraged companies to embrace social but also to

“avoid tech for tech’s sake.” Focus on users’ authentic need states,

psychology and incentives. Ask whether new technology has the

potential to make a use case easier to execute. If your company

is considering using chat bots, pros include high availability/no

download required as well as a built-in re-contact mechanism, while

cons are that conversational UI isn’t always the right tool for the job.

VoiceU is fast — humans can speak 140 words per minutes versus typing about 45. It is also

convenient and hands-free. The industry challenge is integrating promotional messaging when

information is delivered via voice. Greenberg suggested collaborating on challenges that VUI

poses to the industry, following the money and knowing that resistance is futile — so it’s best

to embrace and welcome our benevolent robot overlords..



In his Pharma Keynote Session, Justin Stebbins of ODH, Inc.

offered information on “Taming the Torrent of Digital Health

Data to Make It Actionable,” noting that a small proportion

of patients account for a large amount of healthcare costs in

the United States. In addition, mental healthcare now costs

more than $200 billion, and behavior healthcare impacts

physical healthcare costs. There is a great need for risk-

stratified targeted healthcare coordination. ODH enables

the transformation of behavioral health management by

leveraging decades of combined technology, policy and

clinical leadership. ODH and IBM worked together to perform

a comprehensive ecosystem assessment, discovering that disparate data sources make it

difficult to pull all relevant information together; predictive models focus on physical health

but not behavioral health; the governmental reporting environment is challenging; and that

there is a need for new technology to optimize staff insights. Population health management

starts with data management. Their solution is Mentrics, a comprehensive behavioral health

population management solution that complements existing systems to enable improved

patient care management, network provider management, revenue enhancement and

population health management.

In his presentation on “Optimizing the Customer Experience

with Customer Suggestions,” Pete Mehr of ZS Associates

defined customer experience as “the perception that

customers have of their interactions with an organization.”

Companies can improve customer experience by delivering

the optimal customer journey across marketing and sales,

delivering significant financial benefits in turn. Customer

suggestions use data science and technology to identify

customer insights and recommended actions, improving

customer experience by enabling reps to connect the dots,

diagnosing key performance issues, and adapting channels

and content based on customer preference. Five assets are key to this: 1) a suggestions library

and metrics, 2) data infrastructure, 3) sophisticated algorithms and data science, 4) platform

integration, and 5) suggestions administration and governance. Data science enriches the

overall quality of suggestions and helps reps address the “right” issues. Finally, key levers for

adoption and success include managing the pace of change; identifying champions; assessing

data readiness; emphasizing new processes; and instilling cross-functional support.

MAIN CONFERENCE ABSTRACTS

− 7 − © 2016 ZS Associates

Improving customer experience delivers significant financial benefits

ZS Analysis: Oncology Customer Experience Study 2015

-60% -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50%

+$50M in incremental sales for every billion in current sales

+$75M in incremental sales for every billion in current sales



12 proprietary

> use of mobile as a caregiver resource

46% agree their mobile device is an important resource for caregiver information and

communication

40% interested in an app to schedule Rx with person under care

39% interested in using mobile for remote

patient/health monitoring

12

>

Use of mobile for caregiver information and communication

35% interested in using mobile app to connect with other

caregivers (for support)

46% interested in using mobile app to connect with health professionals

29% daily

21% weekly

19% monthly

Chris Humphreys of Intouch Solutions presented “A Camera,

an Airstream and an Open Mind: How a Cross-Country

Journey Inspired a Real-Life Solution.” In a joint research

study on caregiving performed by Intouch and the Digital

Health Coalition, more than 750 respondents shared findings

on the nature of caregiving. According to the study, women

are more often caregivers than men, and parents are the chief

recipient of care, followed by spouse/partner and child. Two-

thirds of caregivers provide care in the patient’s home, and 43

percent of those surveyed were providing care for a long-term health condition. In addition,

40 percent of respondents said the person under care has never missed or taken the wrong

Rx by mistake. Most have researched caregiving information online in the past year and 46

percent agreed that their mobile device is an important resource for caregiver information and

communication. Ultimately, the keys to success with this audience are the following: make sure

you have a clearly defined challenge; bring your audience to the room to co-create with you;

have diversity within your groups; and don’t be afraid of big thinking — you can always rein it

in later.

