CRM Registration questions: What is “perfect” number? Does “Drip-Drip” method work?


When it comes to patient-CRM programs, are they really successful? Is it about getting your “Best” customer? Or the most customers? Or is it a balance?  Also, if the registration form and Value Proposition are not strong enough, are you wasting your money?

At lunch, I was thinking whether Biopharma should really do Branded CRM, because despite our best efforts, we were just too rigid and regulated to do it right.  What caused this judgement was recounting a true story of a registration debacle; but as I was telling the story, I realized not much had changed. I had witnessed the same mistake only a year or more earlier. It made me want to see what other professionals thought.

But first, some questions (then the debacle story).

It comes down to 2 questions on the topic of Pharma/Biotech/Device CRM program registration questions:

1. What is the ‘perfect’ number and why?

2. And does the much-discussed ‘drip-drip’ method work in this category? (Ask few at first, gather as you interact and build their Profile.)

3. Is there a Best Practice Biopharma could learn from?

The debacle is worth repeating. In short: Major spokesperson DTC-TV campaign drives 1.4 million unique visitors to the spokesperson-driven CRM program. So far so good. (I was fortunate enough to have this analysis presented by a truly excellent Usability expert.) The end of the story? Tragic: there was such a poor Value-exchange, heaped on top of too many seemingly inexplicable and irrelevant questions that had nothing to do with the program, that by the last question, of 1.4 million who had started the journey, only a little over 1,4000 were left.

Do the math. 1.4 million uniques. 1,400…fans?

Anyone have any wisdom they want to share?

One major footnote. I write this willfully ignoring the collective and very smart wisdom of Veeva, IMS Appature, Epsilon, Merckle and many others.

Included below is a very interesting D&B infographic around why 70% of European CRM initiatives fail. Worth looking at the building blocks of failure because we often focus too much on the Dream and not enough on the Reality of what we are trying to accomplish.



Thank you, Dunn & Bradstreet!


Is Biopharma in or out? Shaping the New Healthcare Eco-system.

It’s like a small earthquake occurring in the Biopharma/LS Industry. But an earthquake nonetheless!

As usual, we start with the tumult of reports, trends, the content angst of “Change”… Start with a report from a Big 4 Consulting firm saying, “The silos must come down!”, and then another from Manhattan Research saying, Top Trend for 2014*: “Continuity of Care continues to build, meaning many points of care…”; or another Manhattan Trend, “Customers proliferate, demanding a coordinated approach.”

Then you read some out-of-left-field news that Samsung is going to produce an Rheumatoid Arthritis drug and app to support it. And here’s a view of some of the non-Healthcare players moving in:

Pharma new players outsiders 5.22

The Healthcare Eco-System is breaking apart and coming together.

Where, how, can or will Biopharma play a role? How can payers, providers, manufacturers all sit around the campfire called “Outcomes”, define their part but play together for the betterment of business and people? This has been a concern of mine for years: was Biopharma going to evolve, see passed its past, re-organize its’ ossified structure and get out of its own way.

My hope was the organizations would eventually be forced to use more imagination and reinvention — even the move to integrate of Regulatory and Marketing, which is heresy but a common sense requirement to compete and be market-nimble.

But something else is happening. The earthquake is shaking the “norm” up —  some companies are starting to break out of their traditional business model and become…Venture Capitalists. Incubators. Enablers of Connected Health. Let’s look at some examples, and hopefully you will find some inspiration for your own brand, franchise or enterprise.

A few weeks ago I attended EyeforPharma 2014**, and saw the walls of Castle Pharma beginning to fall. Janssen, Merck, and of course, Sanofi seem to be leading the way to becoming active players in evolving the Healthcare Eco-system and to not lose out on being part of the healthcare end-game, Connected Health. (There are others, but these stand out.) While some would say we have yet to evolve to fully enable the “Beyond the Pill” services model; I would argue that while this evolution is happening too slowly, it is at least happening. But it is already old news.

First, I saw an amazing example presented by Kimberly Park, VP at Janssen Healthcare Innovation on Care4Today programs for cardiac health, among other conditions. The careful orchestrated strategy of care is based on bringing together many insights and tools, and a huge dollop of Humanity, to craft a positive-outcomes story. They picked a major outcome situation — post-heart attack hospital re-admission — and constructed a multi-channel solution.  All the pieces were there to create an effective patient-support/education program, but now they are working with a hospital system to make real.

