At the crossroads of health, wellness, technology, and marketing

2015 Marketing Summit Template_BLOGIt was a privilege to attend the 2015 Marketing Summit hosted by Ogilvy CommonHealth and eConsultancy. As the producer at the event, I was able to spend some time with each of the presenters. I was also able to hit the 10,000-step mark on my Fitbit by 3 pm—I’ll circle back to wearables later. I was most impressed by the diversity of speakers who are playing at the crossroads of health, wellness, technology, and marketing. The people I met and the messages I heard made me extremely excited on two different fronts: as a human being, and as a marketer.

As a human being, I was excited about the ideas surrounding personalized health that we heard throughout the day—especially since I moonlight as a fitness instructor.

Among them was Jeff Arnold from Sharecare, who is empowering consumers to take charge of their health by delivering personalized resources and expert advice through their online health profiles. Melissa Bojorquez of Physicians Interactive talked to us about technology’s unique power to help people connect with each other, and in doing so, defying the isolation and fear that accompany serious health conditions. Bill Evans from Watson Health showed us how Watson is changing the face of medical research with its ability to “read” thousands of medical journals and white papers in unimaginable speeds in an effort to increase the safety and efficacy of clinical trials drugs.

Our Healthcare Startup Sharktank brought innovative thinking to the forefront of consumer health. Movi Interactive is incentivizing fitness tracker users in unique ways by gamifying their experiences to drive usage. Through their platform, Medprowellness is connecting consumers with clinicians, nutritionists, and personal trainers to provide a personalized layer of accountability to their 360-degree approach to health and wellness.

The marketer in me was excited about all the new ways data will continue to fuel our insights. Finding new ways to visualize data is critical, according to David Davenport Firth, particularly since 75% of physicians admit to not understanding the statistics in journals. Back to the topic of wearables… For a while now, marketers have been talking about the endless data streams being collected from wearables. Patrick Henshaw and his startup, Strap, can aggregate data from wearables, smartphones, and other apps, allowing marketers to draw insights from real-time human data. On a similar note, there was Pranav Yadav, whose company Neuro-Insight can help marketers and brands optimize their creative by analyzing the neuro-responses of their consumers.

We are at the crossroads of health, wellness, technology, and marketing. Ryan Olohan from Google reinforced the fact that like all successful companies, healthcare brands need to innovate or die. Companies like Kodak and Blockbuster didn’t, while companies like Uber and Expedia have changed their respective industries forever. As marketers in the healthcare space, we all need to look beyond our comfort zones. We need to encourage our brands to look beyond, as well.

This article was originally posted on Ivan Ruiz Graphic & Web Design.

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How to Personalize Non-Personal Promotion—From a Medical Education Perspective

doc conferenceBy Sean Hartigan and Eileen Gutschmidt

When you think of Personal Promotion (PP) and Non-Personal Promotion (NPP), traditional channels likely come to mind such as Reps carrying iPads, online and offline media advertising, and marketing campaigns populated with a mix of branded tactics that can include print, digital, telephony, and convention booth engagement. Medical education, on the other, probably isn’t something you would automatically think of.

Yes, there are notable differences in execution between medical marketing and medical education, but the channels used in the former can also be applied to the latter—via unbranded, disease state awareness programs designed to underscore unmet needs in a category, while priming the market for a launch and all of the “traditional” branded promotion mentioned above.

NPP, as expressed through integrated multichannel, is even more critical today for both medical marketing AND medical education. Especially when you consider that it is becoming harder and harder to engage with healthcare provider audiences given evolving market conditions. Many institutions won’t permit Reps or Medical Science Liaisons the opportunity to meet with the physicians in their network for face-to-face dialogue. Fewer physicians have time to attend local and regional meetings, and national congresses. Implementation of the Affordable Care Act requires physicians to invest more time collaborating with each other and their patients to achieve improved outcomes. And many physicians would rather get their information from non-pharma sources and can easily do so online, and on their own time through their mobile devices.

Distill all of this down and it hopefully becomes clear that NPP should play a major role in medical education. But that’s not enough. NPP needs to be informed by customer needs and preferences. It needs to be all about the end user. Not us. Not our clients. Not their brands. The only way to truly connect with busy audiences is to be relevant—and personalized NPP can help!

