6 Ma r ch 20 08 VIEW on Advertising THE FORUM The advertising focus may be moving away from center — traditional media such as television and print — as emerging media, such as Web 2.0, and alternative vehicles such as Pod casts, search engines, etc., begin to establish a firmer foothold in the media mix. It’s hard to believe that DTC, merely 10 years new, is now considered mainstream. DTC also had been one of the biggest drivers of advertising promotion. Recently, however, industry experts have noted that there has been some fall off in DTC advertising as a result of push back from the FDA and politi cal pressure from Washington, D.C., in terms of spending on consumer advertising. These forces, coupled with the patent expirations by some of the big blockbuster products and fewer new products being launched to take their place, have resulted in a downturn in DTC spending in the past year. “Companies are facing profit pressures and there just isn’t as much money to go around because new products aren’t coming to market,” says Charles Hunt, senior VP of MARS Medical, a division of Kantar Media Research USA. “From an analytical perspective, we aren’t seeing the same trends year after year for DTC. In consumer advertising, companies jump in and jump out, as opposed to professional advertising where campaigns are sustained for two, three, or four years.” MOUNTING PRESSURES According to IMS Health’s annual U.S. Pharmaceutical Mar ket Performance Review, branded drugs representing $17 bil lion in sales lost exclusivity in 2007, helping to drive prescrip tion volume growth of 10% for unbranded generics. In 2007, generics continued to replace branded prescriptions in the major therapeutic classes, increasing their share of total dis pensed prescriptions to 67.3%. IMS analysts also reported that the uptake of new, inno vative medicines represented just $441 million of total sales in 2007, reflecting the fewest new product launches in the past 30 years and the slow adoption by physicians of these products. Another contributing factor to the decrease in sales in 2007 was Medicare Part D. Prescriptions dispensed through the Medicare Part D program accounted for 19% of retail pre scriptions at the end of last year, a modest increase over 2006, as the program matures.Today, 65% of U.S. citizens age 65 and older are enrolled in the Medicare Part D program. According to IMS, sales growth in 2007 also was affected by a significant number of “black box” warnings and product withdrawals, as well as safety concerns raised by the FDA for products in the erythropoietins, diabetes, and antidepressant therapy classes. Safety issues contributed to significantly lowerthanexpected sales for products accounting for about 10% of the total prescription market. In the coming year, IMS analysts expect that the introduc tion of novel biologics and vaccines, as well as the launch of five to eight new products with potential global blockbuster status, will help offset the impact of lower generics pricing. All of these factors are bound to have a natural trickle down effect on healthcare advertising spending and how resources are allocated for maximum impact as more focus is placed on patient educationbased advertising to address mounting safety concerns. In a recent Cutting Edge Information report, Eric Bolesh, research team leader, states advertising is playing an impor tant role in the patienteducation programs of several brands. “Print and Internet ads, especially, are common and help drive traffic to Websites, doctors’ offices, and other destina tions,” he says. “Of the four media evaluated — Internet, print, TV, and radio — the Internet and print are considered to be the most effective of the categories.” (See chart on page 11.) by Taren Grom and Carolyn Gretton HE NEED FORADVERTISINGAGENCIESAND PHARMACEUTICAL COMPANIESTO REFOCUSTHEIRATTENTION ON CONSUMERSAS PATIENTSAND PHYSICIANSAS BRAND DECISION MAKERS HAS LEDTOA BROADER PERSPECTIVE,WITH ALTERNATIVE MEDIA OUTLETS JOININGTHE RANKS OFTRADITIONAL HEALTHCAREADVERTISING. T Search Engines Specifically Geared for Physicians SEARCH ENGINE % OF PHYSICIAN USE Google 49.70% Yahoo 24.90% UpToDate 21.50% Healthline 7.40% SearchMedica 6.49% Google Scholar 6.08% Medstory 1.38% SCOPUS 1.23% Kosmix 0.00% Healia 0.39% Source: MARS Medical, NewYork. For more information, visit kantarmedia.com. A View on Advertising A Shifting Landscape 0308 pvvv forum FINAL 3/19/08 7:51 AM Page 6 Marketers, however, are often reticent to brand their patient education programs out of a concern that profession al and consumer audiences will not welcome branded mate rials. The perception that industrysponsored endeavors do not protect patients’ best interests undermines confidence in the valuable resources the industry creates, such as Websites and support programs, according some agency executives. Patients want reliable, useful educational materials and health care providers want appropriate and effective resources and tools for their patients. (Please turn to page 30, Reframing Negative Industry Perceptions With Patient Education.) ADVERTISING INTHE POLITICAL CROSSHAIRS It seems as if scrutinizing pharmaceutical pricing has become one of