Monthly Archive for April, 2010

A glimpse ahead

We’re always curious about what the future holds.

One innovation company providing a glimpse at what the next decade will bring is Microsoft. In the ever evolving world of communication this video takes a look at the future of technology in healthcare as we know it.

Microsoft explores how the technology of tomorrow may improve healthcare by providing both doctors and patients with the information they need for more effective, personalized care.

With things like augmented reality becoming a reality, it seems that Microsoft’s projection of 2019 may be here before we know it.

Not only is Microsoft’s health concept interesting for pharma, but their perception of the future world of retail is worth considering as well. Watch as Microsoft demonstrates a visit to the store in the future where integrated handheld devices and store systems provide a more personalized, streamlined shopping experience.


cpatton

Mobile: Why texting matters

Not quite fluent on texting yet?

Kids are according to today’s research released by the Pew Internet & American Life Project.

What stood out to me is that cell phone texting “has become the preferred channel of basic communication between teens and their friends …”

From February 2008 to September 2009:

  • Texting rose from 38% of teens to 54%.

That’s a bigger jump than:

  • Calls on cell phones (36 to 38%)
  • Talk face-to-face (31 to 33%)
  • Social networking sites (21 to 25%)

Even more remarkable is that the following categories actually declined:

  • Instant Messaging (28 to 24%)
  • E-mail (14 to 11%)
  • Talk on landline (39 to 30%)

While it’s not news to parents of teenage girls, some marketers of women’s products might find it interesting to learn that teenage girls “typically send and receive 80 texts a day,” according to the Pew findings.

What’s it mean for pharma?

Lots, but mostly that an entire generation is growing up with texting as main means of communication. Since 75% of 12-17 year-olds now own cell phones (up from 45% in 2004, according to Pew), and it cuts across all demographics, there’s a significant number of consumers who communicate primarily using this medium.

Can any brand manager targeting that demographic ignore that?

Can any brand manager targeting that generation a few years from now ignore that?

We don’t think so.

mwallinger

Geolocation, geolocation, geolocation!

May 1, 2000 was an incredibly important date in the history of communications. It’s the date that Selective Availability was removed from GPS data, allowing very accurate location-based information to be automatically decoded by handheld sized devices. This gave anyone with the hardware the ability to pinpoint where they were on the globe. Five days later a game was born called Geocaching.

Geocaching allows players to hide physical containers (caches) around the globe, share clues online with other players, and track progress compared to others in an online community. It’s still going strong now with over a million hidden caches in over 100 countries. The game was slow to grow as the handheld GPS devices were expensive and very clunky and difficult to use.

Ten years later smartphones, cameras, iPads, and cars all come with GPS built in even if it’s not a deciding factor in the purchase of the device. That data is slowly finding ways into everything we do and will increasingly provide you contextual search results and social communications depending on where we are as much as what you searched for. It’s no longer strictly a leisure activity shared only between geeks.  If you have a smart phone you have most likely already used or shared your geolocation data with friends or applications that have enhanced the exchange.

Recently applications like foursquare and Gowalla have built communities around the evolution of Geocaching with the promise of better brand experiences. These social networks have grown in popularity incredibly fast and have gotten a lot of attention from the media much like Twitter did four years ago. Cities like Chicago and Boston are utilizing them to create tourism activities, while mom and pop coffee shops reward their top customers with free coffee or discounted desserts. These geolocation social networks are using video game style reward systems via virtual merit badges and points systems to encourage consumer behaviors. And it’s working!

So how does pharma get in on this action? How does healthcare build excitement and brand relationships while it’s still relevant and on the upswing vs. waiting until it’s passed as a fad or evolved into something else? A few thoughts came quickly to mind the other day when a colleague asked me a similar question. Immediately I thought of a few quick scenarios from my own life experiences and how Geolocation could have helped.

I’m a consumer searching for a medical specialist and need to know which one is closest to my house, no my office, or … wait a minute, my aging parents house.

I’m in a virtual support group for chemo recovery. Who else close to me has opted into a support program sponsored by Pharma Company X? What’s their public social profile tell me about what we have in common and where and when does the local group meet?

