6. But even in these challenging times…
OUR LABS ARE THE SOURCE
OF A SEEMINGLY ENDLESS
FLOW OF LIFE- AND WORLD-
CHANGING INNOVATION
Care Approach Capability Experience
8. INNOVATION IN APPROACH
At one lab: Researchers called on gamers
to solve problems science couldn’t
The configuration of an
element of a retrovirus
had stumped scientists
for decades
Gamers–native in fast
modeling and iteration–
found the answer in
three weeks
9. INNOVATION IN CAPABILITY
At UCB: scientists use the biggest research
databank on epilepsy in the world – one
crowdsourced by patients
The lab receives annonymized,
aggregated data
They look for real-life behavior,
unmet needs and other areas
for innovation
As a bonus: the partnership is
helping people
10. INNOVATION IN EXPERIENCE
At Bayer and Sanofi: They’ve even taught
our medical equipment to talk to our
iPhones and Nintendos
Bayer Didget for the DS Sanofi iBGstart for the iPhone
18. AND SPEAK WITH A VOICE ABOUT
AS HUMAN AS THIS GUY
They may all increase the chance of
heart attack or stroke that can lead to
death. This chance increases if you
have heart disease or risk factors for it,
such as high blood pressure or when
NSAIDs are taken for long periods.
CELEBREX should not be used right
before or after certain heart surgeries.
Serious skin reactions, or stomach and
intestine problems such as bleeding
and ulcers, can occur without warning
and may cause death. Patients taking
aspirin and the elderly are at increased
risk for stomach bleeding and ulcers.
30. THE END OF NORMAL
We have virtually limitless options in consumption:
• That’s caused our individual experiences of “normal”
to diverge dramatically from one another
• Today what’s uber popular in one group is likely to go
virtually unnoticed by others.
• It’s not about finding the new normal, it’s
about giving up on the very idea of it
32. HOW THE LAB TACKLED IT
Figured out long ago: Average isn’t enough
– Mapped the entire human genome
– Started to discover what differences matter
– Began making medicine more personal
33. WHAT MARKETING CAN BORROW
FROM: TO:
NORMAL SIGNIFICANT
Our opportunity: Walk away from the middle
and absolutely delight a niche
– Map the human experience
– Identify significant segments
– Create “they really get me” relevance
34. HINTS THAT WE CAN DO IT
These experiences aren’t for everyone.
And, that’s why they work.
35. HOW WE’RE GOING TO CHANGE
THE INTERFACE:
WE COMMIT TO: SO WE CAN:
Forget normal Delight niches
36. 2 BE SOLUTION
SEEKERS
At some point, problems – even
marketing problems – get too
complex to be solved by any
one team. The new opportunity
will be to know how to find the
people and ideas that can.
37. WANTED: PROBLEM SOLVER
SOLUTION SEEKER
Fundamental shift: As information becomes richer
and challenges become more discreet, no one will be
able to solve every problem
Gap: The people in your company are smart, they
know your industry. But there are a finite number of
them – and finite experience among them
Trend: Growing number of people looking to define
their careers on their own terms
38. FAST TRACKING SOLUTIONS
Right people. Right problem. Right perspective.
Crowdsourcing Hiring a partner
Solution Seeking
– Strong professional networks
– Targeted platforms and services
– Custom recruited panels
39. SOLUTION SEEKER: 24 HOURS
HOME TEAM: 20 YEARS
Twenty years after the Exxon
Valdez oil spill, there was still a
lot of oil on the ocean floor
After decades of working on
the problem, Exxon decided to
look outside its walls for help.
Within 24 hours, an Illinois
chemist faxed in the answer
and a day later was talking
with the people who – with him
– could restore the ocean floor
40. HOW THE LAB TACKLED IT
The lab has long leveraged the crowd to both
uncover and improve ideas
– Tons of example: From micro IP to development congresses
to public challenges
– But the best example is bi3, where entrepreneurial scientists
can rapidly convert novel biological insights into life-saving
and life-changing therapeutics
41. WHAT MARKETING CAN BORROW
Our opportunity: Elevate solutions in their infancy
– Our “audiences” – from patients to professionals - are need-
based innovators
– The small ways they solve their own problems could point to
big new ideas
– Finding these ideas in their infancy and partnering with their
founders lets pharma bring meaningful marketing to people
Looking to the next: Couple of guys
who want to build something big just
to improve their brother’s life
42. HINTS THAT WE CAN DO IT
Early adopters of open innovation have increased
(not abandoned) their use of solution seeking:
43. HOW WE’RE GOING TO CHANGE
THE INTERFACE:
WE COMMIT TO: SO WE CAN:
Create marketing
Being solution seekers
people want to use
44. 3 EMBRACE CHANGE
How people live, learn and
connect is changing faster now
than at any other point in
human history.
46. THE TECHNOLOGY WE LOVE IS
CHANGING THE BRAND
EXPERIENCES WE CHOOSE TO
USE
47. IT’S BEEN CALLED EXPONENTIAL
CHANGE
But, it’s really endless disruption
48. THE REALITIES OF ADOPTION
ADD ENDLESS COMPLEXITY
On a typical adoption curve, a promising
technology will have passionate users, recent
adopters and avoiders at any one point in time
Don’t even get me started on the mashups
49. HOW THE LAB TACKLED IT
The lab has an amazing tool to understand real
life that’s hard to duplicate: The clinical trial
– Multi-phased
– In real life - subject to how human’s really behave
– Full of unexpected insight
50. WHAT MARKETING CAN BORROW
Our opportunity: Forget about the technology
and focus on real life
• How are people changing how
they connect?