In a C-suite keynote address, Matthew Lasmanis of

GlaxoSmithKline shared information on “Modernizing the

Pharma Business Model @GSK,” citing the growing use

of mobile while pharma only spends three percent of its

budget on digital. Modernizing the business model includes

putting the patient first, democratizing clinical trial data and

eliminating potential conflicts of interest. Digital is at the heart

of the company’s new HCP engagement approach. Likewise,

GSK Direct is the new platform for digital business with a

state-of-the-art e-commerce platform supporting the vaccine business, a simple design based

on customer feedback and research, compatibility with multiple devices, and an integrated

place for B2B customers to do business with GSK.

4

Digital is at the core of our HCP Engagement Approach



Rx Drug Approvals 2005-2014

8

“People: The 5th P of Marketing,” a session delivered by

Prodeep Bose of TheBloc, highlighted the importance of

people in product and brand stories. Positioning the fifth “P”

on a people-powered engagement ladder includes motivation

(personal reasons for taking action), association (cultural

context), relevance (the role of the product in empowering

experience) and interest (in real-world experiences). The

three key steps to “empowering the fifth P” for companies

are simple: 1) organize around issues that are bigger than

your brand, focusing on what your customers are truly excited about; 2) present perspectives that

align with the issues customers care about; and 3) measure meaningful attribution of what drives

engagement — identify user actions for meaningful measurements.

The Digital Pharma Series Annual Plenary Model “Optimizing

the Launch of Specialty Medicines” featured moderator

Joe Shields of AstraZeneca and panelists Nuvan Dassanaike

of Mylan, Alvin Lin of Pharmacyclics and Bill McClellan of

QuintilesIMS. The leading specialty therapy areas are now

oncology, autoimmune and viral hepatitis. More specialty drugs

than traditional drugs have been approved every year since

2010 and the trend is expected to continue. In addition, about

38 percent of current pharma spending is on specialty drugs.

Considerations for specialty drug launches must incorporate specialty customers, sales training,

patient affordability, access and support, medical education, agency partners, market need, the use

of data marketing mix, competition, self-administration, and DTC versus DTP.

Serena Goodwin of Quintiles IMS and Kurt Keaffaber of Eli Lilly

offered the latest tips on “How to Achieve True MCM Impact,”

illustrating the multichannel journey from ad hoc tactics to

customer centricity. What defines MCM success? Positive ROI

and business impact, maximum reach and awareness, and

favorable response from HCPs and patients. Companies that

instill a learning culture can learn at every step, allowing them

to better meet the needs of both customers and patients.

Accelerating multichannel marketing is possible — it just takes

some time. Successful companies use learnings to identify niche opportunities, gain insight to

drive better campaign performance, demonstrate value and customer loyalty, leverage efficiency

through better targeting, and use power analytics to better understand their customers.

2

The Multichannel Journey

Tactic by Tactic

Deployment

Integrated Campaigns

Predictive & Automated Campaigns

Customer Centricity

Ad Hoc Tactics

CRAWL WALK RUN

Immunotherapy is one of those issues…

13



In a Pharma Keynote Session, Fred Bennett of Allergan predicted future trends, imaging the world

of “Digital Pharma Marketing: 2026.” Systemic changes in pharma will include more concentration

and specialization, fully vertical integration in only the largest companies, and new business models.

Other issues to keep an eye on are pricing, genomics/personalized medicine and privacy. Technology

will move beyond wearables to artificial intelligence and robots. In terms of media, fragmentation

will continue while media and artificial intelligence will lead to more programmatic media buying.

Emotional connections will continue to grow. In the year 2026, digital pharma marketing could feel

like one-third today’s pharma, one-third today’s financial tech and one-third sci-fi.