Janssen health innovation 5.22.14


Care4Today Cardiac 5.3.14

Of all the useful, inspiring, pragmatic information in Ms. Park’s presentation — besides her incredible enthusiasm and caring for their Mission — I focused in on how they got funded: R&D. Brilliant. The need for ROI issue cannot be confused with ignoring innovation in challenging times, or else you end up like…Blackberry. Merck M2i2 work — using contests, Incubator/VC-style work — was also enlightening. mERCK hEALTH sOLUTIONS H.PAGE 5.22.14

One message comes out, loud and clear: consortium. Collaboration. Joint Mission. All the elements to take an idea to fruition and spread it across the Eco-system. The guidelines and process should set a model for evolving the HC Eco-system.  This site and the companion for the coalition has an eye-opening amount of content and inspiration. Last, but never least, Sanofi. Sanofi innovation center 5.3.14

The diabetes division at Sanofi has been the ground-breaker for so many patient-centric marketing strategies, innovations, support, Social Media ( Whereas Merck had a broad Corporate and IT focus, Sanofi stays laser-like on diabetes.

Two large issues loom for all these initiatives: scale and noise. Scale in that, does it pay out if the “idea” works and can be expanded? Is the “noise” of so many players, especially those crowding into Healthcare, make these initiatives ever more difficult to gain traction.

Like all earthquakes, when the dust settles some things are standing, some are fallen.

From a business culture POV, these initiatives must be championed and shared. It is a key way to inseminate the need and acceptance for innovation, not just for some special group, but as a vanguard for the companies to see beyond their silos into a more viable, less uncertain future. Two final notes about the changing HC Eco-system.

Notice how MS Health Vault doesn’t even include Pharma/Biotech companies in their own vision of the Eco-system. Subtle!

MS HealthVaultecosystem(en-us,MSDN.10)

MS Vault is wrong, of course.  This is what is really happening: POharma future eco-system 5.16.14

In providing these examples, I am hoping to inspire, agitate and open our minds.

It is not if we get into shaping the HC Eco-system, it is when and how.

Last, a video from Novo Nordisk UK on a virtual patient “game” called Diabetes Voyager. I add this for innovation, but also because it is just fun to watch.

NNI Diabetes disocvery game 5.22

Thank you!



Medieval Helpdesk to today’s UX: have we gotten any better?

Customer Experience has been around forever. Only now has it become THE driver in the Economy —  for reasons we all know, ponder and agonize over as marketers. But more than mapping experiences or buying the best tools, we all need to focus on the quality of that experience — how information-relevant, how visual, how human they are in style and content.

Sometimes you just have to laugh when you see someone does not “get” it — as you will when you watch this hilarious YouTube spoof of the Medieval Helpdesk (link at end of blog Post.). But the evolution of UX has now moved from push-pull marketing to the complex dance of technology and Human Insight and measurement.

Let me give you something to ponder when considering mapping then building a Patient Journey.

My last Post I spoke of ZMOT (Zero Moment of Truth) but to map it to the health care Journey, I serve up this smart infographic from Screwpile Communications*. The level of decision-to-self-doubt is directly applicable to doctors and Pharma not serving their own best interests in knowing what patients really need when they need it.

zmot-resized-600 Patients HC journey 5.8.14

And with the average health consumer consuming 10.4 sources of information along the way (according to Google) it is more critical than ever to have the right alignment of Db, CRM/MCM, surveys and Insight tools all rolled together to create the most effective experiences — and not just “relevant” that term is getting old — but memorable and meaningful moments where you can interact with a potential or actual patient and have true, and measurable impact.

Let’s state the obvious for the moment (so we can abandon it forever), the Sales Funnel (DOA):


…and replace what was once a “Sales Funnel” to a true Patient Journey of doubt, confusion, questions left unanswered and patients left uncertain:

Patient Journey questions British student


All these endless needs and questions are supported by research.  The chart below states what patients need, let’s say from Pharma and doctors; but in doing so, their very answers reveal the lack of connection between the needs of the marketer (sell/loyalty) and the patient (question/support/compassion):

(*Thank you Manhattan Research.)

what patients want infog. 5.8.14

A single theme shouts quite loud: HELP ME!

The good news is that the Digital Transformation occurring at most Pharma and hospitals and doctors’ practices bodes well for today’s confused and poorly adherent patient.