It all comes down to a few simple steps:

  1. Know your audience: who they are, what they need, what they want, and where they go to get it (ie, research and segmentation)
  2. Provide content  that fits the bill (Content Strategy: aka, audit and assess what you have, make more based on customer interest, need, and where they are in their learning continuum)
  3. Come up with a channel plan (Integrated MCM/Digital and Media Strategy) based on your audiences’ attitudes and behaviors
  4. Launch your program, measure it, share out response data to interested stakeholders (that’s analytics and closed-loop marketing)
  5. Revise and refresh based on response (customer-centric content and channel optimization)

Of course this is a highly simplified broad brushstroke of the approach. But it can be applied to any traditional medical education initiative. And you should tap into our experts at OCHWW in these attendant disciplines to help you. A lot of effort and expertise goes into developing a smart program that drives the kinds of results you and your clients are looking for.

Let’s use an example: Think about your activities at medical congresses. Are you conducting a symposium there? A product theatre? If so, how are you driving targeted audiences to your event?

This is where NPP can help. Build out an ecosystem around your congress engagement, populated with appropriate drivers such as email, direct mail, door drops at local hotels, onsite posters at the congress that trigger augmented reality video clips, onsite geo-fencing alerts that remind congress visitors about your symposia, and so on. You should also consider pull-through tactics post engagement, such as emails that can speak to attendees and non-attendees differently: “Here’s a summary of your congress experience,”  or, “Sorry you missed the symposia—here’s a synopsis of the event.”

Obviously, your event  content and activities should be informed by customer need and feedback. To make the symposium a success it should be about something that healthcare audiences would find useful and want to hear about. And, you should use your ability to connect with audiences at congresses to encourage opt-in for CRM. That is, registration for ongoing and improved customized service based on user needs and wants.

Can you use a KOL to help you get their attention in driver tactics and at the symposia? Do it. Thought-leader driven programs achieve a better success metric. Can you package your one congress meeting into a larger “umbrella program” to help frame an improved value prop and keep their interest over time? Of course you can. It all depends on whether it makes sense for your audience, your brand, and your customer (and maybe your budget).

Interested in learning more? Visit your friendly neighborhood Medical Education staffer and we’d be glad to spend time to understand your brand and customer needs to come up with a plan that works for you. Remember, we’re personalizing NPP, so this isn’t a cut and paste. But we, and our partners in the Relationship Marketing Center of Excellence, can be your glue that brings it all together!

Questions? Comments? You can contact the author directly at blog@ochww.com.
Please allow 24 hours for response.

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Multi-Screen Is the New “Mobile First”

screensFor the past few years, “Mobile first!” has been the rally cry of marketers. The idea was to design websites and ads to work on mobile devices first to account for the growing smartphone- and tablet-using audience. But mobile first is already obsolete; if your strategy doesn’t have multiple screens in mind, then your strategy is out-of-date.

Time spent on mobile devices is steadily increasing. Throughout the day, consumers are moving seamlessly back and forth between many devices, from laptops to smartphones to tablets to TVs. In fact, 90% of consumers start a task on one device and finish it on another. Oftentimes consumers are using more than one device at a time, fluidly flipping back and forth between screens.

This complexity in user behavior makes it imperative for marketers to embrace a multi-device strategy, not just a mobile-first one.

You must now develop ads that work across these multiple devices. The ads should seamlessly leverage the characteristics of each device for optimal user experience. Additionally, where consumers used to be focused on one device at a time, now they are on multiple devices simultaneously, so messaging needs to adapt to the multi-device paradigm as well.

Consumer search trends support the need for multi-screen advertising. According to eMarketer, U.S. mobile search ad spending grew 120.8% in 2013, contributing to an overall gain of 122.0% for all mobile ads. Meanwhile, overall desktop ad spending increased just 2.3% last year. Marketers should not only develop ads for multiple platforms, they should optimize their spending across platforms as well.

Ad targeting also becomes paramount in the multi-screen world. Targeting ads to specific devices and operating systems is the most basic method of mobile ad targeting. But much like the desktop environment, user insights can be culled from the type of content consumed on tablets and smartphones. These insights can then be used to further target mobile audiences.

As consumers continue to access content across multiple devices, marketers must continue to grow and change with them to meet their needs no matter which device(s) they are using.