“Rise of the VR Detail: Empowering Pharma Reps with Virtual Reality Sales Aids” from Michael

Marrett of Confidio Labs and Matt Irwin of Doctor Virtualis focused on the immersive multimedia

world of virtual reality. Per Marrett and Irwin, the next revolution in technology and content has

arrived and it has the potential to make virtual reality the next big computing platform. Virtual

reality is so compelling for marketers for three big reasons: engagement, immersion and retention.

It can be used for patient therapy and retention, as a tool to aid doctors in medical procedures, for

medical education, and as part of sales training. With an impressive 80 percent retention rate, nearly

one-fifth of U.S. physicians have used VR for professional purposes. Virtual reality adoption is now

evolving quicker than mobile phone adoption.

Kyle Shannon of Storyvine and Matt Balogh of The Medicines Company presented the “7 Keys to

Scaling User-Generated Video in Pharmaceutical Marketing,” commenting that if you can scale

user-generated video, you can use video from anyone, anywhere, for anything. User-generated video

must be authentic, compelling, on brand and immediate. The seven keys, then, to successfully scaling

user-generated video in pharmaceutical marketing are as follows: 1) have a story strategy; 2) provide

guidance and structure; 3) manage the workflow; 4) cast a wide net; 5) curate the results; 6) get the

right message to the right audience; and finally, 7) learn from the results.

In “What HCPs Want: An Under-the-Hood View on How to Glean Deep, Meaningful and Actionable

Insights,” Dr. Theodore Search and Dr. Neil Minkoff of Skipta noted that the industry is looking

to engage medical professionals to glean their perspectives and opinions. They also stated that

technology exists to facilitate convenient and meaningful conversations. To that end, there is an

opportunity to create a forum to enable convenient, efficient and trustworthy information exchange

for medical professionals in a way that allows their expertise to be received by the industry. Skipta

used one of its proprietary tools to assess how well the industry is meeting the communication

needs of medical professionals. Through digital solutions, the pharmaceutical industry can access

the expertise and insights of leading HCPs and key opinion leaders to understand and assess how to

better drive value to these target audiences.



10 10

Copyright ©

Epsilon 2016 E

psilon Data M

anagement, LLC

. All rights reserved.

Source: Epsilon 2016 Pharma Omnibus Study

Identifying the Segments Of Focus

Proactive Knowledge Seekers

Freq. 3.1

Useful 5.0 18%

Independent & In Control

Freq. 2.1

Useful 4.7 25%

Worried & Wanting Help

Freq. 1.0

Useful 4.8 8%

Skeptical & Complacent

Freq. 2.2

Useful 4.3 21%

Zen Masters

Freq. 0.8

Useful 4.7 28%

Average Frequency of Internet Use & Average Usefulness (1-7=very useful)

Ira Haimowitz of Crossix discussed “5 Things You Should Know, but Don’t About Digital

Campaign Management” in his session, which started with the observation that healthcare

plans have become more and more complex. Conversion is the key success metric, rather than

clicks, page views or downloads. Today there is a better way: Health-related audience quality

is closely correlated with new patient Rx starts. The three key steps to digital measurement

are 1) capturing exposure, 2) connecting exposure data to health data, and 3) measuring

health actions. Digital Impact for Agencies (DIFA) is a powerful solution allowing brand

marketers and agencies to link digital campaign exposure to health behavior and patient

journey metrics, including incremental Rx/OTC sales and ROI. Based on findings from 20

digital campaigns, most media impressions occur on non-health programmatic properties.

With smarter targeting, programmatic through non-health publishers can achieve scale with

targeting comparable to many health publishers. The highest-indexing health publishers have

smaller audiences, but they also have higher frequency. Audience treatment history and brand

conversion are highly correlated. Finally, expanded clinical data raises the bar for digital media

measurement.

Mark Miller of Epsilon Health examined “The Digital Big Bang:

How Human Moments Can Transform Your Most Challenging

Patients,” taking a closer look at the 50+ population. While

pharma shifts more money to online programs, many patients

in need (e.g., older patients) are not as active online as

younger patients. Across the board, the preferred source for

health information remains personal. So, what is a company to

do? Start by focusing on the digital potential of this audience.

