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Who Responds To The Responders?

This one is for you, Dan.

As I thought it might, my last post about social media stirred quite a bit of discussion. As such, I thought it would be useful to perhaps dedicate another post as a means of both clarifying my position, and providing some counter-points to the various responses that have been generated around the web.

To recap, my original post wasn’t meant to suggest that pharma should completely abandon social media, but rather that the interest in social engagements is over-calibrated when weighed against the potential business impact for a given brand.  There are two points that encapsulate my thoughts on how social most typically makes sense for pharma. First, for corporate communications, investor relations, and (hat tip to Craig DeLarge) corporate level customer service, social media makes a ton of sense. Second, placing content inside a given social platform, but turning comments off, relinquishes any hold on the notion of that program being even remotely “social.” While placing content in channels like YouTube can be a highly effective tactic, it ceases to be social without conversational interaction.

Those specifics being stated, a healthy debate has arisen to my point of view on this. That’s good. The industry needs more thorough discussion of the why and how communications should be rightly used to better inform all of us. But from my perspective, the counter arguments being posited just don’t hold much water.

Unbranded social media engagements provide real business impact
(Messrs. Mack and Spong)
There’s really only two situations where an unbranded program makes strategic sense for a pharma product; pre-launch, when the market needs to be seeded for a particular indication, and post-launch when a new disease category needs to be better understood by patients. I would argue that the latter makes less sense than the former, but I can see the rationale and so I’ll include it in the debate. Read More…

Dispelling 4 Mythological Beliefs About Innovation

According to the ancient Greeks, Prometheus took pity on mankind. He walked among men and noticed that they were no longer as happy as they were when Kronos the Titan was their king. He saw them living in the dark and shivering in the cold because they had no light to help them see and no fire to help them stay warm.

So Prometheus stole a spark from Zeus’s own lightning and brought fire to mankind. It was the dawn of civilization and enabled mankind to flourish.

But while mankind was now off cooking steak and smelting bronze, things didn’t work out so hot for Prometheus himself. For his disobedience he was chained to a rock at the top of a mountain and every day a giant eagle would come tear out his liver and eat it. At night, his liver would regenerate and the ordeal would begin anew each day.

It’s an interesting time for all the digital Promethei, especially those working in marketing. After all, our jobs require that we bring new and unknown ideas to our clients with the hope of ‘futurizing’ their marketing mix to make it more effective. In the America that we live in, almost everyone has a smartphone in his or her pocket. A majority of Americans have high-speed web access, and the sheer number of digitally enabled things we interact with is greater than ever before. The internet of things is upon us. The power and ubiquity of the platforms and APIs available to any given development team means things can be created at a scale and speed that were impossible 5 years ago.

Compounding the situation further is that you can’t flip through Wired or Inc. or Fast Company without reading pages upon pages about the ever-changing landscape of start-ups and internet-based businesses that are reshaping the American economy. The tech business is booming. Being a wild success with a tech idea is becoming the new American Dream and everyone fantasizes about becoming the next great digital titan.

But this has created a Jekyll and Hyde(1) type of situation. In one sense, it’s been empowering. Marketers are embracing new ideas and experimentation with a zeal that hasn’t seen since the early days of the web. Digital innovation is now coveted and the internet is no longer seen as an inferior medium compared to others. Additionally, clients are gaining a greater appetite for ‘new’ and “differentiating’ ideas and the willingness to try things may be at an all time high.

But.

As if they weren’t undervalued enough already, strategy and planning are becoming increasingly viewed as unnecessary, and clients are shifting from defining the objectives for a brand to defining the tactical imperatives of a brand. For example, it’s no longer ‘obtaining new customers’ or ‘getting a patient to stop missing every third dose’, it’s ‘build an app”, or ‘use Shazaam.’ This type of behavior isn’t new, but it does seem to be getting more commonplace with every passing day.

The problem isn’t so much the extensive tactical requests, but the inherent implication that because it’s supposed to be innovative, thinking isn’t necessary, success is easy, and poor design doesn’t matter. Mythologies have evolved with clients about what innovation is and how it happens, some of them so fanciful, they might as well come with wings and a tail. It’s time to dispel those myths and hopefully do so in such a way that we can all stop feeling like our livers are being eaten. Read More…

Deciphering Google’s Calico Cat

Screen Shot 2013-09-24 at 9.48.30 AM
Once again, Google is getting back into the health business. After shutting down its previously failed healthcare venture, Google Health in June of 2011, it’s tossing its preverbal hat back into the ring with the launch of the oddly named Calico.