Washington’s favorite pastimes as of late. Consumer watchdogs are questioning how much advertising on television and in the popular press is contributing to increased costs. According to the National Conference of State Legislatures (NCSL), soaring drug costs have become a matter of concern for lawmakers and their constituents, espe cially those on fixed incomes. At an estimated annual cost of $4.2 billion, pharmaceuti cal advertising to consumers has made many pharmaceutical companies and their brand products household names. With pressure to try to curb the increased costs of pre scription medicine, lawmakers are taking a closer look at the implications of advertisements on statefunded programs. The NCSL adds that while it is almost impossible for indi vidual states to control national advertisements, now regulat ed by the FDA, this challenge has not stopped some states from seeking to place limitations on marketing. As of October 2007, eight states — California (2004), Florida (2006), Maine (2003, 2005, and 2007), Minnesota (1993), New Hampshire (2006), South Carolina (2006), Ver mont (2002, 2007), West Virginia (2001), and the District of Columbia (2003) — have laws or resolutions affecting phar maceutical marketing. A separate Texas law (2007) requires a statesponsored public awareness campaign to educate con sumers about marketing solicitations by email or Internet. (Measures that passed both legislative chambers in California and Colorado but were vetoed are not included above.) The NCSL defines directtoconsumer advertis ing, marketing, and disclosure legislation as any leg islation that includes such things as: . Pharmaceutical manufacturers reporting gifts to doctors over a specific value. . Reporting/restricting DTC by drug manufactures. . Posting of drug prices such as AWP by manufacturers or PBMs. . Drug manufacturers disclosing side effects or warnings. . Drug manufacturers reporting of detailers’ activities. . Resolutions for federal agencies to act on DTC advertis ing issues. . Any legislation that leads to sensitive data being disclosed and/or otherwise requested by the state that would oth erwise not be disclosed by drug manufacturers or PBMs in normal business practices. For a complete list of the regulations on a statebystate basis, please log on to: ncsl.org/programs/health/Rxads.htm. THOUGHT LEADERS # ROBINW.ALLEN. Marketing Consultant,Kogenate FS Marketing, Bayer HealthCare,West Haven,Conn.;Bayer HealthCare is a globally active company with sites on all five continents and markets products from its four divisions: Animal Health, Bayer Schering Pharma,Consumer Care, and Diabetes Care via regional and national distribution companies.For more information, visit bayerus.com. # ERIC BOLESH. Research Team Leader, Cutting Edge Information, Durham,N.C.;Cutting Edge provides innovative, implementable research and consulting to the pharmaceutical,biotechnology,and medicaldevices industries. For more information, visit cuttingedgeinfo.com. # JAY BOLLING. President, Healthcare Communication & Marketing Association Inc., Mt.Royal,N.J.; HCMA is a nonprofit, national association of healthcare marketing,communications,and education professionals dedicated to enhancing and optimizing the careers of its members and to recognizing excellence in marketing,communications,and education that impacts and improves health. For more information, visit thehcma.org. # CAMERON DURRANT, M.D., MBA.WorldwideVP,Virology Global Strategic Marketing, Johnson & Johnson,Raritan,N.J.; J&J is a broadly based manufacturer of healthcare products,as well as a provider of related services, for the consumer,pharmaceutical,and medicaldevices and diagnostics markets.For more information,visit jnj.com. # CHARLES HUNT. Senior VP, MARS Medical,Kantar Media Research USA,NewYork;Kantar Group is an integrated research, information, and software group, specializing in marketing and media survey solutions, software systems for data analysis, and advanced analytical solutions. For more information, visit kantarmedia.com. Robin Allen Bayer 7 VIEW on Advertising Ma r ch 20 08 THE FORUM There are so many different ways that consumers and physicians learn about products, brands, and companies that it’s hard to pinpoint any one tactic because they all work in concert. 0308 pvvv forum FINAL 3/19/08 7:51 AM Page 7 8 Ma r ch 20 08 VIEW on Advertising THE FORUM DEVELOPINGA WORKING RELATIONSHIP Industry experts concur that a more unified and strategic approach to marketing, sales, medical liaisons, medical affairs, and various other aspects needs to be adopted for marketing, advertising, and public relations as the marketplace evolves. Cameron Durrant, M.D., MBA,worldwideVP, virology glob al strategic marketing, at Johnson & Johnson, says what is important is having clarity around objectives and knowing what the brand stands for in the market. “A solid brand plan should survive changes in personnel,” Dr. Durrant says. “It’s important to align objectives with agen cy partners and have explicit and regular communications. I would always view agency partners as an extension of the brand team.” Such partnerships are hard to come by in an age where many agency services and