Compliance Strategies for a Higher Patient Response, Center for Business Intelligence, 2004

1. Compliance Strategies for a Higher
Patient Response
Croom M. Lawrence
e-Marketing & Consumer Communications
Wyeth Pharmaceuticals

2. Disclaimer
The statements contained in this presentation
reflect the viewpoints of the individual
presenter and his experiences. This
presentation is not endorsed by nor does it
necessarily reflect the views of Wyeth or any of
its subsidiaries.

3. To quality as a “disease management program”, a
program must include (i) a population identification
process (ii) evidenced based clinical practice
guidelines, risk identification and matching of
interventions with clinical need (iii) patient self-
management and disease education (iv) process and
outcomes measurement, evaluation, management
and reporting.
What qualifies as a disease management
program under California law?
Personalization
Patient Health
Education
Program Recruitment
Measurability

4. Identify
Differentiate
Interact
Customise
don’t know
customers
treat
everyone
the same
talk at
customers
one size
fits all
know
transactions
by value
only
talk with,
but forget
some
choice
know
history
by value
then needs
talk with,
remember
customise
some
know
preferences
by enhanced
customer
needs
feedback
loop
mass
customize
Personalization and customization is key to value creation for patients
(and for program designers)
Adapted from Peppers & Rogers Group slides “Privacy Implications for Pharmaceutical Marketing and Database Building”, August 2002
Compete on Customer Intimacy

5. Sources of Innovation
The new Blue Chip Techs
Q: What do these companies have in common?
A: Customer-driven value proposition
•Database Marketing
•On Demand Content
•Personalization

6. Operational Excellence - Compliance
• C&P Program customized to meet:
– brand objectives and constraints
– financial hurdle rates
• Pass internal approvals
– Medical/Legal/Regulatory
• Campaign Integration
– Brand reinforcement
– Consistency w/ patient value proposition
– Measurable Impact to Compliance

7. What is Needed (Strategically)
• Manageable pilots across the product portfolio
with different capabilities
• Disciplined sharing and leveraging of best
practices to ensure efficiency
• Disciplined measurement of pilot program ROI to
make “go/no-go” decisions and ensure financial
accountability of the initiative
• “Grass roots” knowledge of the elements of CRM
success to ensure consistency of execution
Adapted from Peppers & Rogers Group slides “Privacy Implications for Pharmaceutical Marketing and Database Building”, August 2002

8. Considerations going forward
• Personalized medications requires support to
smaller patient population
• Higher degree of patient activism and
empowerment
• Business requirement of faster program
deployment
• Stronger collaboration and education of key
health care providers

9. Thank you!

10. Thank you!