Information Week reported that the telehealth market will hit $6.28 billion by 2020. In addition, presentations at a recent investor conference projected that the point-of-care molecular diagnostics market would reach $12 billion in revenue by 2017, which is fueled by cost-effective and rapid access to complex gene signature tests. The combination of these two technological juggernauts will fundamentally change most relationships in healthcare as we know them.

Providers will have access to more objective data for patient care, but the level of service required to get that data will also be far less than is required today. Patients and physician extenders will become primary testing points, and objective data will supplant subjective data at many levels. Wal-Mart, Walgreens, and CVS may become the dominant primary care points of access. Physician shortages may be reduced and larger numbers of people could have access to care from the best-of-the-best clinicians.

Clay Wilemon is the CEO and Chief Strategy Officer at DevicePharm, a marketing strategy and integrated marketing communications firm based in Irvine, CA. You can email Clay at clayw@DevicePharm.com.

At this moment, marketing shifts from creating interest to enabling the buying process. To facilitate this process, you have to maintain persuasive momentum, which Bryan and Jeffrey Eisenberg define as the “progressive decision making process that aligns the customer’s goals with our own business goals” in their book Waiting for Your Cat to Bark.

To meet the needs of our surgeon responding to an advertisement at 11 pm, we must create a system of a persuasive momentum that:

• Clearly defines the action(s) we want the customer to take
• Effectively predicts what that person needs to feel comfortable taking that action

Enabling Momentum
Now that our surgeon is interested, we must have a system in place to keep that momentum going—on her terms. When she visits the website shown in the ad, there are some basics she must experience to maintain persuasive momentum. These include:

• A website landing page pertaining specifically to the advertisement. Landing on a general company homepage is a giant momentum killer.
• Detailed product and technique information that is easily available and in familiar terms. Ambiguous and over-branded marketing speak will kill the deal at this point.
• Peer-to-peer experiences and endorsements that are easily accessible. Doctors want to hear from other doctors at some point. Make it easy to do so.
• Next step actions that are easy to identify. There is nothing worse than a customer who wants to buy and can’t figure out how to do it. Next step actions can include:
• Schedule a demo
• Request a particular piece of information (a carrot)
• Speak with a representative
• Get a quote
• Purchase (don’t forget this step)

Closing the Loop
Based on the actions of our night owl surgeon, we must be able to keep momentum going after she has selected, or not selected, a specific action. If she does select an overt action step like those listed above, you need to be able to deliver the following:

• Automated response acknowledging her request and providing a timeframe for action
• Immediate delivery of content requests
• Option of speaking with a live person during call center hours

The automated responses are relatively easy to manage. The challenging part of maintaining persuasive momentum is when the surgeon contacts a company representative. This is where the rubber meets the road on persuasive momentum. All of your great marketing can come crashing down if the call center and sales reps are not on message and aware of the content and options presented to the surgeon up to this point.

Whether at 11 pm or 11 am, the surgeon whose questions are answered persuasively and on her terms, through an ad or from a website, is highly likely to be a buyer by the time she speaks with a company representative.

Clay Wilemon is the CEO and Chief Strategy Officer at DevicePharm, a marketing strategy and integrated marketing communications firm based in Irvine, California. You can email Clay at clayw@DevicePharm.com.

Adobe has made huge improvements to Flash and its mobile publishing capabilities. For those who think that Flash is on its way out, I have some bad news: not only is it still in the fight for mobile development, it’s now packing some serious punches.

Of course, the ultimate upper-hand advantage that Flash offers is cross-device, cross-channel, universal deployment. That is, it allows programmers to develop an application once, and then deploy it to an iPad, an Android tablet, over the web—you name it. None of this has changed. What has changed is the overall performance quality.

With the latest Flash programming software for mobile devices, we are seeing dramatic improvements in performance, including:

• Video no longer needs to be embedded. With external video files, media-rich apps can load and run more quickly than before.
• Animations are incredibly smooth and fast, so users aren’t kept waiting when going back and forth between pages of content.
• Gesture recognition is greatly improved. This makes swiping on touchscreens much more fluid. Buttons react the moment you touch them.
• Graphics load and display at super speed, greatly improving the app experience overall.

These functions were tested by our team using Adobe Creative Suite 5.5 and Adobe Air 2.7.

Here is a short video demonstration of an app developed using the new Flash publisher.

Jordan Richardson is the Director of Interactive Content at DevicePharm, a marketing strategy and integrated marketing communications firm based in Irvine, California. You can email Jordan at jordanr@DevicePharm.com.