Questions? Comments? You can contact the author directly at blog@ochww.com.
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Digital Trends Impacting US Healthcare – Infographic

In the past year, digital innovations have brought about new markets and channels for digital health interactions. This infographic is a visual mapping of the technologies and innovations which are already playing a key role in shaping the future of healthcare and the experiences and journeys which surround it.

Of course the ACA is affecting healthcare coverage, but it is also affecting our healthcare experiences by placing increased importance on and driving more frequent interactions with NPs, PAs, and Pharmacists. Additionally, more priority has shifted to consumers to educate themselves and take responsibility for their own health, especially when combined with our growing culture of social media and trust networks, and recent draft guidance from the FDA. Video remains hot, but the trending has shifted to the length of videos patients are consuming, increasing its relevance to pharmaceutical marketers. Mobile and tablets continue to grow rapidly, with and quantified self driving deeper engagement though apps, not just web. Last, but certainly not least, EHR is poised to enter the next phase of meaningful use, setting the stage for a platform shake-out as certification requirements evolve to provide more and deeper data sets to systems of connected health as providers continue to on-board.

Infographic of important technologies that impact digital healthcare marketing.

Infographic of important technologies that impact digital healthcare marketing.

Technology is evolving fast, and healthcare, believe it or not, is keeping pace and even leading the charge on many fronts. Spurred on by government mandates and initiatives, innovative organizations ranging from Google and Apple to Silicon Valley startups like Practice Fusion are quickly carrying the ball forward, sometimes struggling to keep pace with consumer expectations of today’s technology. It’s these digital healthcare innovations which have set the trends affecting us today, and will carry us forward to tomorrow.

CONTINUE THE CONVERSATION: Questions? Comments? You can contact the author directly at blog@ochww.com. Please allow 24 hours for response.

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True Integration of Excellence — the Key to Advertising Success

thumbnailAs the communication dynamic between doctor and patient changes, so too must the model of pharmaceutical promotions—offering a challenge for not only brand communications but also, critically, the agency that drives them.

Thirty to thirty-five years ago, in what some called the heyday of big pharma communications, the model was clear: sell to the doctor, everybody else in the system will follow the prescription. Today, communications must be exquisitely integrated across all channels to ensure receipt of a single and consistent brand message that will align understanding for all. A market where the presumption of even a compelling story of the drug benefits, aligned with a novel diagnosis, would have doctors falling over themselves to prescribe to their presenting patients has passed! Through the decades we have seen an accelerating shift from this—not least with the payer/insurer growing the influence of cost pressure and real evidence-based medicine—but perhaps more subtlety with the changing dynamic between the more savvy and informed patient and their own healthcare professional. As late as the 1980s the primary source of specific medical information for a patient was from their doctor. This moderated a level of control not only in understanding of disease but importantly in the awareness of available treatment options. Today, surveys have consistently indicated that more than half of patients will seek an alternate opinion on a doctor’s diagnosis or recommendations. Surveys reported from Pew Research have indicated that the online medical information services, Google, webMD, medicine.net, NetDoctor, etc, have become the de facto second opinion (and, increasingly often, initial diagnosis) for many patients seeking healthcare information. Balance this with the increasing limitation of the pharma industry presenting similar information to the doctor—through restriction of access by representatives—and we recognize the tension in the market space that must be met to ensure the HCP and their patient remain fully and appropriately informed on drug treatments and medical information. Branded communications must operate in this evolved environment—and the agency of the future likewise.

I joined the team here some 100 days ago, and it is clear Ogilvy CommonHealth Worldwide stands uncommonly aligned with this demand, with an ability to deliver excellence on communication service across channels from one single business footprint. This is clearly a differentiating feature owned by OCHWW. In a market where single-channel communications have become more and more commoditized, the agency that can truly deliver an integrated communications program will lead. James Chase, Editor in Chief at MM&M, commented in an interview a year ago that “the agency of the future would be able to align communications from one point. To deliver a relevant and targeted  brand message to the HCP, the patient, the payer and all of the relevant stakeholders in a way that offers a seamless understanding of the brand, and that will be the reason for its choice—above others.” This doesn’t mean driving a one-size-fits-all approach to messaging and communications. Quite the reverse! It demands building communications in which each customer will see his own nirvana, but will all appreciate this around a single brand hub. In the savvy patient marketplace it is critical that when the patient asks about a treatment or solution in his/her disease management, their appreciation must clearly vocalize the same entity that the HCP is considering, though not necessarily for the same reasons. The agency that is able to deliver that for brands is one where borderless collaboration of Professional, Payer, Patient and Consumer can build a seamless alignment of brand communications to ensure optimal impact in-market, and drive consistency of a singular message through all media—digital, social, traditional or personal. Few agencies or communication networks have the capability, or indeed passion, to do that.  The OCHWW philosophy of creative excellence in communications demands that each of our agencies across the globe and across customer and media communications channels work in harmony—aligning a core strategy to drive impactful creative that is designed to change customer behavior across all communications channels. The structure here is wonderfully built to achieve this, but at the end of the day it relies on a personal commitment to achieve this success. In a market that demands the agency of the future, Ogilvy CommonHealth Worldwide is set to offer itself to meet the new communications challenges. Our success, however, depends on the most critical asset of any agency…you!

