a chandler chicco publication
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a chandler chicco publication
a chandler chicco publication ISSUE 18 DECEMBER 2011 ISSUE 18 DECEMBER 2011 INSIDE THIS ISSUE A Letter from Bob Chandler 3 Making Medical Education Relevant for the Changing World 4 Forging New Frontiers: A Recap of Chandler Chicco Companies’ Pioneers in Digital Health Forum 8 Healthcare Communications in India: Adaptation is the Key 10 Focus on China 11 Around CCC 12 About Chandler Chicco Companies • Allidura Consumer is a public relations • Determinus is a strategic research company agency that combines pure-play healthcare and focused on using research at every level of lifestyle expertise to deliver fresh thinking for the communications process, from insights to consumer healthcare, wellness and beauty clients program development to evaluation Since 2007 Chandler Chicco Companies has been part of inVentiv Health. InVentiv Health offers best-in-class Clinical, Consulting and Commercial services to global companies seeking to accelerate performance. With 13,000 employees in 40 countries, inVentiv Health rapidly transforms promising ideas into commercial reality. • Biosector 2 is a global healthcare public relations agency that partners with visionary clients to deliver groundbreaking programs that improve people’s lives • Brandtectonics Access is a specialist market access agency that designs, facilitates and delivers tailored solutions to optimize patient access to our clients’ brands • Brandtectonics ID collaborates with clients to become agents of brand change within their organizations, providing the tools, ideation and creative execution to support any branding directive • Ingenda Communications is a healthcare communications agency that specializes in dimensionalizing target audiences and developing gender-specific communication programs within the healthcare environment • Litmus is a medical marketing and education agency that offers innovative approaches to opinion-leader development and mobilization, health economic modeling and communications, educational events and publications • ‘nition is a full-service design company with deep expertise in healthcare creative, advertising, interactive and production services • Chamberlain Healthcare Public Relations is a full-service agency that • SharedVoice Public Relations is a fullrelies on science as the backbone of its brand service integrated communications agency led by promise to help clients create enduring, positive veteran healthcare PR professionals with diverse agendas within the healthcare marketplace backgrounds serving small-to-mid-sized healthfocused companies and company divisions • Chandler Chicco Agency is a global pureplay healthcare public relations agency with a • VerStone Digital is dedicated to longstanding reputation for doing some of the establishing community-based digital and best work in the communications industry social health innovations that will influence and, ultimately, change the way individuals, • Chandler Chicco Productions creates organizations and governments approach and experiential initiatives on behalf of clients interact with healthcare and sponsors that raise awareness of issues, explore problems and motivate people to make behavioral changes in their lives PRimeCut December 2011 Another year is closing. That’s hard for me to get my head around, given summer was— in my mind—only a few weeks ago. So here we are introducing the final issue of PRimeCut for 2011. In it, we look ahead to our role in bringing about better collaboration and dialog aimed at producing improved outcomes across several major disease categories. Relationships between pharma and its customers and other important stakeholders are changing profoundly. Many once-routine interactions are now restricted and alternate ways to engage must be found. Innovative approaches to medical education can help overcome many of the challenges pharma faces. Read more about the need for “smart, personal and integrated” med ed efforts in our feature article, “Making Medical Education Relevant for the Changing World” (p. 4). There is no “one-size-fits-all” in healthcare and our work in India and China exemplifies this. The second feature in this issue, “Healthcare Communications in India: Adaptation is the Key” (p. 10), discusses the importance of creativity and flexibility in helping clients engage at a meaningful level in this culturally diverse nation of 28 states, 16 national languages and wide disparities in healthcare delivery and access. “Focus on China” (p.11) explains why successful participation in the healthcare arena in that country requires local market savvy and a willingness to share expertise, build relationships and communicate on many levels. In India, China and everywhere else we turn, the digital revolution is generating countless new opportunities for our clients to participate in productive conversations about health. 