strategic thinking have become commoditized as pharma companies adjust their business models and look to reduce their bottom lines. (Please turn to page 16, Peering Into The Future.) With such a wide variety of tactics being employed as part of a holistic marketing mix, many pharmaceutical companies continue to partner with different agencies for different types of tactics.This is despite the comprehensive offerings provid ed by a large number of integrated healthcare communica tions companies. Robin Allen, currently a marketing consultant for Kogenate FS at Bayer HealthCare, says her team employs an agency that specializes in interactive media that works on nonbrand ed Web tactics. “Then we have our classic advertising agency that man ages our campaigns and print media,” says Ms.Allen, who was the former deputy director of marketing at Bayer Health Care. “It’s critical that both parties know exactly what the other is doing; they have to be partners with each other. Someone on the brand team then manages this relationship. This was my role at Bayer before becoming a consultant. I made sure that both agencies recognized that they each had their own piece of the business and that neither usurped the other. It’s critical that the roles, responsibilities, and expecta tions are clearly outlined so there are no misunderstandings. Everybody has to have the same brand goals.” Dr. Durrant concurs, saying roles and responsibilities must Agency Strategies VIEW on Advertising Annual Reader Survey Extremely Very Fairly Minimally Not Important Important Important Important Important N/A Creative 59.5% 37.5% 1.6% 0% 0% 1.6% Strategy 54.7% 26.6% 14.1% 3.1% 0% 1.6% Reputation 12.9% 38.7% 38.7% 3.2% 4.8% 1.6% Relevant Experience 34.2% 32.8% 28.1% 3.1% 0% 1.6% Organizational Structure 1.6% 17.2% 40.6% 29.7% 9.4% 1.6% Past Success in Similar Campaigns 23.8% 38.1% 30.2% 4.8% 1.6% 1.6% Technological Sophistication 14.1% 54.7% 20.5% 3.1% 1.6% 1.6% Budgets Web 2.0 JOURNALADVERTISING In the next 12 months, do you expect your advertising budget for professional/journal advertising to: Increase by 10% 15.2% Increase by 20% 4.5% Increase by more than 20% 1.5% Decrease by 10% 7.6% Decrease by 20% 3.0% Decrease by more than 20% 3.0% Stay the same 37.9% Not applicable 27.3% DTC ADVERTISING In the next 12 months, do you expect your advertising budget for directtoconsumer (DTC) advertising to: Increase by 10% 10.8% Increase by 20% 1.5% Increase by more than 20% 7.7% Decrease by 10% 3.1% Decrease by 20% 1.5% Decrease by more than 20% 1.5% Stay the same 32.3% Not applicable 41.5% ONLINEADVERTISING In the next 12 months, do you expect your advertising budget for Internet promotion to: Increase by 10% 25.8% Increase by 20% 3.0% Increase by more than 20% 12.1% Decrease by 10% 0% Decrease by 20% 0% Decrease by more than 20% 1.5% Stay the same 30.3% Not applicable 27.3% Are you using Web 2.0 tactics? Yes 48% No 52% Web 2.0 tactics that are being employed Interactive Websites 62.2% Podcasts 45.9% Videos 40.5% Social Networking Sites 27.0% RSS Feeds 21.6% Widgets 10.8% Professional Wikis 8.1% Consumer Wikis 2.7% Other 2.7% Source: PharmaVOICE,Titusville, N.J. For more information, visit pharmavoice.com. 0308 pvvv forum FINAL 3/19/08 7:51 AM Page 8 9 VIEW on Advertising Ma r ch 20 08 THE FORUM be explicitly defined around primary ownership for certain programs, but there should also be open communications that foster ideas developed by other disciplines. “For example, while the PR agency handles the PR com ponents there could be an incentive put into place if an ad agency comes up with ideas that are executed through PR, and vice versa,” he explains. “Essentially, the idea is to get team members from the different disciplines to collaborate; this requires a real maturity of thinking, and it requires strong brand leadership to explain specific expectations and to actively manage those expectations.” Turning the creative exploratory process into an open, collaborative process involves the creative staff, to be sure, but also account people, as well as employees involved in a broad range of functions at the company or the agency. (Please turn to page 18, Getting Creative About Collaboration.) EMBRACING NEW OPPORTUNITIESTO REACH PATIENTSAND PHYSICIANS Building strong relationships will be more important than ever as Web 2.0, social networks, and usergenerated content enter the zone of physician and patient encounters. Ms. Allen says the area in which she works — hemophilia — encompasses a very tight community of patients and care givers, and as such is a good fit for new Web 2.0 strategies and emerging media advertising alternatives. “We’ve put together a nonbranded Website that is life styleoriented and diseasestate oriented for patients to help them live with the disease,” she says. “There are great features to the site. Patients are able to ask questions, which are answered by experts. They can push a button to listen to a Podcast.We have guest contributors who offer their expertise on a variety of topics.” While there are no products mentioned on this Bayer site, the overall goal is to position the company at the fore front of the disease state. According to