Understand the latent drivers of customer behavior — find

them where they are online (outside of health) and then deliver personalized content in the

moments that matter. Don’t forget to contextualize everything. Finally, make sure to connect

the dots and tackle creative expression: an integrated data-driven customer view enhances

investments.

Michael Rowbotham of Pfizer focused on “HCP Websites: How

Do You Prove Their Value?” sharing common frustrations such as

legal/regulations, registration, marketing and more. Information

overload is a real danger today: prescribers receive about one

contact per every working hour on every type of device. The move

to predictive analytics has led to an evolution in metrics and data.

A framework for HCP sites is as follows: 1) attract target customers,

2) drive acquisition, 3) engage with content, 4) deliver a satisfying

user experience, and 5) maintain retention and re-engagement.

Recognize that the data goes very deep — either find or become a data scientist. Finally, make

sure you determine how well money has been spent.

<Insert HSI Classification>

The Move to Predictive Analytics Evolution of Metrics , Data and Analytics

11

Diagnostic Descriptive Advanced Diagnostic

Predictive Prescriptive

Data Scientists

Low Sophistication

High Sophistication

Business Need

Analysts Business Users



“Social Media, the FDA and You,” delivered by Josh Axelrod of Jazz Pharmaceuticals,

encouraged attendees to consider how they could help their entire company — not just the

marketing department — achieve its organizational goals. Risk management is a strategic part of

the process, and compliance and legal should be business partners with marketing. Social media

marketers on review committees must understand and appreciate risks and concerns, be able

to articulate the opportunity and its size, and provide ideas on how to reach goals and mitigate

potential risk. The number of FDA enforcement letters declined each year from 2011 to 2015,

thanks to improvements in promotional materials.

Buddy Scalera of The Medicines Company delivered a session

on “Constructing a Digital Strategy that Scales.” In terms

of visual content strategy, companies must consider three

fundamental things: 1) know “why,” 2) include designers and

3) follow a process. Content marketing is about behavior

change, so ensure you know why you are creating content and

who you are creating it for. Start with research to build your

strategy by getting out of the conference room. Then align

content strategy to the overall user journey and ensure that

you have a company action plan for your digital strategy. Finally, don’t just ask how to put content

in certain areas — ask why you want to be here.

Rebecca Gonzalez of Allergan shared a “Meeting of the Minds:

Agency and Brand (Right Brain) Meets IT (Left Brain),” in which

she covered how to get what you want from IT on one hand, and

how to work with marketing on the other hand. Gonzalez stated, “It

takes a special kind of IT to deal with brand marketing,” and there

is a real communication gap between left brain and right brain

thinkers. Agencies have “massive right brains” in terms of creative

strategy and flexibility — the right brain connects the brand with

patients. With all the churn in agencies today, the IT team keeps

the brand safe. IT offers web analytics, domain management, development, quality assurance,

deployment and hosting, among many other services. An IT digital marketing strategy team

provides creative independence for brands by separating strategy and creative from technical site

development. It does not compete with a brand’s agency, but makes moving between agencies

much easier. Tips for successful digital projects include the following: actively participate in

requirements; communicate with both teams at the same time; don’t accept finger pointing; be

willing to scale down; and set the tone — be the grown-up. Ultimately, both left and right brains

can flourish using integrated IT digital marketing strategy and agency teams.

@BuddyScalera #DigPharm

UPlize Strategic Insights for Personas

+UX

Strategy Research: Data, analysis, process

UX

Strategic Insights

Personas

THE COMMUNICATION GAP

12



our philosophy // 8// 8

DRX APPROACH

PERSONA CUSTOMER JOURNEY MEDIA & ASSETS MEASUREMENT

& REPORTING

Who are your ideal target segments? What are their digitally targetable attributes?

