OP 106A Raising Disease State Awareness Report Summary


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OP 106A Raising Disease State Awareness Report Summary

  1. 1. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New ProductsRaising Disease Benchmarking Report at-a-GlanceState Awareness: Featured Study Participants • AbbottBest Practices in • • Acetelion Boehringer Ingelheim • Eli Lilly & Co.Internal Brand • • Genentech GlaxoSmithKline • Janssen •Messaging for New Merck • Merck Sharp & Dohme • Nektar • NovartisProducts • • NovoNordisk Pfizer • ProPharma • RochePROJECT BACKGROUND • Sanofi-Aventis • Schering-Plough • Takeda Disease state education is a widely recognized critical • Vertex success factor in the launch of a new pharmaceutical • Watson product—particularly if the product treats a disease or • Xanodyne condition that is previously unknown, socially sensitive or stigmatized or if the product is first in its class. When executed effectively, disease state communication establishes the need for a novel medical treatment and prepares the way for a new brand to enter a receptive market. Today’s brand leaders communicate new disease state Industry Analysis information to their own employees as well as to their 22 benchmark companies representing physician, patient and payer customers. Most companies the biopharmaceutical industry rely on tried and true external communication practices to participated in this study. reach internal audiences, but leading brand teams develop specialized internal communication processes, channels, Information Types guidelines, timing, segmentation standards and success • 38 Information Graphics metrics to customize their messages for employees. • 15+ Data Graphics • 30+ Metrics Best Practices, LLC undertook this research to capture • 30+ Executive Narratives quantitative benchmarks and qualitative insights that will help communicators and brand leaders understand how to Report Length • 63 pagesBest Practices, LLC © (919) 403-0251 1
  2. 2. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New Products deliver the right information to the right employees at the right time for maximum positive impact on the brand. The research also highlights pitfalls to avoid and best practices to emulate in developing or improving internal brand communications. This report is intended for pharmaceutical, biotech and medical device managers and executives who supervise or interact with brand communications or new product development teams.This research to identifies the best practices of veteran pharmaceutical executives for all aspects ofcommunicating disease state information within their companies. The study gives particularattention to communication challenges around products that were first in class or that treatconditions that are largely unknown or stigmatized including HIV, erectile dysfunction, highcholesterol, overactive bladder, restless legs and others. Specific topics covered in this reportinclude: • Effective internal communication channels • Emerging communication media and tools • Communication topics appropriate for each product development phase • Advantages & disadvantages of internal message segmentation • Measuring internal message effectiveness • Preventing sensitive information leaks • Managing science-based communications • Engaging Key Opinion Leaders (KOLs) and executives to influence employees • Needs creation marketing tactics • Success factors & guidelines for internal disease state communication • Use of message customization for management groups • Special challenges for products treating socially sensitive conditions or diseases, first-in- class products, or new disease states or conditions • Best practices & participants’ lessons learnedSTUDY METHODOLOGY This report is conducted from research that involved a two-pronged approach. Best Practices, LLC researchers surveyed a total of 33 executives, directors and managers representing 22 leading corporations in the pharmaceutical, biotechnology and medical device industries. The survey collected benchmark data on preferred internal communication channels/media, the use of emerging communications technologies, message effectiveness measurement, and key communication topics before and after NDA filing, customization approaches for management and business functions, segmentation practices and key challenges.Best Practices, LLC © (919) 403-0251 2
  3. 3. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New Products In addition, the research team conducted in-depth interviews with executives and directors at 11 of the surveyed companies. Interviews focused on best practices for delivering disease state information to internal audiences as well as process descriptions and tactics for avoiding common hazards.SAMPLE FINDINGS Among the findings that emerged from this research are the following: Internal Communications Channel Effectiveness & Use • Study participants use a multi-channel approach to disease state communication and education to maximize their employee reach. • A core group of new technologies is expected to grow rapidly for communication and education purposes. More than half of all research participants stated that they expect social networking, podcasts and online video to grow in use as critical tools for communicating disease state and product information. • Generational issues may reduce the anticipated speed of new technology diffusion for internal education. Nearly half the participants are not yet using blogs, wikis, hotlines or online videos internally, even though many are experimenting with these channels for external communications. • Leader-led classes are the channel most often receiving “highly effective” ratings from survey participants. • E-mail bulletins and conference calls or webinars are the internal communication channels most often rated either “effective” or “highly effective” in the survey. • Interviewed study participants stressed the importance of using a variety of different communication channels to reach multiple internal audiences, but generally agreed that the most powerful channels are well-designed internal websites and talks by Key Opinion Leaders or executive “experts.”Best Practices, LLC © (919) 403-0251 3
