2009: Ready, Set, Goal!

I am one of those people who is never satisfied with the status quo. I am energized by finding new and more effective ways to achieve my goals. One method I've recently discovered is the coaching of Jerry Acuff. If any of you have not listened to or read the advice of this dynamic expert, I highly recommend you check him out. He's as engaging in his materials as he is in person. His CDs on stretch goal setting are some of the best I've ever heard. I am implementing his five-step process for 2009 goals. Jerry's coaching gives you real-world techniques to set goals you can get excited about, get out of your own way when working toward success, and know when it's okay to revise and re-tool your goals. If you'd like to learn more, Jerry's materials can be accessed at www.gottochange.com. 

New Year, New Relationship

I am excited about 2009, and especially a new relationship with a brand of our current client, Bristol-Myers Squibb. RMI was selected as the Professional Relationship Marketing Agency of Record. This opportunity is new for us, but it is also new in my experience with AOR arrangements. I am impressed with BMS' long-term commitment to professional relationship marketing. With changing health care regulations, elimination of physician promotional items, and reduction in many personal detailing sales forces, I am hearing more and more about the importance of developing long-term relationships through non-personal communications. I am excited about this opportunity and the other new projects we are moving forward with in 2009!

Giving Back

In 2008, RMI celebrated our 15th year in business. When Jim (our founder and CEO) and I explored ways to make the company anniversary meaningful, we thought about charitable giving. While we liked the idea of giving back to our community, we didn't want it to be the usual "write a check" kind of experience. So, we engaged in a series of partnership retreats where we paired a representative from a local charity with a group of our employees. We gave each team a budget and asked them to stretch themselves and the dollars to do the most for their partner organization -- in 3 hours. Then we met up to share dinner and the stories of our afternoons. The outcomes of these retreats were so rewarding.

One particular event sticks in my mind: A mental health charity brought us the immediate need of a struggling family. These four people had been through so much and were trying so hard to improve their lives. Both parents still held jobs and their apartment, but they were having difficulty affording basics like food and medicine. Helping them was simple -- we went shopping! When my team's money ran out, we each reached into our own pocketbooks to make a difference. It felt so good to help that family, and it was moving to see their appreciation.

As I look back on the past year, this event made an impression on me -- an impression of the power we have to change our lives and to positively impact those around us. Thanks for letting me share my thoughts with you this year. I look forward to sharing more great experiences in 2009! Happy Holidays!

Hurry Up and Wait

I'll bet some of you knew I was talking about the FDA just by reading the headline, didn't you? Like you, we've seen a slowdown in FDA responsiveness and several of our clients await PDUFA letters. As we work to accommodate ever-changing deadlines, we've discovered that our processes are designed to be uniquely responsive. The same production expertise that enables us to develop and implement one-to-one communications also enables us to turn projects around quickly. This hasn't been part of our overall value message, but once the situation demanded it, we discovered that many of our competitors couldn't deliver like we could. I thought it was interesting that we discovered our ability for speed during a time when brands are kept waiting. Maybe my natural aversion to waiting has rubbed off on the company!

Well-Rested

I travel a lot. Maybe not as much as some, but a good 2 weeks out of every month. This can put a strain on even the most energetic person. Through experience, though, I've learned that my hotel experience dramatically impacts my effectiveness. When I walk into a hotel and know that I am in a clean, effectively run establishment, I relax and am able to do the important work I have before me. Several years ago, a colleague recommended I start staying in boutique hotels. Locally owned and operated, these smaller chain hotels are more unique, upscale, and pleasing than the big chains. So, this week I want to pass along that recommendation to you. If you're like me -- a global nomad -- have your travel assistant check out www.tablethotels.com. They call themselves the "Authority on Boutique, Luxury and Unique Hotels Worldwide." I can recommend the Hudson and Chambers in New York City. Who knows, I may see you at the complimentary wine tasting in the lobby! Try not to notice that I'm juggling my laptop in the other hand...

The Science of Uncommon Connections

At Relationship Marketing, we've developed an innovative business strategy designed to identify and cultivate your most opportunistic health care customers by making your brand relevant and compelling to the individuals who matter most. We call it Synapse and, quite frankly, it's very cool. I think you'd be impressed by what our evidence-based approach could do for your marketing efforts.

Synapse leverages intelligence to establish strategies that are aligned with your brand goals and positioned for maximum effectiveness. It employs scientifically proven techniques to structure programs and efficiently integrate all the components in a customized campaign. It also provides in-depth analytics to show you what's working and what's not via real-time tracking and reporting, then uses this information to drive any necessary adjustments. With Synapse, we deliver customized messages through multiple channels -- e-mail, websites, direct mail, telesampling, and more -- that match customer behaviors and preferences to build deeper relationships. 

It's the Science of Uncommon Connections. And it works.

If you'd like to learn more about Synapse, just let me know. I'd be happy to talk with you.