Jeff Rowher of Sentient and Breichen Madej of Iroko

Pharmaceuticals delivered a presentation titled “The Promise

of ‘Digital’: Measurement,” which discussed digital’s impact

on prescriptions. Companies must recognize their ideal target

segments as well as their digitally targetable attributes. Use

the sales target call list to develop a digital target list, and then

translate targets into device ID segments. Translate patient

targets into segments that can be digitally targeted. The

customer journey begins with awareness, then transitions into

consideration, acquisition and, finally, loyalty. Measurement and reporting are a critical last

step — metrics and expectations should be measured and reported across time. Connect your

sales data to your digital data, and establish a proxy for success.

Dawn Lacallade of Live World focused on “Developing an

Engagement Playbook in Messaging Apps and Social Media,”

commenting that patient expectations are forcing companies

to shift marketing strategy, technology and engagement in

social media. Messaging apps have surpassed social networks,

and more than 60 percent of consumers have used social

media to chat directly to a brand. Furthermore, 90 percent of

consumers want to message businesses. Forrester, a research

and advisory firm focused on driving growth and connecting

clients to consumers, expects messaging apps to play a role in the customer life cycle in the

new “conversation economy.” The keys to success are scaling high-quality customer service,

screening and surveying to inform the customer journey, and aligning social goals to business

goals. Shifting to real-time customer conversations is good business.

“Using Digital to Activate HCPs and Consumers” from Will

Schwartz of Janrain observed that keeping consumer attention

is harder than ever. Getting attention from HCPs is challenging

as well — nearly half are now “no-see” or “low-see.” The

fragmented technology landscape is increasingly complex, and

the new marketing funnel extends much further than before.

For pharma marketers, security and privacy are paramount.

People are more comfortable getting personal, and patient

populations are ready for personalized medicine. It is now

essential to create personalized experiences for consumers, and to build customer identity

across the entire customer journey. The time has come to shift your marketing efforts from

targeting multiple channels to covering all channels.

Confidential 3 Confidential 3

Messaging Apps Have Surpassed Social Networks Monthly active users for top 4 social networks and messaging apps

Big 4 Messaging Apps Big Social Networking Apps

Mill

ions

BI Intelligence

3,500

3,000

2,500

2,000

1,500

1,000

500

0

10 !

New marketing funnel extends much further



“Point of Care: Innovations and Trends,” a panel featuring Robert Palmer, Malcolm MacKenzie

and Alec Pollack of Juice Pharma; Ashik Desai of ContextMedia: Health; and Kimberly Corbitt

of Xpress, focused on the idea that innovative technology can improve healthcare outcomes.

Xpress is an elegant, doctor-driven digital platform that was designed to seamlessly integrate

with major hospital system EHRs; it delivers on-demand prescription drug information and

resources when and how doctors want them. There are a variety of options for point-of-care

today, including PCP offices, walk-in clinics, specialists, pharmacies, large hospitals and more,

and this innovation in technology can serve each of them.

Scott Nesbitt and Linda Ruschau of PatientPoint offered

a session on how to “Inspire Innovation by Integrating

Analytics with Multichannel Marketing.” PatientPoint focuses

on brand engagement solutions for the physician office.

Offices can engage patients in waiting rooms with a digital

screen program as well as in exam rooms via educational

display and interactive exam room programs. Furthermore,

you can engage physicians in clinical areas with the latest

medical news. All of this allows for communication, interaction,

education and access. The duo added that when evaluating an individual metric, there is no

single answer; you must measure the same metric different ways and apply reason to the

evaluation of any metric. There is no magic “silver bullet” metric. Tailor content and messaging

to the environment: it should be consistent but not identical.

Lisa Flaiz of Janssen warned attendees: “Don’t Let Technology Disrupt Healthcare Without

You,” stating that the U.S. healthcare industry is the most costly in the world yet it is only

ranked 37th. Reducing costs means challenging the status quo, and we must consider

treatment costs over a longer period of time. Empower patients, since disruption begins and

ends with them. They have unparalleled access to enough information but aren’t necessarily

educated. With improved access to credible information, we can provide patients more

control over their health/healthcare decisions and expect greater control from them. Buck the

stereotypes to expand the healthcare value chain: Encourage and facilitate greater exchanges

of data, and consolidate data to enable better partnerships. Big data can speed outcome-

based research. Finally, the effective use of technology will ensure that disruption results in

true progress.