Questions? Comments? You can contact the author directly at blog@ochww.com.
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Mobile Health—Three Technology Challenges

Do you have an iPhone? Great, me too. Now, on the count of three, we’ll both drop our iPhones into a pail of water.

Ready? One, two… Wait, what’s the hesitation? I don’t see you taking the plunge with me.

And this underscores one of the big problems with our inevitable future with electronic health records (EHRs): our mobile devices just aren’t up to the task. In fact, if you stop and think about it, we’re really expecting an awful lot from these little technological marvels.

In addition to this shortcoming with hardware, there are potential problems with the EHR networks and the challenges of sharing secure data. Even if this is all addressed with regularly updated software, we still have to think about our creaky, inconsistent energy infrastructure.

I’m actually quite excited about EHRs, since they represent a leap forward in the way patients are diagnosed and treated. That’s why I hope there are serious efforts to address a few key challenges associated with the rapid uptake of EHRs.

Tough Mobile Devices

 The dare to drop your iPhone into water seems silly, but it highlights the inherent weakness of the device. Despite having a (relatively) tough exterior, the iPhone and most Android devices are not exactly waterproof.

We, as humans, are fairly water-resistant. It’s a nice design perk that allows us to swim, dash through the rain, and spill coffee on ourselves. (None of this is recommended with your iPhone.)

In many cases, we’re pretty tough on our bodies. From sports to everyday life, our bodies are pretty resilient. We get banged up, patched up, and do it all over again. Through much of this full-contact life, we’re carrying delicate computers, often wrapped in some kind of third-party case. It’s like Bubble Wrap around a china doll: bulky, unattractive, and definitely not part of the original design.

Our smartphones will become more powerful and more integrated into our health lives. From heart monitors to blood glucose tests, smartphones are becoming essential health devices.

Manufacturers will need to consider ways of making more durable devices, not just pretty things that run great in the lab. Someone’s life may literally depend on it.

Few manufacturers make tough smartphones, but hopefully more are on the way. We already have tough wristwatches, tough cameras, and some very tough cars. If we’re going to tote our health information on these devices, we’re going to need a device that actually works if you get injured around water.

That leads to the next issue to consider:

Proprietary EHR Format

Does anyone know what EHR my local hospital uses? If so, let me know—I’d like to install the right app on my smartphone.

Actually there are two regional hospitals. I sure hope that they use the exact same system, although I doubt it. Does that mean I need to download two apps and enter vital health information twice?

If you are injured and need access to your health records, you can quickly scroll through your apps and find what you need. But in a different scenario, you may be unable to work your password-protected device. What happens? How do medical professionals get to essential health information?

In an emergency, EMTs might check for a medical alert bracelet or necklace, but beyond that they’re going to be looking for your wallet. Yes, that low-tech leather thing in your pocket, which contains your driver’s license and health insurance card.

To my knowledge, there’s no universal health dock for emergency rooms and EMTs. They can’t just take your iPhone and access your personal health apps. Your mobile EHR is only useful if it is accessible.

Right now, we’re in a fragmented marketplace where there are lots of major solutions vying for the dominant position. Until we have an accepted standard that everyone adopts, we’re going to be living in a world where your wallet contains the most high-tech information about your health.

Which leads us to the third issue to consider…

Fragile Computing Cloud

People love to read scary fiction. Zombies and vampires stories are more popular than ever.

Know what’s really scary? Try reading the book One Second After by William R. Forstchen. It’s a book that paints a terrifyingly realistic world after an electromagnetic pulse.