J.P. Morgan estimates that Apple will have shipped 51.9 million iPads in 2011. And 120 new tablet devices were introduced at the Consumer Electronics Show in Las Vegas. Most likely, many of your salespeople are either among the millions of iPad owners or screaming at the top of their lungs for a mobile selling solution they can use.

So what is a medical marketer to do? How do you pick a platform? How do you decide what apps to build, or if you build apps at all?

At DevicePharm, we encourage our clients to stop and ask some very practical questions before selecting a mobile sales platform, and then to ask some more questions before creating content for that platform.

• Is it important for you to be able to deploy your content through multiple platforms and channels? (iOS, Android, Online)
• Is a standalone app needed to accomplish a specific communication goal?
• What is the shelf life for the content you are creating?
• How quickly do you need to deploy the content?
• Do you need to have a lot of content in Flash to run on the mobile device?
• Do you need to create content in Flash that will be deployed across other channels?
• How will you use the rep-customer interaction to quickly meet the customer’s content needs?
• How will you use the rep-customer interaction to capture valuable psychographic information about the customer’s preferences and needs?

At DevicePharm we design, build, and deploy powerful iPad apps for our medical device, biotech, and life sciences clients. This includes iPad apps that are Flash based (yes, you read that correctly). We also create a lot of iPad content that is much more straightforward and not app-based to meet very practical needs.

Mobile sales tools are making field sales people more productive and providing marketers with more information than ever before. We invite you to learn more about how DevicePharm is making mobile medical marketing impactful and practical.

Jordan Richardson is the Director of Interactive Content at DevicePharm, a marketing strategy and integrated marketing communications firm based in Irvine, CA. You can email Jordan at jordanr@DevicePharm.com.

So the question often is: Which distribution model is right for my mobile app? The answer depends on a number of variables. First, let’s review the four distribution models.

Enterprise App

• Distributed privately via email or FTP
• Not reviewed by Apple
• Limited to 100 users

Standard App distributed via the App Store

• Must be approved by Apple
• Public to anyone
• Unlimited users

Web app

• Built using web languages
• Requires internet or wireless connection
• Delivered through the browser

Custom B2B app distributed via the App Store Volume Purchase Program

• Must be approved by Apple
• Unlimited users
• Private
• Minimum price: $9.99

So, which one meets your needs? Ask yourself these three questions.

Is it imperative that the app be distributed to more than 100 users?

If the answer is no, then an enterprise app will be right for you. If yes, then continue.

Is it imperative that the app be private?

If no, then choose a standard app distributed through the App Store. Continue to the next question if you answered yes.

Is it imperative that the app be usable without an internet or wireless connection?

If you answered no, a web app will meet your needs. (If you are wondering why the need for privacy didn’t disqualify a web app, incorporating a username and password page at the initial stage of the app can control privacy.) If yes, then choose a Custom B2B App distributed through the App Store Volume Purchase Program.

There may be other variables for you to consider, but with this guide, you are on your way to start designing the best app for your business.

Jordan Richardson is the Director of Interactive Content at DevicePharm, a marketing strategy and integrated marketing communications firm based in Irvine, California. You can email Jordan at jordanr@DevicePharm.com.

The Summit International Marketing Effectiveness Award entries are judged based on the marketing communications program’s ability to change, influence, or reinforce a target audience’s knowledge, attributes, or beliefs. VAD Paradigm certainly meets those criteria.

About the Thoratec VAD Paradigm Campaign
The Thoratec VAD Paradigm was an education and awareness campaign created to address competitive product claims and reframe the conversation away from a singular data point to the broader discussion of short- and long-term outcomes, product durability, and adverse patient events. The campaign consists of a series of online web presentations presented by world-renowned thought leaders in the field of mechanical circulatory support. The series was promoted through various channels, such as web banners, eblasts, text ads, and print tradeshow and sales materials. Web traffic for the series has exceeded expectations and metrics are continually increasing each month.

“I am proud of this innovative education and awareness campaign that is the result of the collaboration between Thoratec and our team,” says Clay Wilemon, CEO and Chief Strategy Officer, DevicePharm. “We feel privileged to work with a company whose mission is to develop lifesaving, life-changing devices that profoundly affect patients suffering from advanced heart failure.”


So what gives a brand this kind of strength? In their book Brand Bubble, John Gerzema and Ed Lebar write that brand strength is “a leading indicator for predicting the future growth value of a brand.”