Engage Patients & Physicians In

EXAM ROOMS

6

Engage Patients in

WAITING ROOMS



Erik Dalton of Healthcasts asked, “What Do You Know

About Your HCP Customers?” and encouraged companies

to continually check their facts in order to become truly

knowledgeable. Dalton challenged the following “truths”

about doctors: doctors’ perception of pharma is low; doctors

are hard to reach; doctors have less time today than ever;

doctors don’t fully understand brands; and doctors don’t

want pharma “interfering” with inpatient care. In actuality,

HCPs value relationships with pharma: a Healthcasts survey of

physician members revealed that only 10 percent of HCPs cited pharma companies as a constraint

on physician decision-making. Per Dalton, physicians today need tailored and customized learning

methods. So how do you truly gain HCP knowledge? Challenge the facts (“What do I think I

know?”); try new ideas, systems and processes (“How can I gain new knowledge?”); and gain

feedback from your customers (“Was I right?”).

Jeff Terkowitz of Inspire and Greg Powell of GlaxoSmithKline offered tips on “Improving the Digital

Patient Journey Through Patient-Centric Social Listening: A Pharmacovigilance Story,” wherein

patient centricity starts with connected patients, patient-reported outcomes and learning from

members. In Project CRAWL, Inspire sought to contextualize real-world drug use through social

listening with a system that filters out noise, highlights important information, and is interactive

and easy to use with publically available data from multiple sources. Key learnings center on

quantity of data (a study showed 22 million potential adverse events for about 1,000 drugs via

publically available posts); timeliness of the data (traditional data can lag, so social listening is key);

and geographic diversity of data (most data is U.S.- and European-centric, while three of the five

largest users of the Internet are Asia, Latin American/the Caribbean and Africa). The study also

yielded insights on drug use and misuse, product complaints, and more. In sum, social media is

an important new data source that may offer vital clinical insights that can potentially benefit the

healthcare delivery system.

Jim Delash of GlaxoSmithKline discussed “The Art and Science of

Multichannel Marketing: Keeping Things in Context,” emphasizing

that media and creative need to be in balance, art is as important

as science, and context provides the best experience. When art and

science intersect at a high level, content succeeds. While science

informs the marketer whom to talk to, art dictates how to talk

to them. Science and art together “tells where to talk to them.”

Elements of multichannel marketing art and science are data, media,

response, regression models and strategy. In sum, Delash asked, if

art = emotion, science = logic and emotion beats logic, why do we spend so much time on science?

Engage Patients & Physicians In

EXAM ROOMS

6

Engage Patients in

WAITING ROOMS

RISKY CONTEXT

ROUTINE GUESS

Science

Art

LO HIGH

LO

HIGH



Meredith Ressi of DRG Digital offered a session on

“Becoming a Customer-Centric Business with Real-World

Marketing Data,” which discussed how digital and data are

transforming the industry and how to achieve real-world

customer centricity. In the disruption of the life sciences

conversion model, converging industry trends point to digital

as a core business driver for life sciences companies. At the

same time, we are riding a wave of emerging tech, data and

consumer disruptions, which are further driving the need

for transformation. Rapidly evolving customer behavior and

technological advances are prompting marketers to move

beyond the basics. Companies must now shift from a broadcast mentality and build long-term

relationships with customers, providing value in each interaction. Superior CX and support from

pharma is both wanted and expected — three of five doctors agree that pharma companies must

provide more resources along with treatments to stay relevant. Digital fuels customer centricity

on multiple fronts, including customer intelligence, engagement and service. Marketers are now

managing the customer journey as they would a product, but to deliver on customer experience,

brands can’t be afraid to forge an actual relationship with patients and caregivers. The key is to

understand how to harness and integrate the right data sources to reveal opportunities to provide

value at each stage of the journey. Tracking social and search data can help brands keep a pulse on

fast-moving changes in consumer needs and perceptions. The journey to customer centricity isn’t

always easy, but getting closer to customers through data is the perfect place to start.