Ms.Allen, the idea behind all Websites of this nature should be to help patients and their families manage their diseases better and to count on the company providing the information as the goto source for education. “Down the line, when patients are thinking about making a product decision, hopefully they will recall that they like the Website and be more inclined to make a connection with the company,” Ms. Allen says. Most nonbranded sites are very careful not to cross any regulatory or legal lines, and Bayer is careful to ensure its non branded site goes through the internal legal and regulatory review. Such sites do, however, reflect, to a certain degree, the look and feel of the brand and sometimes provide links to the branded sites based on user applicability. Ms. Allen says there is a growing sense of excitement around new media that allow companies to reach patients and healthcare providers with muchneeded information. “In hemophilia there is great need for education and information; this is a very active patient group that is eager for information because they want to selfmanage their dis ease. I think this is true for most disease states. Patients want unbiased information, and the more information available, the better. “We don’t want to just hawk products; we want to be able to assist them with life challenges,” Ms. Allen adds. “For example, we provide information to parents who might be sending their child with hemophilia to summer camp. Or tips might include how to get kids out the door in the morning.” Dr. Durrant is also energized and enthusiastic about e business models and how they apply to pharma and health care more broadly. “As we continue to observe the social changes that the Internet is helping to facilitate, I think Web 2.0 is just one of the frontend examples of what’s going to happen,” he says. “I do believe that the Internet is putting moving power into the hands of individuals. Online communities, blogs, and common interest groups are growing in number.According to informa tion released by the Institute for the Digital Future, about half of the people surveyed believe that their online community is as important as their realworld community.This is a different way of connecting with people, and there’s a real opportuni ty to create customer insights, or rather, understand customer insights and engage with customers in community groups as providers of healthcare services. We can do this through online networking, blogs, online market research, facilitating discussions about clinical studies, and so on.” The Web has edged out doctors as the source used most for finding health and wellnessrelated information, according to a survey conducted by Opinion Research Corp. Of the 1,084 online adults surveyed, 59% had used Inter netbased resources in the past 12 months to get health information. Sources included Websites, search engines, online advertisements, blogs, forums, and social networks. Only 55% consulted their doctor for such information. Other sources, including traditional media and word of mouth, took a back seat to online resources. The most frequently researched health topics online were symptoms, courses of treatment, and diseases and conditions. Information about nutrition, exercise and weight loss, drugs and medications formed a second tier of interest. Healthcare information, such as that from insurance providers, doctors, care services, and pharmaceutical companies were the least popular topics searched for by consumers. Monitoring one’s health was a regular activity, too. Of Dr. Cameron Durrant Johnson & Johnson The idea is to get team members from the different disciplines to collaborate; this requires a real maturity of thinking, and it requires strong brand leadership to explain specific expectations. 0308 pvvv forum FINAL 3/19/08 7:51 AM Page 9 10 Ma r ch 20 08 VIEW on Advertising THE FORUM those who used the Internet to find healthrelated information online, more than 60% did so at least once a month and 45% did so more than once a month. Patients are not only beneficiaries of growing online portals, physicians are embracing the technologies as well. “Doctors want to be engaged; they want to have informa tion too,” Dr. Durrant says. “We all love to have information before everyone else, and think the Web can give everybody that information. Information can be tailored to individual needs and preferences, so it’s available when they want it and One on One with Jay Bolling VIEW: Please tell us how the HCMA has evolved and what its role will be as a united entity? BOLLING: We launched the new national organization, the Healthcare Communication & Marketing Association (HCMA) in January. A big part of launching a new organization is to increase the awareness of the organization, and ensure that the industry is aware of the benefits and the programs we offer. The current HCMA is a combination of three different regional organizations:The Healthcare Marketing & Communi cations Council (HMC), the Medical Marketing Association (MMA), and the Midwest Healthcare Marketing Association (MHMA). Each group has its own legacy, membership, and offerings, but as one group the HCMA’s mission as a