  4. 4. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New ProductsTop Success Factors • Effective internal disease state communication requires a structured approach including clear education objectives, tight processes for message control and prepared responses to product questions/challenges that employees encounter in social situations. • Interviewed executives have found that the single most effective way to build disease understanding and win employee support for a product treating a new or socially sensitive condition is through exposure to patients who can talk about their personal experiences and “put a human face” on the condition.SAMPLE PRACTICE3. Use a structured approach to effectively communicate and educate regardingdisease state information. “People will remember the original`Effective internal disease state communication messages; so you have to get themrequires a structured approach that includes clear right at the beginning. It’s hard to goeducation objectives, tight processes for message back and find all the things youcontrol and prepared responses to product questions or screwed up and fix them after youchallenges that employees encounter in social have already started running tactics and pitching strategies.”situations. Interviewed benchmark partners stressed the -Interviewed Executive Director, Managed Marketsimportance of planning before launching an internalcommunication program. Said one interviewedDirector, “People will remember the original messages; so you have to get them right at thebeginning. It’s hard to go back and find all the things you screwed up and fix them after you havealready started running tactics and pitching strategies.”Set clear objectives before beginning a communication program.The first step to developing a structured approach for communicating disease state awarenessinvolves establishing clear objectives and positioning for internal as well as externalcommunication and education. Internal communication objectives are often overlooked but arenecessary for preventing message inconsistencies that create problems over time.Best Practices, LLC © (919) 403-0251 4
  5. 5. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New Products Use a Structured Approach to Communication & Education Revise approach Clear objectives before as necessary to communication begins prevent keep pace with inconsistencies that create changes in Evolve market and/ Set Clear problems over time. Communication or brand Communication Priorities as Align communication strategy. Objectives at Market closely with all brand Beginning Changes messaging to support product. Structured Arm employees Approach Ensure consistent with script for Give Employees message with all answering Exercise Tight Communication audiences to ensure questions/ Message Control Tools comm. integrity. challenges in social situations. Communications will Carefully leak. Don’t say anything Offer employees Qualify/Select internally you wouldn’t sensitivity training. Designated want to see in print. Speakers Qualify and designate limited number of approved speakers. Consider assessing/developing speakers through role-playing exercises. Figure 2.6: Use a Structured Approach to Communication and EducationBenchmark participants shared their best practices for setting internal communication objectivesincluding the following: Understand and align all communications with the positioning, goals and market definition that have been established for the brand. Coordinate with the brand team to set communication objectives that support brand goals. Do not undermine brand messaging by using a different set of terminology. For example, if the brand is to be positioned as a treatment for a condition, make sure messages use the word “condition” rather than “disease.”Exercise tight message control.Once communication objectives have been established, it is vital for companies to exercise tightmessage control. Message control is a critical success factor for internal, as well as external,disease state and brand communication and education. Benchmark participants shared a series ofBest Practices, LLC © (919) 403-0251 5
  6. 6. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New Productslessons learned regarding internal message control, ranging from designating a limited number ofapproved speakers to developing a process to refer sensitive questions to designatedspokespersons. Guidelines based on participants’ lessons follow: Message Control Guidelines • Ensure that all messages are crafted carefully by Public Relations and approved by Legal. • Carefully select and thoroughly train designated communicators and educators. • Strictly limit – to as few as one – the number of people authorized to speak about the product. • Speak to approved messages only. “It’s better for a speaker to sound staged or scripted than to go into uncharted territory.” • Train the designated spokesperson with a Frequently Asked Questions list prepared by Public Relations and approved by Legal. • Develop protocols and a referral process for handling questions on sensitive or regulatory issues. • Recognize that information leaks outside company. • Dont bring up an issue that is not already under discussion. Just address the issue at hand. • Be aware that some executives are uncomfortable with stigmatized health issues. Use role playing to assess potential spokespersons for weakness and train speakers. • Pilot test internal messages with small groups before company-wide rollout to test effectiveness and identify potential trouble spots. • Teach people to be comfortable responding to questions about socially sensitive topics.Best Practices, LLC © (919) 403-0251 6