“Innovative Patient Engagement: The Shift from Programs

to Solutions” from Tim Pantello of PricewaterhouseCoopers

noted that patients are beginning to break from tradition and

share more of their information. Further, patients seek digital

tools and services that lead to more effective treatment and

better outcomes. The incentives of the entire healthcare

system are aligned around one common denominator:

improving outcomes for the patient. Patient engagement

solutions today require players to collaborate across the

care continuum. Successful collaboration, then, hinges on a clear value proposition and strategy.

Pharmaceutical companies now have the opportunity to change the nature of the discussion.

Source: DRG Digital – Manhattan Research 3

The disruption of the life sciences commercial model

Converging industry trends point to DIGITAL as a core business driver for life sciences companies

Volume Digital

Specialty Mass market

Moneyball Value Mad Men

Converging industry trends point to DIGITAL as a core business driver for life sciences companies

PwC Digital Health

Patients are beginning to break from tradition and are increasingly more willing to share their data

2

Source: 2016 PwC Health Research Institute Consumer Survey

Of patients will share personal health data with pharmaceutical companies to discover new treatments.

53% 88%

78%

70%

53% A drug company

A university research center

My local health system or hospital

My own doctor



In a keynote session on day two of the conference, Craig Hashi

of Facebook and Ozgun Demir of Bayer Healthcare discussed

“Facebook and Bayer on Digital Health, Identifying the

Nexus,” commenting on social media and the pharmaceutical

industry today. Facebook Health’s team mission is to change

the way that pharma communicates with patients and

healthcare providers. The team is dedicated to solving real

business opportunities and challenges. For instance, pharma

companies often worried about off-label promotion in the form

of consumer feedback online, but branded pharma pages now allow companies to manage

adverse events by disabling comments and likes. The focus areas for 2017 for Facebook Health

are measurement, targeting and Messenger.

Ed Chase of Pega Systems shared “Patient Centricity in

Digital Engagement: Myth Versus Reality.” The first myth

is that one-of-a-kind programs can scale. Myth two is that

patient centricity is consistent across payers, providers and

life sciences companies. The engagement model is changing,

with drivers including precision medicine, outcome focus,

payer pressures, sales effectiveness, digital transformation

and new channels, technology disrupters, transparency

mandates, and emerging markets. Adherence focuses on

all patient interactions within a program while engagement focuses on all interactions. The

involvement of physicians and pharmacists in recruitment can increase patient enrollment in

adherence programs by up to 63 percent. The third myth is that you can be patient-centric

without technology and organizational transformation. Silos inhibit transformation and create

negative patient experiences. Challenges to patient engagement include technology, and

organizations must evolve to support the meta product around each therapy. Most existing

CRM, SFA and marketing platforms are too focused on existing models and channels. Myth

four is that patient centricity is primarily digital. Ultimately, improved patient engagement

leads to improved adherence and market share, whether that engagement is online or in

person. Finally, the fifth myth is that patient centricity is an endpoint or goal. It requires

building for change.

ProductBranded Pharma Page Today

Manage Adverse Event reporting by disabling Comments and Likes

9

A Changing Engagement Model Drivers of Change •  Precision medicine •  Outcome focus •  Payer pressures •  Sales effectiveness •  Digital transformation

& new channels •  Technology disruptors

(e.g. IoT) •  Transparency

mandates •  Emerging markets

“Sales Rep Free” by 2020?

Source: http://worldofdtcmarketing.com/



Chris Neuner of PulsePoint Health discussed “Programmatic

Healthcare? Why the Time Is Now,” citing the explosion of

programmatic ad spending. Healthcare, however, is behind the rest

of the market in terms of programmatic spending. Why? Healthcare

is a hard market to break into and the industry is sometimes slow to

adopt new advancements in marketing; other issues include heavy

industry regulation, a lack of education and the lingering perception

that traditional media is best. However, programmatic spending is

ideal for the industry now because more specialty drugs are being

approved than traditional drugs and there is greater movement toward targeting regional

markets. Personalization drives results.