In the book, the US is hit by a terrorist attack that leaves us without electricity. We are more reliant on electricity than we realize, and the story details our decline into chaos and anarchy.

In the past, doctors could work with handwritten patient records if the electricity failed. But as we all know, many of those records are moving into the cloud.

While many experts debate the security of the cloud, few are talking about the very basic challenge of electricity. With no power, there’s no way to download patient records. And with no physical backup, doctors may find themselves with precious little information about the patients they need to treat. Even if a hospital has generators as backup, that still doesn’t solve the problem of Internet access if the rest of the grid is incapacitated.

Doctors and pharmacists use electronic devices for dosing, contraindications, and diagnosis. Knocking out the power grid or disabling one of these clouds could have a devastating effect on the way a doctor treats a patient.

The Good News

There is good news in all of this. Smart entrepreneurs undoubtedly see these opportunities as well.

Over the past few years, we’ve seen a massive growth in tough cameras. If these cameras continue to be popular, manufacturers may see a market for more durable smartphones. They are missing some profit opportunities, which are being addressed by aftermarket cases.

And with EHRs becoming part of modern medicine, we’ll begin to see some synergy between professional and patient apps. As an industry, we’ve done a pretty good job with application programming interfaces (APIs) that allow for secure connections. It would make sense to bridge the gap between personal health records on a smartphone and hospital computer systems. Information about your health conditions, allergies, and current treatments could help save your life.

The big challenge may be something that happens at a government level. The average citizen has no influence over the security and backup of our electricity grid. We also have no real input about how much of our information will be migrated digitally to the cloud. These are questions that are answered by government and utility companies. This can be good or bad news, depending on how you frame the challenge.

Looking forward, there are good reasons to be excited about mobile health. Our devices are becoming more powerful, the software is smarter, and the EHRs are poised to make a positive impact on healthcare.

Just don’t drop your smartphone in water and everything will be fine.

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Native Content

Considering the Impact of Digital First

MIT is taking the lead recently, promoting a concept called “Digital First.” On the subject of Digital First, Jason Pontin, editor in chief of Technology Review, an MIT publication, is quoted as saying: “Henceforth…we’ll publish nothing first in print…We feel we can better serve our various audiences on electronic platforms…We can create more beautiful and interactive experiences, and create higher-value and unique advertising opportunities for agencies and their clients.” What I found refreshing about the idea of Digital First content is its dissociation with print. Distinct from, and neither secondary nor tied to print, native digital content can exist as a new and unique channel. A brave new digital world of native digital content is born with new opportunities for content providers as well as advertisers.

Enter the Paywall

Like any new frontier, unclaimed property will inspire the entrepreneur in any of us to place a stake. The paywall, a business model that proposes to charge for content on the web, has been gaining acceptance over the past year, thanks in part to the decline in newspaper and magazine revenue. The all-or-nothing paywall model used at The Wall Street Journal and The Times of London will charge for all content; the metered model will charge for only some content. For example, on The New York Times or Financial Times websites, free access shuts down after a certain number of articles per month. It is only a matter of months before trade publications like JAMA start metering.

Same Brand, New Content

Having enjoyed reading content on the web for free for many years, I originally rejected the idea of the paywall. These same content providers attempted to charge for content but failed during the earlier migration of content to the Internet in 2001. But as the concept of Digital First develops, the vision of new and exciting (interactive) content, replacing recycled “migrated content” may be worth paying for. Katelyn Watson, senior manager, Internet marketing at Shutterfly, agreed: “You know people are paying for a subscription, and you may even have access to data that tells you more about them. The quality of the inventory behind the paywall and the price an advertiser is willing to pay is probably better because of that,” she said.

Freedom From Advertising (We hope not!)

A recent survey by eMarketer indicates that 90% of readers who are willing to pay for content expect to find no ads on the other side of the paywall. If readers don’t reject ads altogether on paid content,  they may be more empowered to determine what advertising they want and how much they want. Or paid content could dissuade readers from reading content online, altogether. “If a consumer is paying for premium content and feels their information is being used to bombard them with ads, that’s going to make a bad situation worse, especially among people who already resent paying,” said eMarketer senior analyst Paul Verna.

Time will tell as the concept of Digital First continues to unfold. As an editor, with only basic knowledge of marketing, native digital content (under the umbrella of Digital First), can provide a new channel for both content providers as well as advertisers. Unique, native digital content can optimize a brand by retaining existing customers and attracting new. Henceforth, revenue.

