There has been considerable discussion in recent times about ‘local’ versus ‘global’ engagement strategy, or whether there is some kind of mystical balance of the two. Earlier this year Creation Healthcare was pleased to facilitate seminars in New York and London with leading global pharmaceutical and healthcare companies, during which the constraints and opportunities of global healthcare engagement strategy were discussed.

Creation Healthcare are long-time proponents of setting aside time to define an overarching global strategy; we are therefore sometimes asked by new clients, “Do you really think we should have a global engagement strategy?”

This is a great question, to which we (almost) always answer “Yes”.

Some may say, “What about the local nuances?”; “What about the language challenges?”; “What about the regulatory variations?”; “What about the different technology constraints in each region?”; and so on.

We certainly do understand these issues. With 30 consultants all over the world Creation Healthcare is well aware of the challenges facing each territory, and we are constantly increasing our local in-country knowledge in order to make the best recommendations for our global clients. As much as we often encourage global strategy, we also know that it is absolutely necessary to have a local, tailored strategy to suit each individual territory or brand.

It is also true that at a global and companywide level, there are inevitably some common guiding principles that can bring continuity and consistency to the way an organization communicates, presents the brand personality, and ultimately engages with people – even on an international scale.

Incidentally, if you are skimming this article to find the quick-fix, ‘give-me-the-ten-tips’ commandments, you may wish to pull out now.

The reason for the title of this article is that it describes an approach, rather than a one-size-fits-all solution.

Let me explain using a ubiquitous metaphor. Most people in the world – regardless of their own personal religious belief, country of origin, or language – have heard of the so-called “10 commandments”. Indeed, quite a few people could list at least some of them from memory.

Interestingly, orthodox followers of the ‘Torah’ (as these books of laws are known) usually insist that there are actually 613 commandments all told, and that the 10 commandments are more of a ‘table of contents’ – a sort of cheat sheet for remembering the detailed laws and regulations.

Elsewhere, there is even a further distillation in to just two guiding principles. It is fair to say that in religious circles the 10 commandments have certainly permeated the human race over the past several thousand years, across millions of people in many languages and cultures.

We’ve found that this same concept also works for guiding an organization in healthcare engagement. Creation Healthcare maintains that it is possible to create ‘10 commandments’ which can be implemented globally, to bring new levels of (consistent, on brand) engagement.

Of course there really isn’t a single set of ‘10 commandments of healthcare engagement’ that would apply equally well to every company or organization, hence you will find no simple list here as a ‘take-away’.

Rather, each organization is uniquely different in its own right, with particular heritage, traditions, idiosyncrasies and ‘personality’. Therefore it makes perfect sense that each company should really develop their own global engagement strategy (and resulting 10 commandments).

Creation Healthcare can deliver a customized process to help you formulate your own global strategy 10 commandments; all you have to do is give us a call now.

We’re delighted to have been asked to lead the SMi Social Media for Pharmaceuticals MasterClass in London, April 14th 2010.

Registration is now open: Find out more or book your place now.

Paul Grant, our Head of Strategy implementation will join Daniel Ghinn, Director of Digital Engagement to lead the MasterClass in which delegates will learn about current opportunities and challenges faced by pharmaceutical companies in engaging stakeholders, consumers and patients through social media.

Participants will discover how to use social media to interact with individuals and communities online, and how to assess the effectiveness of online engagement in achieving planned outcomes. The MasterClass will include current case studies from pharmaceutical companies worldwide, exploring what is working well and not so well.

Join us in the MasterClass and you will find out how to take small steps with measurable outcomes to develop a low-risk social media strategy that achieves successful results, and how to navigate the social media landscape amidst complex regulatory compliance issues.

The class will be ideal for people in pharmaceutical companies with responsibility for engaging customers and stakeholders including consumers, patients, healthcare professionals, and patient organisations.

Existing experience of using social media for pharmaceutical engagement is not necessary; while attendees with some existing experience in this area will be able to bring their skills right up to date.

The MasterClass is CPD accredited, offering you measurable value as part of your continued professional development.

