Abstract
Improve Patient Communication and Generate Sales
What does an effective patient communications program look like? In today' s
information-hungry environment, it takes more than a company website to
motivate patients. Although developing a superior program involves vetting a
dizzying number of options, if your brand succeeds, the benefits are palpable:
earn customers' trust, win higher brand awareness and loyalty, improve patient
adherence, and generate sales.
Improve your campaigns to make them resonate with patients. The study' s
findings and expert advice address pharmaceutical executives' most pressing
questions. Some of these questions include:
What measureable patient education goals should I have in place?
Patient communications is increasingly being tied to global brand strategy.
Examine our extensive patient communication brand profiles, including
performance metrics specific to therapeutic areas, responsibilities for
certain activities, which tools brand teams use, the level of staffing
required and length of development. The study also includes rankings of
various tools that provide insight into their effectiveness.
Do I have the resources to achieve these goals?
Our data benchmarks reveal real-company budgets and staffing for more than 30
brands, evaluating the efficiency of up to 19 different tools. The study' s
data analysis and recommendations allow executives to efficiently allocate
resources to meet their needs.
Is my patient education collateral objective and accessible?
Sophisticated tools are not useful if the content is difficult to understand
or doctors consider it biased or too branded. The report' s actionable
strategies for improving your messages are easy to implement and aim to
satisfy the key players.
What impact will social media have?
With new media seemingly permeating all parts of drug companies' marketing and
sales efforts, it can be difficult to understand which are the most useful and
effective. Find trend analysis and commentary from top executives who weigh in
on the latest media trends and their contributions to patient education. The
study also includes recommendations to overcome regulatory obstacles.
Table of Contents
Executive Summary
- Profiled Companies
- Methodology and Definitions
- Patient Communications: Five Principales for Success
Patient Communication Resource Allocation and ROI
- Budgetary Support for Patient Communication Activities
- Staffing Support for Patient Communication Activities
- Measuring Patient Communication Success
Patient Education Tools
- Web-based Tools Used in Patient Communications
- Resource Management of Printed Tools
- Resource Management of One-on-One Tools
Best Practices and Emering Trends
Patient Communication Brand Profiles
- BRAND A (Autoimmune)
- BRAND B (Diabetes)
- BRAND C (CNS/Psychology)
- BRAND D (Cardio/Thrombosis)
- BRAND F (Urology)
- BRAND G (Women' s Health)
- BRAND H (N/A)
- BRAND I (Infectious Diseases)
- BRAND J (Cardio/Thrombosis)
- BRAND K (N/A)
- BRAND L (Autoimmnue)
- BRAND M (Endocrinology)
- BRAND N (CNS/Psychology)
- BRAND O (Gastroenterology)
- BRAND P (N/A)
- BRAND Q (N/A)
- BRAND R (CNS/Psychology)
- BRAND S (CNS/Psychology)
- BRAND U (N/A)
- BRAND V (N/A)
- BRAND W (Diagnostics)
- BRAND X (Gastroenterology)
- BRAND Z (Pain)
- BRAND AA (Medical Device)
- BRAND BB (Gene Therapy)
- BRAND CC (Infectious Diseases)
CHARTS AND GRAPHICS
Executive Summary
Patient Communication Resource Allocation and ROI
- Figure 1.1: 2008 Overall Marketing Budgets: Brands with Budgets of Less
than $5 million
Budgetary Support for Patient Communication Activities
- Figure 1.2: 2008 Overall Marketing Budgets: Brands with Budgets of More
than $5 million
- Figure 1.3: Patient Communication Spending as a Percentage of Overall
Patient Education Budgets
- Figure 1.4: Percentage of Brands increasing, Decreasing and Not Changing
Patient Education Budgets
- Figure 1.5: Percentage Increase among Brands Planning to Increase Patient
Education Budget
- Figure 1.6: Percentage Decrease among Brands Planning to Decrease Patient
Communication Budget
- Figure 1.7: Number of FTEs on Brand Team, by Brand
Staffing Support for Patient Communication Activities
- Figure 1.8: Percentage of Time Dedicated to Patient Communication
Activities, by Brand
- Figure 1.9: Percentage of Brands Increasing, Decreasing and Not Changing
Patient Communication Staffing Levels
- Figure 1.10: Percentage Increase among Brands Planning to Increase Patient
Communication Staffing
- Figure 1.11: Percentage Decrease among Brands Planning to Decrease Patient
Communication Staffing
- Figure 1.12: Percentage of Patient Communications Budget Outsourced
Measuring Patient Communication Success
- Figure 1.13: Percentage of Companies that Calculate ROI on Patient
Communication Activities
- Figure 1.14: Prevalence of Quantitative ROI Measurements in Calculating
Patient Communication Success
Patient Education Tools
Web-based Tools Used in Patient Communications
- Figure 2.1: Percentage of Brands Using Web-based Tools
- Figure 2.2: Percentage of Brand Websites that use Multimedia Content
- Figure 2.3: Which Group Leads Development of Web-based Tools?