Brand strength, the “it” factor that drives new brand adoption, sales, and referrals, is driven by two factors: energized differentiation and relevance. Energized differentiation reflects the brand’s motion and direction in the market. Relevance indicates how appropriate consumers perceive the brand to be—the greater the relevance, the greater the opportunity for market penetration. This is especially important for new medical technology companies or product brands.

Brand relevance is perhaps even more important with medical technologies because of the relatively small size of the markets and the importance of peer-influenced word-of-mouth communication to trial and adoption. There are five key methods to establish brand relevance.

Be relevant:

1. To the right customer
   Who is the right customer for where you are in the market adoption cycle? Innovators and Early Adopters are often the ones you need to connect with because they are the ones who tell the majority what and when to buy. This is especially important to medical technology marketers. Innovators are willing to take a chance on something new. Early Adopters are those who will benefit from your brand and are eager to keep their competitive edge and personal cool factor. The dilemma for marketers is that relevance for these audience segments may be more emotionally driven and not as product-benefit driven as it is for majority audiences down the road. However, these Innovators and Early Adopters are often key to establishing market relevance because they are highly likely to “sneeze” (spread your ideas) on the big revenue generating customers who will be your Early Majority adopters.
2. By being first AND relevant
   First alone is not enough. First and relevant to the customer is the real first. Wonder Bread debuted 20 years after the first sliced bread was marketed by Otto Rohwedder in 1912. Rohwedder’s product promised convenience and was marketed as “sliced bread.” It was a monumental flop. So what made Wonder Bread a national success in 1932? Wonder Bread promised to make children healthier because it “builds strong bodies in 12 ways.”
3. In context
   Where there is a need, your message will fall on welcoming ears. At any given moment in any market, there are people who want to hear from you. In fact, they need to hear from you even though they may not know it yet. The questions marketers should ask are who, why, when, and how. The RealAge website provides a questionnaire for readers to create and manage their health profiles, which includes information such as health interests and preferences. RealAge then sends only relevant health information from its advertisers directly to readers based on their expressed needs. This is not considered an intrusion or annoying, rather, it is received within the context of wanting information to live better. And because it is contextually relevant, the message is absorbed.
4. By being remarkable
   The opposite of remarkable is very good. Marketers need to design remarkable into their brand experiences—something that stands out in a sea of very good. Consider, for example, Kobe Bryant. Kobe is remarkable. All NBA players are very good, but they are not all remarkable. And being very good is not good enough. Seth Godin, author of The Purple Cow says, “Remarkable marketing is building things worth noticing right into your product or service.” The gravity defying, dancer-like nimbleness, and chess-master focus of the Kobe brand is the kind of remarkableness that companies need to infuse into their brands.
5. By creating a uniquely great customer experience
   Customers who are brand loyal are those who are actively participating and immersed in your brand. Relevant brands, ones that transcend simple goods and services, often become the definition of the experience. For example, Starbucks has made drinking coffee a complete experience. People will say I’m getting a Starbucks, rather than I’m getting a cup of coffee. People are identifying themselves with the brand and making it a part of their personal lexicon. In the medical device world, having surgeons identify what they do with a branded procedure or technology is a great example of having created a relevant customer experience that translates into a strong brand.

Brand relevance is not just limited to emerging markets or the latest cool device. Even in commodity markets like the airline industry, companies like Southwest and Virgin America have created strong brands that are highly relevant to their customers. Each has an energized differentiation that is not in any way related to flying; it’s related to the experience.

This can be replicated in medical technology markets as well. During one market research study, the following question was asked of surgeons in a somewhat commoditized market: If company A went away, what would you think? The answer from one surgeon was, “Company B’s rep would tell me; she is here all the time and a big source of our information.” This answer was consistent throughout the market and reflective of the fact that company B was highly relevant because its field service and sales structure gave customers confidence. That structure put a personality and face on otherwise commodity products.

The strategic methodologies in creating relevance for brands start with defining your brand map, which identifies important factors such as brand values, core brand message, brand personality, and brand icons. Then, a persuasion architecture clearly defines your customers’ language, buying process, situation, and personalities. From all this, the true relevance of your brand to your customers will emerge to shape the foundation of brand loyalty.

Clay Wilemon is the CEO and Chief Strategy Officer at DevicePharm, a marketing strategy and integrated marketing communications firm based in Irvine, CA. You can email Clay at clayw@DevicePharm.com.

Chuck Brick leans against the upper platform railing in mission control and stares proudly at the launch vehicle sitting on the pad. His client’s new brand sits snugly in its payload compartment, ready to be delivered. Chuck and his team have spent thousands of man hours and millions of dollars building a solid ship that can deliver his brand directly to the target market. He can’t wait to launch.