national, nonprofit association of healthcare marketing, communica tions, and education professionals is to enhance and optimize the careers of its members.The HCMA recognizes excellence in marketing, communications, and education that impacts and improves health. One of the main goals of our charter is to address the educational and train ing needs of our national constituency, which is made up of pharmaceutical, biotech, medicaldevice, and diagnostic companies as well as service organiza tions, such as advertising agencies, medicaleducation companies, publicrelations firms, publishers, and alternative media companies. We have several pilot programs being implemented for onsite training and development programs.We are able to bring to our members and the industry as a whole, top faculty members and customized education and training offer ings. I think this approach is really a breakthrough for our industry. Let’s face it, the training that takes place in a large pharmaceutical company is not going to be the same as the training that takes place in a startup biotech firm. While the fundamentals are the same in terms of strategic planning, fore casting, etc., other elements are entirely different. One group might be working in a specialty pharmacy environment while another operates in a retail pharma cy arena. One company might be listed on Wall Street while another might be operating with VC money. So our ability to establish highquality, consistent yet customized training on demand — when they want it, on their schedule, and to meet their needs — is extremely exciting.We also offer different formats where companies can literally select everything from a simple lunchandlearn program to a multiday professional and marketing training program. VIEW:What type of curriculum is being offered? BOLLING: There are three areas of the curriculum: a marketing track, a regulatory track, and a professional development track. We are offering a range of topics, everything from bringing a drug to the market — strategy, segmentation, implementation — to more tangible programs such as a “day in the life of a product manager,” so people can understand the responsibilities and priorities of the position.These subjects are great for people who are coming into a product manager position as well for people who work with brand managers, so they understand the position. We want to be able to offer highquality, consistent learning from the start of someone’s career all the way through executive management.While we have several established programs to meet the needs of entrylevel and middle man agement, we’re in the process of formulating executivemanagement programs that center around leadership issues. VIEW: In addition to inperson training how is the HCMA addressing the online community of learners? BOLLING:At our inaugural conference in June in Dallas, we will launch our newWebsite thehcma.org, which is being designed specifically to deliver the edu cation and training that people cannot get from other resources. VIEW: You assumed the role of President of the HCMA in addition to your “day job” as President of Roska Healthcare Advertising.Who else is on the HCMA leadership team? BOLLING:We have an outstanding board of directors — 25 members — many of whom had never heard of any of the three organizations before. We formed a very flat organization that was really designed around business units, and provides the authority as well as the responsibility to certain individuals to make things happen. This was by design, so that we could get fresh thinking. VIEW:What other areas is the HCMA exploring in the near term? BOLLING: We have maintained some of the core offerings, such as the series of executive education courses with university partners that continue to be very wellattended — one with UCLA and one with the Kellogg School at North western. Next year we’re going to launch a new executive program with Whar ton, which will focus on the financial aspects and ROI. We are in the process of finalizing the agenda with Wharton and with the faculty. Return on a marketing investment is getting more and more critical. To have a pharmafocused program in conjunction with the Wharton school is a great partnership. We’ll also be conducting regional `forums’ in Chicago, Los Angeles, NewYork, Philadelphia, and San Francisco so our members and their guests can meet, net work, and take advantage of local offerings. INAN EXCLUSIVE INTERVIEWWITHTHEVIEW ONADVERTISING, JAY BOLLING,PRESIDENT OFTHE HCMA,DISCUSSESTHE ORGANIZATION’S EVOLUTIONAND PLANS FOR ITS FUTURE. Jay Bolling, President, HCMA HCMA CURRICULUM Marketing and Education Programs & Topics # Bringing a Drug to Market from the Marketing Perspective # Day in the Life of a Product Manager # Application of Market Research Findings to Brand Planning Process # Determining ROI for DTC # Role/Responsibilities/Competencies of the Product Manager # Strategic Brand Planning # Constructing a Marketing Product Profile # Managing a Professional Partnership Between Company and Vendor # Identifying/Interpreting Key Market Analytics # Developing Successful Medical Education Programs # Creating an Optimum Product Position # Planning