To find out more or book your place, download a MasterClass brochure: Social Media for Pharmaceuticals or visit the MasterClass website.

Many leaders are bombarded with new buzz-words and ideas, as the popular media and the masses start to embrace the opportunities provided by the ‘information age’. As each new trend finds a fan-base, pressure can start to mount externally and internally for these leaders to embrace and sign-off on emerging tools and techniques, without necessarily fully understanding or carefully evaluating the return on investment, the strategy, the effectiveness, the potential risks, and ultimately the bottom line.

Government and healthcare are two sectors that face very particular legislative challenges which are designed to protect ordinary citizens, and to provide a regulatory framework for ensuring due diligence. These same mechanisms can seem like an anchor preventing the adoption of technological change. In a rapidly changing global information economy, this can also effectively mean that healthcare and government are somewhat left behind, in the wake of more agile brands. Where there are already sceptical or cynical citizens, this ‘slowness’ to engage can potentially create a unnecessarily negative perception of the very organisations that are there to help and protect them.

Engagement – an opportunity or a threat?

From a marketing and communications perspective, many have said that there are entirely new rules of engagement for building market share and customer loyalty, and for interacting with the masses. Once a safe and considerably cautious concept, ‘engagement’ is one word that now inspires but a few in healthcare and government, and yet strikes fear in the minds of others. This is especially true given that the modern platforms for ‘engaging’ apportion so much control to the masses rather than the organisation.

Some sectors are ‘pushing back the envelope’ in their adoption of communication technologies. Others are lagging behind.

In many ways, it is ‘right’ that government and healthcare are slower to embrace new media. The risks can very easily outweigh the benefits, where the implications of a new trend or technology are not fully known. Yet by observing the ‘cutting edge’ private sector brands, and analysing their successes and failures, government and healthcare can implement considered strategic interpretations of these methods, platforms or technologies, operating within the context of due diligence and regulation.

The risk versus the return

In a worse case scenario, the implication of a poorly implemented digital engagement strategy affects the bottom line via negative feedback, revolt, or even virtual ‘rallies’ – all of which prove to be wonderful fodder for the traditional press machine, who seem to cotton on quickly and fan the flames of controversy. Unlike the newspapers and magazines of yesteryear, the content created in this day and age is preserved forever in a searchable archive for all and sundry to discover within a few clicks.

In a best case scenario, the implication of a carefully considered digital engagement strategy means the formation or nurturing of positive and long-lasting loyalty from constituents or consumers, leading to word of mouth recommendations and positive traditional publicity. In some cases, the entire public perception of a brand has been reversed, leading to dominant market share. In the political arena, it has even led to the election of a new president.

Who cares about the final outcome?

If you are the custodian of an important public-facing organisation, it is imperative that you are actively involved in setting the strategy and objectives of digital engagement initiatives. Sadly, you may find that many creative agencies are more interested in winning awards and contracts, than in caring about the long-term implications of your interactive strategy. Even your internal marketing and communications department will have their own agenda to push new ideas through so as to potentially advance their own careers. You may find that in reality, very few people care about the end results as much as you do, which is why you are wise to take it slow and get it right the first time.
In the world of digital media, there is rarely a second chance.

Rather than allowing a creative agency, or your marketing or communications department to ‘push through’ an innovative new digital engagement initiative, consider ‘workshopping’ the strategy at an executive level to ensure that you have considered the consequences fully. You will be given the tools to make an appropriate decision, based on real-world insight and sector-specific research. The trends and buzz-words will be de-mystified and you will be empowered to lead your organisation to successful digital engagement.

Slow adopters – quick tips

Here are some quick tips for executives looking to adopt digital engagement strategies in a regulated sector:

1. Commission or source sector specific research about the successes and failures of early adopters
2. Undertake a high-level education on the tools and techniques being adopted by other sectors
3. Set strategic objectives
4. Bring key stakeholders together (legal, medical, legislative etc) to set boundaries and protocols
5. Direct the organisation in the strategic and appropriate use of new technologies.

If you would like to create a bespoke strategy for your organisation’s use of new engagement technologies, contact us and speak to one of our consultants.