I need to prescribe an unusual drug for patient X. Which of the 900 CVS’s in town actually has the meds on the shelf… and are open right now?

I suffer from Celiac and need to avoid gluten in my food during vacation in another state. What restaurants or grocers near my destination will be able to cater to my dietary needs.

I’m a General Practitioner and need to get some samples for the upcoming allergy season ASAP. Which sales rep is close enough to me to get samples today?

These are all just off the cuff responses to underscore the fact that the possibilities are endless and can easily find meaningful ways into our lives as retail consumers, patients and caregivers. With the rise of consumers using mobile devices to access the Internet (remember iPads are mobile devices too) the potential to make a first and lasting impression is now. We’re just scratching the surface on how we can leverage this data usefully. Be there before your potential customers, provide truly meaningful content that Geolocation enhances, make it easily available to share and reward them for participating.

I’m more excited about the potential of geolocation than any other technology taking place on the Web today. And if you read my last post about HTML5 & CSS3 you know I’m excited.

Read more:

Will Foursquare be the new Twitter?

How VH1, The History Channel and Bravo are using Foursquare

Yahoo! might be offering $100m for the 20-person company … it’s that important.

scowan

The Age of Acceleration: web 1.0 vs. web 2.0

Web 1.0 was the listing of information online (think: encyclopedia’s online) and web 2.0 is collaboration online. For pharma brand managers looking to have everything flow from the company to the market, we advise you to rethink.

It just doesn’t work that way anymore.

Collaboration, and the web 2.0 mentality, is real and has to be considered by pharma.

In this Age of Acceleration there is no turning back. It’s not a one-way street anymore. It’s a two-way street … and it’s better for the brand, although not as controllable as it used to be.

Things will continue to move faster towards a collaboration model, and away from the “control” model that we’ve lived with for the last 50 years. Five years ago, Facebook wasn’t even around; now hundreds of pharma brands and healthcare product brands have social strategies.

Four years ago, no one had tablets; now entire pharma sales forces rely on them daily.

Three years ago, few pharma comanies had YouTube vidoes and Twitter had less than 20,000 tweets a day.

Now, you can’t discuss the next generation of great pharma marketing without considering: Facebook, tablets, YouTube and Twitter.

New giants, all.

Information is democratized.  The internet makes sure everyone has it.  Pharma no longer owns all information … but the smart pharma brand manager can understand how to share it to build the brand.

mwallinger

The future will reward solution seekers, not problem solvers

Like most planners, I have two favorite ways of communicating – analogy and illustration. There’s rarely a meeting held where you don’t hear it’s like and for example from me. Perhaps my very favorite of those examples is an illustration about the power of crowdsourcing, about what happens when a company opens up and looks outside its walls to find the next great game-changing idea.

Unlike most of our social storytelling, this one isn’t about shoes or computers, it’s about oil and concrete.

Twenty years after the Exxon Valdez oil spill, there was still a lot of oil on the ocean floor. Exxon wanted to clean up the spill, it just didn”t know how. The oil had frozen with sand and the water to create a immovable shelf.

After decades of working on the problem, Exxon decided to look outside its walls for help. Not to another consultant or expert, but to the crowd.

Enter: Innocentive.  A social platform that connects solution seekers with problem solvers. Companies put out open calls for solutions (anything from a new way to collect complex datasets in space to a fantastic new marketing video) and they pay the winner. Anyone who considers themselves a problem solver (no special skills required) can respond to the challenge on this social platform.

So, Exxon did just that. They asked: how can we get the oil off the ocean floor?

Within 24 hours, an Illinois chemist from the concrete industry saw the problem and realized he knew the answer. A particular oscillator (i.e. fan) he used every day could quickly break apart the mess. He sketched out the answer on a half sheet of paper (and, oh, would the story be better if it were the back of a napkin, but, still…) and faxed it in. The next day, the Exxon engineers called that chemist – they talked about the model, the speed and – in the end – the solution to restoring the ocean floor.

Exxon’s is a great example of how our world is changing. As information becomes richer and challenges become more discreet, no one will be able to solve every problem. The opportunity – the challenge to our culture – will be to know how to find the people and ideas that can.

lhouseholder



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