- Figure 2.4. Percentage of Brands Involving Teams in Web-based Tool
Development
- Figure 2.5: Importance of Goals for Web-based Tools
- Figure 2.6: Website Development Cost (in Thousands)
- Figure 2.7: Website Development Time (in Days)
- Figure 2.8: Number of FTEs Involved in Website Development
- Figure 2.9: Email Correspondence Program Development Cost (in Thousands)
- Figure 2.10: Email Correspondence Program Development Time (in Days)
- Figure 2.11: Number of FTEs Involved in Email Correspondence Program
Deve-lopment
- Figure 2.12: Percentage of Brands Using Printed Tools
Resource Management of Printed Tools
- Figure 2.13: Which Group Leads Development of Printed Tools?
- Figure 2.14: Percentage of Brands Involving Teams in Printed Tools
Development
- Figure 2.15: Importance of Goals for printed Tools
- Figure 2.16: Direct Mail Material Development Cost (in Thousands)
- Figure 2.17: Direct Mail Material Deve-lopment Time (in Days)
- Figure 2.18: Number of FTEs Involved in Direct Mail Material Development
- Figure 2.21: Number of FTEs Involved in Dosing or Refill Reminder Postcard
Program Development
- Figure 2.19: Dosing or Refill Reminder Postcard Program Development Cost
(in Thousands)
- Figure 2.20: Dosing or Refill Reminder Postcard Program Development Time
(in Days)
- Figure 2.22: Magazine Article Campaign Development Cost (in Thousands)
- Figure 2.23: Magazine Article Campaign Development Time (in Days)
- Figure 2.24: Number of FTEs Involved in Magazine Article Campaign
Development
- Figure 2.25: Brochure Development Cost (in Thousands)
- Figure 2.26: Brochure Development Time (in Days)
- Figure 2.27: Number of FTEs Involved in Brochure Development
- Figure 2.28: Poster& Wallboard Development Cost (in Thousands)
- Figure 2.29: Poster & Wallboard Development Time (in Days)
- Figure 2.30: Number of FTEs Involved in Poster & Wallboard Development
- Figure 2.31: Patient Resource Kit Development Cost (in Thousands)
- Figure 2.32: Patient Resource Kit Development Time (in Days)
- Figure 2.33: Number of FTEs involved in Patient Resource Kit Development
- Figure 2.34: Percentage of Brands Using One-on-One Tools
Resource Management of One-on-One Tools
- Figure 2.35: Which Group Leads Development of One-on-One Tools?
- Figure 2.36: Percentage of Brands Involving Teams in One-on-One Tool
Development
- Figure 2.37: Importance of Goals for One-on-One Tools
- Figure 2.38: Percentage of Brands Using Other Tools
- Figure 2.39: Development Cost for Refill/Dosing Reminder Call Centers (in
Thousands)
- Figure 2.40: Development Time for Refill/Dosing Reminder Call Centers (in
Days)
- Figure 2.41: Number of FTEs Involved in Refill/Dosing Reminder Call Center
Development
- Figure 2.42: Development Cost for Inbound Call Centers (in Thousands)
- Figure 2.43: Development Time for Inbound Call Centers (in Days)
- Figure 2.44: Number of FTEs Involved in inbound Call Center Development
- Figure 2.45: Development Cost for In-person Education Programs
- Figure 2.46: Development Time for In-person Education Programs
- Figure 2.47: Number of FTEs Involved in In-person Education Program
Development
- Figure 2.48: Development Cost for Pharmacy Programs
- Figure 2.49: Development Time for Pharmacy Programs
- Figure 2.50: Number of FTEs Involved in Pharmacy Program Development
- Figure 2.51: Development Cost for Doctor' s Office Videos (in Thousands)
- Figure 2.52: Development Time for Doctor' s Office Videos (in Days)
- Figure 2.53: Number of FTEs Involved in Doctor' s Office Video Development
Best Practices and Emerging Trends
Patient Communication Brand Profiles
This chapter contains profiles for brands' unique patient communication
programs. The findings are presented in a series of charts and graphs for each
program. Each profile contains the following figures:
- Patient Communication Budget
- Patient Communication Staffing
- ROI Measures
- Media Used
In addition, for each type of media - web-based, print-based and one-to-one -
used by the individual brand, the following figures are presented:
- Tools Used by Brand
- Function Leading Efforts/Contributing Functions
- Goals for Communication
- Activity Budget, Staffing and Timelines
- BRAND A (Autoimmune)
- BRAND B (Diabetes
- BRAND C (CNS/Psychology)
- BRAND D (Cardio/Thrombosis)
- BRAND E (N/A)
- BRAND F (Urology)
- BRAND G (Women' s Health)
- BRAND H (N/A)
- BRAND I (Infectious Diseases)
- BRAND J (Cardio/Thrombosis)
- BRAND K (N/A)
- BRAND L (Autoimmune)
- BRAND M (Endocrinology)
- BRAND N (CNS/Psychology)
- BRAND O (Gastroenterology)
- BRAND P (N/A)
- BRAND Q (N/A)
- BRAND R (CNS/Psychology)
- BRAND S (CNS/Psychology)
- BRAND U (N/A)
- BRAND V (N/A)
- BRAND W (Diagnostics)
- BRAND X (Gastroenterology)
- BRAND Z (Pain)
- BRAND AA (Medical Device)
- BRAND BB (Gene Therapy)
- BRAND CC (Infectious Diseases)