• Where are they spending time?
• What new pressures have been
added?
• What do they need now
(that they might not have
needed before)
51. LOOK FOR TRENDS IN BEHAVIOR
We have a new hub Multi-tasking is the
The smartphone has new normal
replaced the computer We have constant partial
as a digital hub attention
We’re using our own
We do the math
stuff at work
And only trade our
The era of BYO means
privacy for experiences
we always have our
that are worth it
iPhones
52. LOOKS FOR NEEDS, NOT CHANNELS
We’re big on We skip
self care commercials
But don’t always have So you should do
✔ the right bridges to ✗ product placements in
health care stream
We’d rather play We’re carrying
than watch more smartphones
✔ It’s just not engaging ✗ So that’s a place to
to read all of that advertise at us
53. HOW WE’RE GOING TO CHANGE
THE INTERFACE:
WE COMMIT TO: SO WE CAN:
Embrace the change in
Meet their new needs
people’s lives
54. 4 CONNECT
GOOD THINGS
The explosion of channels and
proliferation of digital media
we’ve seen over the last decade
have left most of us feeling
hyper connected and
information overwhelmed.
56. WHAT THE WORLD NEEDS NOW:
IS A RECOMMENDATION ENGINE
We don’t want more opinions and websites to
read, we want a clear path to the most
relevant, credible, right-for-us stuff.
The best and most relevant content on a specific issue
57. HOW THE LAB TACKLED IT
Sometimes as a patent defense
strategy, sometimes as a clever evolution, the lab
is great at pairing things we need more of
together
– A statin with a diabetes drug
– An antihistamine with a decongestant
– Even energizing vitamins with chemotherapy
1+1=3
58. WHAT MARKETING CAN BORROW
Our opportunity: Create great collections
• If there’s one thing pharma marketers have in common,
it’s a strong sense of skepticism
• We know what’s out there and what’s worthy of our trust
• We could use that POV to curate great collections, to point
people to the resources that would help them most
Virtual stores Curated books Customizable Good old-fashioned
collections news feeds
60. HOW WE’RE GOING TO CHANGE
THE INTERFACE:
WE COMMIT TO: SO WE CAN:
Help people meet
Connect good things
their goals
61. 5 RELENTLESSLY
PURSUE
BETTER WAYS
Today we can create almost any
experience imaginable. In this new
world opportunity, there are infinite
possibilities for how we can bring
better support, education and tools
to the people who need them most.
62. WE WORK IN
A POWERFUL
CONTEXT
Their experiences with individuals,
brands and institutions can
dramatically change all
kinds of outcomes
People are often at their
most vulnerable when they
are receiving health care
They need more personal
time, more advocates and
more care than a consumer
of any other service
63. WITH BIG NEW METRICS,
LIKE PATIENT SATISFACTION
★★★★★
64. HOW THE LAB TACKLED IT
At Mayo Clinic, they build industry-leading
experiences by practicing in a design lab
• Clinical teams interview and shadow patients
• They brainstorm with abandon and engage in rapid prototyping
• The project has launched a number of industry-leading
innovations, including self-service kiosks
65. WHAT MARKETING CAN BORROW
No question, this is the biggest, hardest shift to make.
Here are two opportunities we can start acting on now:
Find our own way
Commit to 10%
66. Find our own way
Healthcare isn’t like other things we buy.
So, why do we act like other advertisers?
Maybe it’s time to redefine DTC
Do. Teach. Connect.
67. Commit to 10%
Relentlessly pursuing better experiences doesn’t have
to mean changing everything all at once
Make a 10% budget commitment to a
best-in-class experience
The BBC’s biggest hit came from a
gamble fund. The Office would have
never aired without the risk.
68. HOW WE’RE GOING TO CHANGE
THE INTERFACE:
WE COMMIT TO: SO WE CAN:
Relentlessly pursue Dramatically change
better ways outcomes
76. THANK YOU, eDTC!
Are there any questions?
Download a copy of this
presentation at:
GSWInnovation.com
Editor's Notes
Pristiq
Yet, as digital marketers, we’re still looking for a normal customer – an average user type or a median demographic. We want to simplify things down to something everyone will like and know how to use. What we end up creating is a bland amalgam that few like and none love. We miss the chance to connect with people around shared meaning or interests or context. To do that, we’d have to walk away from the middle and absolutely delight a niche.
the Colonoscopy for Dummies book designed to answer the kind of worrywart questions that Google couldn’t, or the 60 Minutes-style videos Pfizer created to take on counterfeit drug
Imagine uncovering the next PatientsLikeMe – a site that is now home to the largest number of crowdsourced health studies in the world, but was initially conceived by two brothers – James Heywood and Benjamin Heywood – after watching their brother Benjamin’s long battle with ALS. They were frustrated that the doctors they saw has so few ALS patients and so narrow a perspective. They hoped that if they could bring enough people together, each entering their own specific medical experience – they could not only help these people with relatively rare life-changing conditions support one another, but also help them act as their own advocates in their treatment and their lives.
But in the late 90s, the leadership introduced rigid budget controls and innovation become narrow The new CEO and CFO wanted to find ways to make this big organization a little bit less rigid. They created a “gambling fund”Ideas that failed through the normal screening process could still qualify through the gambling fundOne of the projects that could only find funding on a gamble was The Office, their biggest hit ever
We wear a big black hat as an industry. The Harris Poll confirms it year after year. They’ve been measuring how the public perceives twenty-two of the nation's largest industries since 1997. In that time, pharmaceutical companies have had the second biggest decline in reputation (right behind oil companies) – a 43-point slump in the number of people who say we’re doing a good job for consumers.