  7. 7. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New ProductsIn addition, interviewed participants stressed the importance of Employee Preparation Aidesbriefing all employees on how to deal with questions about a Point of contact informationsocially-sensitive product when approached by a neighbor orfriend outside the workplace. Preparation can include providing Cascade of referrals beyondemployees with a short, basic script to use or a set of FAQs. point of contactResearch participants also augment basic employee education List of FAQs approved bywith a clear referral process with designated medical experts Legalwho can handle difficult inquiries employees encounter away Relevant literature andfrom work. referencesTest message effectiveness on groups of employees List of topics that are notbefore general internal (or external) release. approvedVeteran pharmaceutical industry leaders recommend piloting Prepared written responsesinternal messages about a socially sensitive product with small for touchy questionsgroups to test effectiveness and to look for trouble spots beforethe company-wide communication is released.One interviewed Director of New Product Planning said, “Just like the general population, theresquite a wide range of different people who work for pharmaceutical companies, and so you haveto be sensitive to all the different constituencies that might be there in your workforce. We woulddevelop concepts and run those past a few people, as opposed to the whole internal audience, to “. . . You have to be make sure that the intended communication messages sensitive to all the different were what were being received. And we might have constituencies that might different versions of trying to get across the message to be there in your workforce. see which one came across better.” We would develop concepts and run those The interviewed Director added, “You might want to past a few people, as opposed to the whole do some little test groups, some pilot stuff, internally, internal audience, to make to make sure there wasn’t something that was upsetting sure that the intended a certain subgroup of your internal population which communication messages you might be totally blind to. Finding that out early were what were being will help you with your later external marketing received.” efforts.” -Interviewed Director, New Product Planning Added an interviewed CMO, “if the disease orcondition relates to sexual health, you probably want to test the internal messages for impact ondifferent genders and different age groups,” before releasing communications companywide.Best Practices, LLC © (919) 403-0251 7
  8. 8. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New ProductsAvoid over-communicating non-essential information.Also important throughout the process of communicating new disease state information is makingsure not to over-communicate non-essential information. Internal communications are critical tolaunch success, however, it is possible to over-communicate and damage support for the brand.Over-communication is characterized by delivery of information that is trivial, redundant orrelated to insignificant products.One interviewed Director of Global Product Strategy shared an example of over-communicationbased on personal experience: “The drug was probably over-hyped and way over-communicatedinternally. There was unbelievable communication inside the company, and I believe it was verymuch over-communicated. I think people just developed sensory overload and switched off. Ifyou think about it, its only going to be a small percentage of people in a company that areworking on any particular product, and the rest of the people go, ‘If I have to hear about that onemore time Im going to puke. How come Im not hearing anything about my product?’ Too muchcan be too much.”REPORT STRUCTURE AND ORGANIZATION The research findings are organized into this executive summary with best practice chapters supported by survey data and charts. Executive summary: The executive summary contains a project overview, information about the participant companies and a summary of key findings. Best Practice Chapters: The topical chapters include: • Chapter One: Best Practices for Internal Disease State Communication • Chapter Two: Survey Response Data • Chapter Three: Insights, Recommendations and Lessons LearnedBest Practices, LLC © (919) 403-0251 8
  9. 9. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New ProductsABOUT BENCHMARKINGREPORTS.COM BenchmarkingReports.com is a service of Best Practices, LLC, world leader in benchmarking research and analysis. BenchmarkingReports.com provides vital insights and data from our primary research at a fraction of original project cost. Best Practices, LLC has conducted pioneering benchmarking research for top companies since 1991, providing clients with "Access and Intelligence for Achieving World-Class Excellence." To learn how we can help you find solutions to your current business issues, visit our site at www.best-in-class.com.Best Practices, LLC © (919) 403-0251 9
  10. 10. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New ProductsTABLE OF CONTENTSBest Practices, LLC © (919) 403-0251 10
  11. 11. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New ProductsTABLES AND FIGURESBest Practices, LLC © (919) 403-0251 11
  12. 12. Raising Disease State Awareness: Best Practices in Internal Brand Messaging for New ProductsORDER FORM I’d like to order the following Best Practice Benchmarking Report.® ID PUBLICATION TITLE QUANTITY PRICE SUBTOTALOP-104 Building an Effective Regulatory Relationship with the FDA Ordering 3 or more reports Deduct 10% Options Shipping and Handling: Add $26 ($48 international) per report ONLINE TOTAL benchmarkingreports.com PHONE SHIP TO: (919) 403-0251 Name Title FAX (919) 403-0144 Company EMAIL Street Address bestpractices@best-in- class.com City/State/Country Zip MAIL Phone Fax Best Practices, LLC 6350 Quadrangle Drive Email Suite 200 Chapel Hill, NC 27517 PAYMENT OPTIONS: Check enclosed payable to “Best Practices, LLC” Visa MasterCard American ExpressCard Number Exp. DateAuthorized SignatureBest Practices, LLC © (919) 403-0251 12