 From the Larry Page’s G+ page: “I’m excited to announce Calico, a new company that will focus on health and well-being, in particular the challenge of aging and associated diseases.”

Here’s what we do know. Art Levinson, Chairman and former CEO of Genentech will head up Calico. Art also sits on the board of Apple and won’t be giving up any of his day jobs to run this project. That in and of itself should tell you how much emphasis Calico will carry with everyone mentioned in the press release. Beyond that, the actual details about the program are non-existent. That Google is orchestrating on an all out media blitz promoting a program that’s only oddly named vaporware at this point is a curious one indeed.

One little tidbit, buried in Larry’s G+ page is that Bill Maris, Managing Partner of Google Ventures, brought the project to life. My guess is that Calico isn’t so much a new line of business for Google, but a VC fund to invest in other start-ups.

Time magazine took the hyperbole to an extreme, labeling the venture “Google vs. Death.” If you’re hoping to read the article, which is locked behind Time’s pay wall, for some of the details of the venture, nay, ANY details about the venture, don’t waste your time. There aren’t any.

There’s a lot of work going on in the tech sector to extend life and slow down aging. Google probably sees two routes to success here. One way might be to diversify their core business by being the lead investors in the companies most likely to drive the next wave of technological innovation for healthcare in the U.S. It could be immensely profitable if it pans out. Google certainly has the cash flow to make some educated guesses, even if they never do turn a profit.

But Google is in the information business. More specifically, selling information it has about you. As the saying goes, “when something online is free, you’re not the customer, you’re the product.” Google Health was an attempt to encourage users to upload all kinds of data about their health and wellness. With that data, Google would more effectively be able identify you and your physical and emotional state of being as a means of selling advertising to brands, with that targeting coming at a premium price. The bad news for Google was that it never took off.

Whatever Google’s thinking with Calico, you have to believe the targeting ability of for tracking a users health and wellness as a means of delivering more effective ads will eventually enter the consideration set. It is their core business after all.

But that day is probably a long was off. We’ve seen Google products arrive with much pomp and circumstance only to die a quiet death. Google Wave anyone? Buzz? eBay has s ton of Nexus Q’s available on the cheap. Calico, for now, is much ado about nothing, but we’ll see what the next announcement brings us in terms of details. Hopefully it will be more than just a funny name.

The 10 Commandments of Digital Marketing

ItMoses of Digital’s that time again. Brands are starting their annual cycle of planning for the coming year. One of the quirks of pharma, that I haven’t experienced when working with other industries, is that brand managers responsible for digital turn over (through promotion or responsibility change) at an alarmingly high rate. As such, the institutional knowledge and learning for the role gets easily lost. Since a decent portion of pharma marketers enter a digital management role with little or no actual digital marketing experience, I thought it would be helpful to provide some edicts to ensure fruitful digital marketing campaigns for the years to come. Enjoy.

1. Thou shalt put no other strategy before thy brand strategy.
Too often for brands, digital strategies are created in a complete vacuum from the overall brand strategy, or worse, no digital strategy is crafted at all. Since digital is the glue that ties the entirety of a marketing plan and tactics together, anything that happens online needs to ladder up to the higher objectives of the brand. An effective digital strategy is typically composed of a group of sub strategies to effectively plan and account for owned, earned, shared, and paid assets. Take a look at your plan. If you can’t clearly articulate how your digital strategy (or objectives) ladder up in the overall brand, you need to rethink your approach.

2. Thou shalt not make for yourselves any shiny idols.
Most brands have some form of goal around innovation. And that’s important because innovations drive the business forward. But innovation doesn’t mean new, it means better. Your strategy should help you select your tactics, not the other way around. If you are seeking to use a tool or platform because you think it’s cool or innovative, and can’t identify how or why it works for your audience, you’re worshipping the shiny object and are destined to fail.

3. Thou shalt remember thy user and put no interests before theirs.
I can’t stress this enough. Too often marketers approach digital from the mindset of their own (or their brand) objectives. Users crave value, utility, and having their needs met. This is especially true online where fractions of a second can make or break a potential engagement. Instead of focusing on your needs, try and determine what your users want and how you can insert your brand or your content into their lives in a way that makes sense. It may mean you have to produce less banner ads and create more of something else. Read More…