“Having a paywall opens up more opportunities for advertisers, for example, the ability to sponsor one-time access to the site on a cost-per-engagement basis. This makes for a much more robust and engaging brand experience than traditional banner advertising,” concluded Watson.







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The Art of the Acronym: CRM Isn’t Just CRM When It’s MCM

Customer Relationship Marketing, Non-Personal Promotion, and Direct-to-Consumer are all concepts in marketing that aim to create the most important communication with your target. Whether the communication happens on the phone, on the Internet or in the form of direct mail and/or email, the interaction with your target or prospect should be informed by customer intelligence. The practice of building customer acumen into every interaction, and listening to the response so the next communication can keep getting better, isn’t at the core of intelligent Multi-Channel Marketing—it is Multi-Channel Marketing (MCM).

We talk about “discovery,” or new response channels that can be stored on our database to help our clients understand not only what the value of their targets is, but also what part of the target lifecycle , and what that target’s significance is to the client business as well. These bits of found knowledge are important insights that can be made useable by Marketing Analytics, and they really do accrue value over time. Building a roadmap for including analytics is a step-by-step process.

Analytics Creates the Multi-Channel Roadmap

1.  Building Informational Assets With Strategic Discovery

Often the first engagement with new clients is to develop some customer-focused and market-focused analytical benchmarks that can be used to help make decisions about new marketing campaigns and, more often than not, help forecast ROI for each campaign. Many of our clients don’t have the time to look or simply don’t want to find insights that can come from a 360° view of their customers. We are looking for uniqueness such as target lifecycle stages and target value or segment.  This Strategic Discovery Process begins to answer questions about customers that can drive our Multi-Channel campaign design and how we measure the success of it.

2.  Segmentation—Giving Your Targets the Attention They Need

Normally, a segmentation system is designed to be helpful in driving messaging tone and focus while identifying the proper message to deliver. Segments should have the correct classification by one or more characteristics in order to realize which of your targets will need what type of attention. The perfect segment should meet specific standards:

  • It’s internally harmonized
  • It’s externally harmonized
  • The target responded similarly
  • It can be reached uniformly (through all the MCM channels)

3.  Campaign Targeting, Testing and Analysis

Each campaign plan team needs to establish a clear method for campaign targeting and testing for maximizing results. We need to have a mandate to check the boxes on each of these components:

  • The campaign design should include a consistent “test and learn” approach that can be carried out from one campaign to the next with new learning goals building upon findings from previous campaigns. Add to this a method for building a business case for each campaign to predict ROI and help with prioritization of the campaign changes.
  • When the targeting and testing method for each campaign is recognized, make sure to carefully document this process for potential reproduction.
  • Develop a protocol for predictive analytics for each campaign—whether models will be created for the pilot phase, or be built on results for future stages of campaign development.
  • Of course each campaign needs an established methodology for back-end campaign analysis—which will be documented for future use and roll out.
  • Establish best practices of reporting on campaigns—different types of reports for different levels of management are usually required, and this practice would be established early on in the campaign design process.

4.  Integrate Analytics for Response Management

As marketers seek to embrace target engagement, their presence takes on singular importance. Multi-Channel marketers need to examine how to bring direct marketing and web activity more closely together for:

  • Fulfilling targets’ needs by providing immediate messages relevant to them on a personal level.
  • Measuring directly ascribes and personally identifiable conversion results from campaigns that cannot be easily achieved through traditional methods, such as Non-Personal Promotion (NPP) or Direct-to-Consumer (DTC) advertisements.

5.  Identify Opportunities for Impactful Insights

We normally use survey methods both to collect critical data needed to drive Multi-Channel Marketing programs/campaigns and to build predictive analytics.

  • Evaluate whether there is data you wished you had for campaigns, but that is not available from any source
  • Behavioral surveys with compound analyses are highly useful for identifying the feature and proper mix for plans as well as prices that consumers are willing to pay for those features.
  • Determine if there is a proof of concept for the use of primary research to devise targeting strategies and campaign design.

By creating a checklist of these five stops on your Analytics Road Map, you can incorporate your target intelligence into Multi-Channel Campaigns and deliver greater relevance, better results, and promise a constant ROI…without hesitation.

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