Launch minus nine seconds. Confidence is high.

Chuck expands his chest and orders his marketing team to scan the vehicle’s systems one final time. Boosters are go—they installed the new e2020s, complete with the latest web, mobile, and tablet technology. Communications are go—they used state-of-the-art brand messaging components. Guidance System is go—the brand map is flawless to the point of being self-guided. Chuck smiles and firmly sets his squared jaw. The last-minute check was unnecessary, but he just couldn’t resist reviewing the work.

Launch minus three seconds. The boosters fire.

Chuck is hit with a rush of excitement. His muscles flex in anticipation. All the money, time, effort, and knowledge that went into the launch is about to pay off. T-minus zero seconds and cheers erupt throughout mission control. The launch vehicle clears the pad and rockets its way toward the target market. Chuck moves triumphantly around the room, high-fiving his team before returning to his post. All he needs to do now is sit back, watch the flight, and reap the rewards.

Suddenly, disaster strikes! SEO lights across the board are in the red, and the search engines are failing to respond. Chuck pivots left! He pivots right! He points in several directions and orders an analysis! The team scrambles to address the malfunction. Someone has a reading—there’s been a recent upgrade in Latent Semantic Indexing capability that’s redirecting the vehicle. It’s a small thing, only a six-percent reduction in search engine optimization, but it’s enough to make the brand miss its target market by miles. No one saw it coming.

Chuck leaps over the railing of the upper platform and lands squarely in front of the control board. Boosters! Communications! Guidance! He stares in disbelief, sweat forming on his brow. They’re all locked in! He can’t change a thing! He built them too well. All of Chuck’s focus went into the launch itself. He didn’t build in a mechanism for making corrections in response to market variables—technological changes, competition upsurges, political shifts, end-user experiences, and media commentary—the market shifts too quickly to not be able to adjust a brand’s trajectory in flight.

Launch plus 60 seconds. The mission fails to meet its goal.

Chuck Brick slumps against the upper platform railing in mission control and realizes, too late, that a brand launch is only the first step in the journey of a successful brand. His massive chest sinks in defeat. Then, defiantly, he stiffens his stance, raises his fist, and loudly declares that he will go on!

“I will go on!” he shouts. “I will continue to build solidly planned brand launch vehicles! But next time, next time, I will make damn sure I remember that just launching a brand isn’t enough! Not nearly enough! A brand needs to be directed as it makes its way through the dim, dank, dark, dingy vastness of market turmoil! It needs to be overseen, managed, nurtured, and cared for throughout its life! It needs to be…”

Chuck interrupts himself and glances sideways to gauge his team’s response.

Launch plus 90 seconds. They’ve all gone to dinner.

Ken Camastro is the Vice President and Creative Director at DevicePharm, a marketing strategy and integrated marketing communications firm based in Irvine, California. You can email Ken at kenc@DevicePharm.com.

This is consistent with DevicePharm/Yankelovich baby boomer research that showed 78% of baby boomers find “being in control of my life” to be very important. For more information, contact info@DevicePharm.com.

Clay Wilemon is the CEO and Chief Strategy Officer at DevicePharm, a marketing strategy and integrated marketing communications firm based in Irvine, CA. You can email Clay at clayw@DevicePharm.com.

1. Plug your iPad into your computer and open iTunes.
2. If you have a previous version of the enterprise app you will first need to delete it. If not, skip to step 3.
   • In iTunes, select the iPad under Devices in the left side panel and uncheck the app that you wish to delete.
   • Select Sync in the bottom right.
   • In iTunes, click Apps under Library in the left side panel.
   • Select the app that you wish to delete and hit delete on your keyboard.
   • iTunes will ask if you want to Keep Files or Move to Trash, select Move to Trash.
3. There are two files needed to install enterprise apps; the app itself (.ipa) and the provisioning profile (.mobileprovision). These should be provided to you and stored in a safe place on your computer. Drag these two files into iTunes under Library.



4. In iTunes, select the iPad under Devices.
5. Make sure the app you wish to install is checked in the iPad Apps panel.
6. Make sure Sync Apps is checked.



7. Select Sync in the bottom right.
8. When the sync has completed, confirm that it has been successfully installed.

Jordan Richardson is the Director of Interactive Content at DevicePharm, a marketing strategy and integrated marketing communications firm based in Irvine, California. You can email Jordan at jordanr@DevicePharm.com.