The bad news is Pharma has trouble with three key elements to build communication and trust:

1. Social Media/Sharing (See example of Pharma best example below.)

2. Getting ahead not behind the patient’s doubts

3. Supporting patients holistically not piece-meal

The answer is not how to map the Patient Journey — give me a set of touch point icons and Insights and I’m done . But the ability to intersect and support their needs at the proper touch points — use the data and surveys and other customer insights together build GREAT experiences — that is our industry challenge. The kind of content/experience that make someone sigh and say quietly, “Thank you.” Believe me, you will be remembered.

That is why there is hope with the disparate technology companies that offer closed-loop marketing, not just email or CRM or landing pages, but Insights, Planning, Platforms and Measurement and Optimization. (Watch out, Ad Agencies!)

The Medieval Helpdesk at the end is a spoof we can all relate to. But the true story, when applied to health, is far more serious. The poor monk encountering his first book is deeply uncertain. The poor patient encountering a diagnosis is many, many times worse off.

All 3 of the barriers I list above can be addressed with a combination of Social Media, Services, patient advocacy and a few other smart marketing tactics. Social Media does play a big role, thus I leave you with two insights…this visual of some of the sources patients use to gain answers and trust:

New-Sales-Cycle-with-Border TRUST 5.8.14

And for those who really want to see a company step into Social Media and get darned close to doing it right…


Now to the poor, hapless monk encountering his first book…

Hey, it’s Monday, have a good chuckle.


Mideviel helpdesk


Thanks to:


Better outcomes = Managing the Entire Customer Experience. ZMOT, UMOT and the Patient Journey

Change brings out the best, worst and everything in-between in both people and companies (after all, according to Citizens United, companies are people.)

Pharma, health care in general, hospitals, ACO’s, all are now forced to share the same overarching objective: patient outcomes. This shared objective has become the single greatest stimulus for panic, opportunity and innovation I have ever seen. Many among us thought digital changed everything! (It did.) But “outcomes” and “Meaningful Use 2/3” are seminal moments of change that are radically altering the landscape of how we think, how we sell, how we create and keep our customers.

So consider the simple yet confounding formula everyone is wrestling with:  better outcomes = managing entire customer experience. This post is  focused on the idea of ZMOT and the newer idea of UMOT and how we think about the health care journey.

For many, the concept of ZMOT (Zero Moment of Truth), as posed by Google in 2012, is a simple, yet declarative reality of how people make purchase decisions. The path can be easily applied to health. Stimulus = diagnosis.

ZMOT Google 5.3.14

Google asserted that the average shopper connects with 10.4 sources of information before making a decision. The path, as illustrated above is their version of what was once called the Sales Funnel and it was linear.

Psatient Journey linear 5.4.14

As most of us know, the Sales Funnel now looks more like an Escher painting…everyone seems to be going wherever they want.


For the typical patient the Journey is buffeted with questions and decisions. Essential, endless questions we as marketers need to get-ahead of. As one oncology marketer said to me recently, “We’re trying to get how to manage side effects brochures in patient’s hands!” That is an understatement. That kind of information is best served up by peers and personal interactions, offline and online and the earlier the better.


Patient Journey questions British student

Sad to say, all these questions, decision, new questions, new decisions, are book-ended by some sad behavioral consequences of poor ill-formed decisions and questions never answered: at one end, upwards of 25% of new Rx not being filled, due to a myriad of fears, not-asked-or-answered questions and other factors;  to the other pillar of over half of all patients stop taking their meds after 100-200 days.

But the futurist, Brian Solis ( post on LinkedIn on UMOT (Universal Moment of Truth) is a sound evolution of ZMOT.

It is about tearing down walls. Let’s show how Brian describes UMOT (Universal Moment of Truth, from his new book #WTF. Kudos to him!)

Solis UMOT 5.3.14

Let me interpret his idea for health care.  His Truth is simple: a shared experience = better outcomes. 

Sometimes, explaining the need of understanding, planning, measuring the complexity of the Patient Journey is not enough. The final piece is the galvanizing the human connection and doing your best as a company, as individuals, in getting to these Escher Moments for Patients and helping them get to that UMOT.

I leave you with what I consider a great example of a company galvanizing it’s employees to Share, connect, inspire. True, the YouTube Comments are turned off, but Mr O’Neill (no relation) is compelling and human and it has always made me feel better about BiogenIdec that they put such authentic content out there.

Biogenidec employee videos 5.4.14