In his presentation, John Gallo of Sunovion Pharmaceuticals elucidated “Making Non-Personal

Promotion More Personal,” stating that HCP customers are increasingly squeezed for time.

Moreover, customers today have higher expectations and they want to be in control. Content

is still king: HCPs may initially seek clinical data, but they quickly want patient materials

around disease education and other support programs. To make the non-personal a little more

personal, companies can harness big data, take advantage of the intelligence of their field

force and offer smarter content.

3



“Big Data, Small Content” from Dante Gaudio of Healthline

Media stated that both big data and small content are socially

inspired. Best practices for his company include developing

communities, finding patient advocates, driving actionable

insights, and delivering solutions to unmet or unknown

patient needs. Healthline Media leverages social listening to

inform a patient-centric, emotive and highly specific (small)

content strategy. The challenge is continual audience growth

of chronic-condition patients with dynamic content needs.

Chronic patients report feeling overwhelmed, alone, frustrated, misunderstood, and in need of

emotional and spiritual support. Expert content can provide both utility and the social support

patients want. Laughter is actually really good medicine. Other insights have uncovered the

importance of feeling understood and remembering to expect the unexpected. Take some

risks and then test, test, test! Be social (both inspirational and funny), be specific and be

genuine.

Sulie Anna Tay of CareSet Systems participated in a networking lunch with a focus on health

startups and digital innovators. Offering community leadership in healthcare data science,

CareSet decodes Medicare claims to guide new drug launches. They help companies get to

market faster and at a lower cost. Products include CareSet Target (physical segmentation

and targeting data); CareSet Pathway (patient journey map); CareSet Market View (Medicare

market reports); and CareSet Cube (data warehouse and data cube). Data science provides a

competitive advantage; the company is a pioneer in healthcare open data and clients today

expect more and demand data and the ability to use data insights.

ADHD Sessions: Up 3X

Sessions: 29 Things about ADHD

August September October November December

August September October November December

1.1+ million page views

Empathetic Insight #1: Laughter is a really good medicine

18

SOCIAL/INNOVATION DAY ABSTRACTS



In a fireside chat, Upsana Marwah of Johnson & Johnson and Jack Scanelli of Novartis

Pharmaceuticals encouraged participants that “It Can Be Done: Social Media for Prescription

Drug Promotion.” The mission of the Office of Prescription Drug Promotion is to protect the

public health by assuring prescription drug information is truthful, balanced and accurately

communicated. This is accomplished through a comprehensive surveillance, enforcement

and education program, and by fostering better communication of labeling and promotional

information to both healthcare professionals and consumers. Enforcement actions dropped

significantly between 2012 and 2016. Digital is now the main culprit, with top complaints

being omission or minimization of risk information, omission of material facts, unsubstantiated

superiority claims, overstatement of efficacy, and unsubstantiated efficacy claims. Top social

media pointers for review teams include the following: understand the strategy, know how

the platform works, maintain the asset, align on a review process and be aware of regulatory.

Infrastructure needed for success involves ownership of brands, policies on social media

engagement, community managers, a crisis plan, relationships with partners and vigilance on

platform functionality, among others.

Yishai Knobel of Help Around took attendees “From Patient

Support to Patient Activation,” citing that only three percent

of the patient population is looking for a new therapy.

Patients should be segmented based on activation level,

building knowledge and confidence along the way. Moreover,

segmenting patients requires critical information, from the

overall patient profile to products used to behaviors. In order

to understand and segment your patients, access their data

and understand it. Since there is a targeting gap following lead

generation, behavioral targeting takes advantage of patient insights. Communities can offer

patient support while targeting offers local, personalized resources. To move from support to

activation, first bring patients into a support community, then shower them with resources;

next, segment patients based on profiles/behaviors, open the community to non-patients, and

finally target and activate leads to the right therapy.

“ONLY 3% OF ANY MARKET IS IN BUYING-MODE RIGHT NOW”

3%looking for new

therapy

7%open to new

therapy

90%not thinking

about it

LEADS

“The Ultimate Sales Machine” — Holmes



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