Designing Patient Communications Programs - Education, Adherence, and Disease Management

Table of Contents

Executive Summary

• Profiled Companies
• Methodology and Definitions
• Patient Communications: Five Principales for Success

Patient Communication Resource Allocation and ROI

• Budgetary Support for Patient Communication Activities
• Staffing Support for Patient Communication Activities
• Measuring Patient Communication Success

Patient Education Tools

• Web-based Tools Used in Patient Communications
• Resource Management of Printed Tools
• Resource Management of One-on-One Tools

Best Practices and Emering Trends

Patient Communication Brand Profiles

• BRAND A (Autoimmune)
• BRAND B (Diabetes)
• BRAND C (CNS/Psychology)
• BRAND D (Cardio/Thrombosis)
• BRAND F (Urology)
• BRAND G (Women' s Health)
• BRAND H (N/A)
• BRAND I (Infectious Diseases)
• BRAND J (Cardio/Thrombosis)
• BRAND K (N/A)
• BRAND L (Autoimmnue)
• BRAND M (Endocrinology)
• BRAND N (CNS/Psychology)
• BRAND O (Gastroenterology)
• BRAND P (N/A)
• BRAND Q (N/A)
• BRAND R (CNS/Psychology)
• BRAND S (CNS/Psychology)
• BRAND U (N/A)
• BRAND V (N/A)
• BRAND W (Diagnostics)
• BRAND X (Gastroenterology)
• BRAND Z (Pain)
• BRAND AA (Medical Device)
• BRAND BB (Gene Therapy)
• BRAND CC (Infectious Diseases)

CHARTS AND GRAPHICS

Executive Summary

Patient Communication Resource Allocation and ROI

• Figure 1.1: 2008 Overall Marketing Budgets: Brands with Budgets of Less than $5 million

Budgetary Support for Patient Communication Activities

• Figure 1.2: 2008 Overall Marketing Budgets: Brands with Budgets of More than $5 million
• Figure 1.3: Patient Communication Spending as a Percentage of Overall Patient Education Budgets
• Figure 1.4: Percentage of Brands increasing, Decreasing and Not Changing Patient Education Budgets
• Figure 1.5: Percentage Increase among Brands Planning to Increase Patient Education Budget
• Figure 1.6: Percentage Decrease among Brands Planning to Decrease Patient Communication Budget
• Figure 1.7: Number of FTEs on Brand Team, by Brand

Staffing Support for Patient Communication Activities

• Figure 1.8: Percentage of Time Dedicated to Patient Communication Activities, by Brand
• Figure 1.9: Percentage of Brands Increasing, Decreasing and Not Changing Patient Communication Staffing Levels
• Figure 1.10: Percentage Increase among Brands Planning to Increase Patient Communication Staffing
• Figure 1.11: Percentage Decrease among Brands Planning to Decrease Patient Communication Staffing
• Figure 1.12: Percentage of Patient Communications Budget Outsourced

Measuring Patient Communication Success

• Figure 1.13: Percentage of Companies that Calculate ROI on Patient Communication Activities
• Figure 1.14: Prevalence of Quantitative ROI Measurements in Calculating Patient Communication Success

Patient Education Tools

Web-based Tools Used in Patient Communications

• Figure 2.1: Percentage of Brands Using Web-based Tools
• Figure 2.2: Percentage of Brand Websites that use Multimedia Content
• Figure 2.3: Which Group Leads Development of Web-based Tools?
• Figure 2.4. Percentage of Brands Involving Teams in Web-based Tool Development
• Figure 2.5: Importance of Goals for Web-based Tools
• Figure 2.6: Website Development Cost (in Thousands)
• Figure 2.7: Website Development Time (in Days)
• Figure 2.8: Number of FTEs Involved in Website Development
• Figure 2.9: Email Correspondence Program Development Cost (in Thousands)
• Figure 2.10: Email Correspondence Program Development Time (in Days)
• Figure 2.11: Number of FTEs Involved in Email Correspondence Program Deve-lopment
• Figure 2.12: Percentage of Brands Using Printed Tools