Effective Marketing Communications Tactics # Managing Creative Execution Regulatory Programs & Topics # Current Legal/Regulatory Environment # Bringing a Drug to Market — Regulatory Perspective (Drug Approval Process) # Clinical Trials — What Happens When and Why # FDA Warning Letters — Who Receives Them and Why # HIPAA Compliance — Business Implications # Medicare Part D — Business Implications Professionalism Programs & Topics # Effective Presentation Skills # Selling Skills for the Account Executive # Team Leadership Skills For more information about the HCMA, Mt. Royal, N.J., visit thehcma.org. 0308 pvvv forum FINAL 3/19/08 7:51 AM Page 10 11 VIEW on Advertising Ma r ch 20 08 THE FORUM in the format they want it. And it can be delivered to their desktops or downloaded to their mobile applications.” Some agency executives believe the Web is prompting a new era of brand experience. While consistent communica tion over time is still part of the overall mix, the goal is now to insert messages into the spaces where people already go so it becomes a part of their world.They believe it’s not about advertising anymore; it’s about connecting with people when they are looking for answers. (Please turn to page 28, Con necting Your Brand in an OnDemand World.) According to Manhattan Research, if the definition of a “Web 2.0 Physician” is narrowed to that of a physician who posts professional content online or participates in online communities with other physicians, 245,000 physicians now belong to this segment. In the report, Taking the Pulse v7.0, Manhattan Research analysts conclude that the industry is clearly beyond the age of early adoption with regard to physi cians and Web 2.0 and that physicians are already engaged online in ways far beyond the average consumer today.These analysts add that just as marketers are just getting a handle on Web 2.0, the jargon, and what its means to their promotional strategies, “the pundits and editors are starting to throw around the term Web 3.0” to confuse everyone. The same way Web 2.0 is an evolution from the first generation of the Web, the next generation will simply be a more powerful extension of all the content, services, and applications being used today. There are key attributes that will drive the next Web gen eration, analysts say. One key trend that is becoming a reality is that of the “intelligent Web” — an online channel that liter ally works for the user. This next phase of the Web will be defined by features, such as smarter and more relevant search engines, syndicated push feeds, “mash ups” that enable users to pull together content, and resources from numerous online sites and services into an aggregated personal view (or widgets) — all pointing to an emerging artificial intelligence. What will these “mash ups” look like for a physician audi ence? Think of sites and social network applications that enable physicians to aggregate relevant journals they sub scribe to, aggregated views of what their “trusted” colleagues are talking about online, as well as filtered clinical news and updates tailored to their level of experience or possibly even identified knowledge gaps based on pattern recognition. There is growing consensus that search engines are a more effective way to target consumers and physicians, and as such they are becoming an important Web source and one of the new media’s most reliable ways to measure ROI. “Physicians would probably be more apt to tap one of the 15 or so medical search engines that cull the peerreviewed sites than to go to a therapeutic category site,” Mr. Hunt says. “These sites are growing in popularity and they are trackable, thus providing the start of an ROI analysis.” (See chart on page 6.) MARKET RESEARCH To create campaigns that cut through the growing cyber clutter, generate impactful and memorable journal advertising for physicians, and target specific patient/consumer groups, concepts need to start with good market research. Often the results from a few focus groups play an impor tant role in guiding significant marketing decisions, therefore successfully conducting a focus group requires considerable skill and training. Some experts opine that one skill that differenti ates the great from the mediocre moderator is the ability to use indirect questioning and projective techniques to better Advertising in Patient Education DVERTISING plays a role in the patient education programs of several brands. Print and Internet ads, especially, are common and help drive traffic to Websites, doc tors’ offices, and other destinations.Television is the most expensive advertising chan nel, at an average development cost of just more than $1 million and development dura tion of almost a year. The other advertising tools, though still more costly than most Webbased, print, and inperson components, are significantly less expensive than television. This cost divide is notable when considering the relative effectiveness of these different media.The Internet and print ads are considered the most effective of the four advertising categories. Eric Bolesh Advertising Effectiveness in Patient Education Internet
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