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How Continuous Optimization of Marketing Results Improves Brand Performance and Patient Outcomes

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Continuous optimization of marketing results improves brand performance and patient outcomes
Andrew Burkus Director, Omnichannel Marketing, IQVIA

As fall turns into winter, pharmaceutical brand marketers and support teams know one thing is certain: next year’s planning cycle is truly upon us. With data-driven decision making at the heart of best practices and an increasing ease in linking aggregated and unidentified prescribing data to a brand’s efforts, the evidence continues to support the continuous optimization approach to improve outcomes. patient outcomes. The results show that not only can we improve the performance of the brand, but also help get more patients on therapies that can improve life. When we do this right, everyone wins: the patient, the drug brand and the entire healthcare system.

Every pharmaceutical brand in the market is required to provide proof that the media efforts and the content owned are reaping positive benefits. As part of this requirement, it is important to recognize that there are variations in the retrospective measurement and in the active monitoring and improvement of a campaign. However, the data costs to capitalize on the latter as a more practical approach can cause sticker shock for the uninitiated.

How, then, do we demonstrate that the marketing return on analytics is worth the investment? We recently caught up with Andrew Burkus, Director of Omnichannel Marketing at IQVIA to learn more about how continuous optimization of marketing results improves brand performance and patient outcomes.

HITC: What are the important metrics for critical decision makers within an organization?

Burkus: A substantial effort is devoted to campaign management. Planning, purchasing, monitoring, reporting and optimizing down to the tactical level requires intelligent work on the part of talented people. However, to have an impact on the brand’s story, these efforts need to be approached in language that key stakeholders can understand. With this, the transition from operational metrics to patient-centric KPIs will allow brand teams and agencies to discuss impact in a way that makes sense to critical leaders within the organization.

Ten years ago, brands and agencies reported marketing volumes: impressions, good evaluation practices (GRP), downloads, etc. These indicators have shown that brands generate a share of voice in the market; but when was the last time a pharmaceutical company’s annual report boasted to shareholders about the number of clicks a brand generates? Organizations are patient-centric, and the brand’s lexicon and the market efforts that support it shouldn’t need a Rosetta Stone to increase the productivity and contribution of their marketing efforts. This is where the importance of aggregate statistics derived from unidentified patient-level data, expressed in summary form, comes into play.

HITC: If “patient orientation” is the lingua franca, then how do we learn to talk about our marketing efforts in a way that makes sense to everyone involved?

Burke: In the two worlds of retrospective measurement and continuous optimization, the opportunity exists to marry media / marketing efforts with ROI, which is a good start. It also begins to talk about the impact of marketing in a universally understood way. The continuous optimization framework allows us to go further. With monthly or even weekly readings, minimum thresholds for the leading and lagging success indicators can be established and trends can be monitored. Matching them to up-to-date media financial data then begins to open up a whole new world of KPIs: Audience quality becomes “Cost per target reached” and patient conversion is now “Cost per new patient on. the brand “. This framework can be applied to paid search campaigns, publishers, and various publisher clippings, anywhere (and how often) a representative sample and statistical significance allows.

Depending on the size of the campaign and the universe of patient data, you may be able to quantify these metrics on a monthly basis and strive to become more effective over time. Beyond operational metrics, your report can now talk about the increased number of patients taking relevant therapies, the role marketing played in conversion, and how you were able to do it with a greater propensity with dollars. that you manage. Increasing the number of patients on therapy and improving ROI is a story the whole organization will understand and can support.

HITC: How can this framework improve ROI each year and over time?

Burke: Over the past decade and more, I’ve had the privilege of working on some campaigns where the power of this data excites brand prospects, and I’ve seen what can happen when they put that data at the heart. of the optimization approach. When a brand, agency (or agencies) and data provider are all on the same page, it can ensure that more people end up in therapy, as you can increase your budget further by recognizing this. which generates results for the brand, then continuous optimization accordingly. It can also help foster organizational change by promoting a successful campaign with other company brands and by making this type of approach the rule rather than the exception.

One example I have witnessed is a multi-year engagement in which the brand manager and the agency were fully integrated into the optimization process. In this case, it was predicted that adopting therapy would dramatically improve the chances of reducing a life-threatening and potentially fatal health problem. So there was more at stake than simply showing that we could optimize a media campaign.

When we were activated on engagement, we worked to establish a measurement framework and collected a few months of data to establish “what is good” the brand looks like. Over time, we’ve come to understand not only that publishers are better at driving patient activation, or if Google is better than Bing. Critically, we were also able to compare CPUV versus CPM, and even the results at the keyword level.

This was all compared to media financial data assessed through the lens of continuous improvement. Eighteen months after launching the product, we had eliminated waste, doubled our investments in areas that delivered a return on investment for the brand, and ultimately reduced “cost per newborn patient” by more than 10%. Budgets remained consistent in Year 1 and Year 2, meaning that marketing dollars could connect more people to the brand in question. This brought great brand visibility across the organization and ultimately the adoption of this approach for the other brands in the portfolio.

When everyone is on the same page – brand team, agency and data provider – everyone wins. When continuous optimization works, more patients can access the brand, can stay on treatment, and have better health outcomes. The brand increases ROI, reduces waste, generates enthusiasm within the organization and inspires other brand teams. In the end, the entire health system wins.


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