Important Event for Pharma Marketers

With the new Obama administration backed by a Democratic majority in the House and Senate, health care cost reform will be at the forefront of our country's public agenda. What does this mean for you and your brands? Join me and my colleagues for:

Cost Reform & Transparency in the Pharmaceutical Industry: Positioning to Win in a Game of Changing Players

December 9, 2008

12:00 p.m. - 1:00 p.m. Central Standard Time

Drake University School of Pharmacy, Des Moines, Iowa

Streamed Live Online

The seminar will be presented by Cliff Gold, former CEO of one of the Top 100 Managed Care Networks in the United States. Mr. Gold has more than 30 years of experience in managed care leadership and will share real-world tactics brand directors can employ today to build an effective platform for growth in the coming years.

To learn more and to register, go to www.RMIeventRSVP.com.

Celebrating 62%

Our strategic partner, IMS Health, continues to innovate and expand their offering. We're excited to share the news that their Anonymized Patient-Level Data (APLD) set now captures 62% of all retail pharmacy transactions in the U.S. -- more than any other data company. Previously audited data was at 50%, but now our friends at IMS are clearly in the leadership position. This enhancement brings more clarity to traditional TRx. Don't get me wrong, TRx is great, but as marketers, we appreciate having all of those refills culled from the data. By focusing on the prescriptions in play, we can target those physicians truly in the "buying" process. 

So, I raise my glass (62% full!) and toast IMS. Congratulations, guys! 

Now, how soon can we see 75%?

Guess the Photo

Can you guess where I took this photo? Share your answers by clicking on the COMMENTS link below.

Don't Leave Them Behind

In a recent client presentation, a particularly insightful question was asked: "How do you make sure the marketing tactics we use don't leave our targets behind?" I was impressed with the thoughtfulness of this question. In our effort to break through the clutter, we marketers often jump to embrace a new technology or technique without vetting it with the target or asking them what they think. In the world of relationship marketing, this can significantly damage the relationship we're building. Our programs are designed to gather information and preferences for message and channel, but it's good to remember that not everyone accepts new technology or tactics with quite the same enthusiasm. We are creatures of habit and dealing with something "new" can add stress to our targets' already busy lives.

I thought this client's question served as a great reminder that building a good relationship sometimes means walking where the target is comfortable instead of sprinting forward to embrace new technology that leaves them in the dust. So, I'm putting on hold my plans to send this blog directly to your brain! (Kidding, of course.)

Not for the Faint of Heart

Recently a pharma executive made the comment, "This industry is not for the faint of heart." IMS Health is projecting 1% or less growth in the market in 2009, and some big pharma analysts are projecting negative growth. Over the last few years, 86,000 positions have been eliminated in the pharma industry. With that said, AstraZeneca posted a 29% increase in 3rd quarter profits on the 30th. How do we reconcile this? The age-old saying is "only the strong will survive," but define what strong means in pharma right now. Is the economic environment creating fertile soil for biotechs? Is everyone expecting the oncology market to save the day? Who will win and how?

I have noticed executives making decisions more carefully and responding well to programs where there is tangible evidence of return on investment. Our company has not felt the pain of the economy...yet. I think those still standing 12 months from now (companies and individuals) will be those willing to take calculated risks. Just like the economy, there are some golden opportunities to be mined if you can spot the trends, qualify the potential, and implement flawlessly. I look forward to hearing your definition of "survivor."

Good to Great

Most organizations are compelled to take a hard look at how efficient they are, given the current economic downturn. How do we optimize? Is it time to trim our head count? Or worse yet, I've been told I have to eliminate four people from my team. Often choices are made for us and we just have to make the best of the situation. Drilling down, we may ask ourselves if non-personal promotion can compensate for fewer feet on the street. 

While these issues are heavy, remind yourself to look for the opportunities. If you haven't read the book Good to Great by Jim Collins, I suggest you grab it during your next trip to Barnes & Noble. Collins tells us that good is the enemy of great. Many companies fall into the habit of being good enough. We convince ourselves that time or budget limitations force us to settle. I challenge you to be the one who always digs a little deeper and tries a bit harder to achieve a lot more.

Focusing on Customers

Today I had a great conversation with a company that approaches their sales force in a very customer-centric manner. I was impressed with how the organization is crafting teams of people whose focus is to provide resources to their internal customers -- the reps -- in order to help them be more productive. We most often sell to brand teams, but this particular meeting was with an individual in field operations who needs a vacancy program to maintain share in key territories when a rep is out.

We provide insight each day to pharma clients who are talking about customer centricity. I think we offer up some pretty innovative suggestions for building customer-centric brands and franchises. A few pharma companies are thinking even bigger -- moving toward an enterprise-wide customer focus. That means they choose to use the vast amount of intelligence available about their prescriber customers to be more relevant, precise, and effective. I really appreciated talking to a company that is taking this same approach with internal customers. No more alignment by functional areas, but instead by what the customer wants and needs.

Guess the Airport

Can you guess where I took this photo? Share your answer by clicking on the COMMENTS link below.