Resource Management of Printed Tools

• Figure 2.13: Which Group Leads Development of Printed Tools?
• Figure 2.14: Percentage of Brands Involving Teams in�@Printed Tools Development
• Figure 2.15: Importance of Goals for printed Tools
• Figure 2.16: Direct Mail Material Development Cost (in Thousands)
• Figure 2.17: Direct Mail Material Deve-lopment Time (in Days)
• Figure 2.18: Number of FTEs Involved in Direct Mail Material Development
• Figure 2.21: Number of FTEs Involved in Dosing or Refill Reminder Postcard Program Development
• Figure 2.19: Dosing or Refill Reminder Postcard Program Development Cost (in Thousands)
• Figure 2.20: Dosing or Refill Reminder Postcard Program Development Time (in Days)
• Figure 2.22: Magazine Article Campaign Development Cost (in Thousands)
• Figure 2.23: Magazine Article Campaign Development Time (in Days)
• Figure 2.24: Number of FTEs Involved in Magazine Article Campaign Development
• Figure 2.25: Brochure Development Cost (in Thousands)
• Figure 2.26: Brochure Development Time (in Days)
• Figure 2.27: Number of FTEs Involved in Brochure Development
• Figure 2.28: Poster& Wallboard Development Cost (in Thousands)
• Figure 2.29: Poster & Wallboard Development Time (in Days)
• Figure 2.30: Number of FTEs Involved in Poster & Wallboard Development
• Figure 2.31: Patient Resource Kit Development Cost (in Thousands)
• Figure 2.32: Patient Resource Kit Development Time (in Days)
• Figure 2.33: Number of FTEs involved in Patient Resource Kit Development
• Figure 2.34: Percentage of Brands Using One-on-One Tools

Resource Management of One-on-One Tools

• Figure 2.35: Which Group Leads Development of One-on-One Tools?
• Figure 2.36: Percentage of Brands Involving Teams in One-on-One Tool Development
• Figure 2.37: Importance of Goals for One-on-One Tools
• Figure 2.38: Percentage of Brands Using Other Tools
• Figure 2.39: Development Cost for Refill/Dosing Reminder Call Centers (in Thousands)
• Figure 2.40: Development Time for Refill/Dosing Reminder Call Centers (in Days)
• Figure 2.41: Number of FTEs Involved in Refill/Dosing Reminder Call Center Development
• Figure 2.42: Development Cost for Inbound Call Centers (in Thousands)
• Figure 2.43: Development Time for Inbound Call Centers (in Days)
• Figure 2.44: Number of FTEs Involved in inbound Call Center Development
• Figure 2.45: Development Cost for In-person Education Programs
• Figure 2.46: Development Time for In-person Education Programs
• Figure 2.47: Number of FTEs Involved in In-person Education Program Development
• Figure 2.48: Development Cost for Pharmacy Programs
• Figure 2.49: Development Time for Pharmacy Programs
• Figure 2.50: Number of FTEs Involved in Pharmacy Program Development
• Figure 2.51: Development Cost for Doctor' s Office Videos (in Thousands)
• Figure 2.52: Development Time for Doctor' s Office Videos (in Days)
• Figure 2.53: Number of FTEs Involved in Doctor' s Office Video Development

Best Practices and Emerging Trends

Patient Communication Brand Profiles

This chapter contains profiles for brands' unique patient communication programs. The findings are presented in a series of charts and graphs for each program. Each profile contains the following figures:

• Patient Communication Budget
• Patient Communication Staffing
• ROI Measures
• Media Used

In addition, for each type of media - web-based, print-based and one-to-one - used by the individual brand, the following figures are presented:

• Tools Used by Brand
• Function Leading Efforts/Contributing Functions
• Goals for Communication
• Activity Budget, Staffing and Timelines

• BRAND A (Autoimmune)
• BRAND B (Diabetes
• BRAND C (CNS/Psychology)
• BRAND D (Cardio/Thrombosis)
• BRAND E (N/A)
• BRAND F (Urology)
• BRAND G (Women' s Health)
• BRAND H (N/A)
• BRAND I (Infectious Diseases)
• BRAND J (Cardio/Thrombosis)
• BRAND K (N/A)
• BRAND L (Autoimmune)
• BRAND M (Endocrinology)
• BRAND N (CNS/Psychology)
• BRAND O (Gastroenterology)
• BRAND P (N/A)
• BRAND Q (N/A)
• BRAND R (CNS/Psychology)
• BRAND S (CNS/Psychology)
• BRAND U (N/A)
• BRAND V (N/A)
• BRAND W (Diagnostics)
• BRAND X (Gastroenterology)
• BRAND Z (Pain)
• BRAND AA (Medical Device)
• BRAND BB (Gene Therapy)
• BRAND CC (Infectious Diseases)