3 Our Pioneers in Digital Health forum, held in London in October, explored those opportunities from some exciting vantage points and “Forging New Frontiers” on page 8 provides a food-for-thought recap of the day’s discussions. Considering all this, it’s clear to me that our ultimate focus must still remain on the patient encounter—that critical moment when a message actually reaches a patient, whether via a healthcare professional, a friend, family member or social network, or from our clients. Ensuring it’s the right message that will “flip the switch” to fully engage someone depends on knowing a great deal about that particular moment. The critical questions we ask about this require all of our insights to answer and all of our creativity to address, and to me, that’s what makes our work so consistently rewarding. We had an exciting year here at Chandler Chicco Companies. It started with the addition of Chamberlain Healthcare Public Relations and SharedVoice PR to our organization, and has included numerous awards and global recognitions, including PRWeek’s Healthcare Campaign of the Year, multiple CLIO Healthcare Awards, and once again being ranked as the #1 Healthcare Communications Consultancy in PRWeek’s Top League Tables. And, to close the year, we are excited to announce the acquisitions of Haas & Health Partner Public Relations and SanCom Creative Communication Solutions, both leading German healthcare communications firms. As we bid farewell to 2011, all of us at Chandler Chicco Companies wish you and yours a very happy holiday season and all the best for the coming year. Best, Bob Chandler WHAT IS PRimeCut? PRimeCut is a Chandler Chicco Companies publication designed to share our perspectives on trends affecting the industry, our thoughts on best practices and new developments at CCC. We’ve called the publication PRimeCut because we think it represents cutting-edge PR theory and application, and also one of the neighborhoods where we work and live: New York’s dynamic Meatpacking District. We hope you enjoy it. Comments? Suggestions? Ideas? E-mail us at [email protected]. NEW YORK WASHINGTON D.C. PARIS 450 West 15th St 6th & 7th Floors New York, NY 10011 212.229.8400 500 New Jersey Ave NW Suite 850 Washington, DC 20001 202.609.6000 147 Avenue Charles de Gaulle, 92200 Neuilly sur Seine, France 33.1.53.43.91.53 LONDON LOS ANGELES 151 Shaftesbury Ave London, WC2H 8AL England 44.207.632.1800 1315 Lincoln Blvd. Suite 270 Santa Monica, CA 90401 310.309.1000 4 PRimeCut December 2011 Making medical education relevant for the changing world by Chris Adriaanse and Elaine Ferguson As agents of change, our role as medical education specialists is to ensure our clients can respond appropriately to the challenges they face and to differentiate them from their competition. And the last ten years has seen an inexorable wave of change that has brought new challenges from every direction. A reliance on blockbusters has been replaced by a focus on targeted medicine which has defined unmet needs for specific patients. This has transformed how medicines are evaluated for reimbursement. Yet, pivotal trial design and chosen endpoints for regulatory approval have remained largely unchanged, further challenging the pharmaceutical industry to gain access to their medicines at a national and local level. PRimeCut December 2011 Decisions for payors are made based on populations and not individual patients, therefore traditional tools and messages often fail to resonate. Cost containment measures mean that benefits in efficacy and safety are no longer enough; innovation is defined by whole system benefits. Bringing a new product to market and ensuring access depends on demonstrating total value and affordability — endpoints rarely evaluated as part of the prelicence package of clinical trials. The role of medical education The interface between industry and customers has also changed. There are fewer pharmaceutical sales representatives than ever before and many traditional sales forces are blocked from clinics or individual prescribers. Time constraints limit interaction — both with field force and in traditional medical education activities and stand-alone meetings. For some healthcare professionals, congresses remain the focus of their education calendar, but increased restrictions for industry make this traditional channel less attractive. Companies are investing in far fewer congresses and some are choosing to cease sponsoring doctors to these events altogether. » R ecognition – that a company is committed to a therapy area and stakeholder community The type of customer has also changed for pharma — payors and non-clinical decision-makers are now integral for many markets and services. Decisions for payors are made based on populations and not individual patients, therefore traditional tools and messages often fail to resonate. The diversification of stakeholders in health decisions and their specific needs places additional demand on industry resources and capability. Medical education provides a vehicle to influence perceptions and change behaviours. But medical education programmes must be tailored to the specific needs of the target stakeholder group. Effective medical education is defined by its relevance, reach and impact for a particular group of stakeholders — whether they are clinical or non-clinical decision-makers or influencers. As a tool, medical education can be used to overcome many of the challenges pharma now faces in bringing a new product to market and sustaining appropriate access over a product’s lifetime: » E ngagement – with the key decision-makers and influencers for a category and market » I ntervention – when changing clinical practice is paramount to commercial success The specific role of medical education will vary depending on the status of a product and client, and will be tightly linked to the critical success factors for a brand or franchise. Recognition and engagement may take precedence in the early stages of drug development when a company needs to establish a presence in a category and drive recruitment to clinical trials. Post-launch, medical education as a specific intervention, for example, to increase diagnosis rates, may be the primary objective. Throughout a product’s lifecycle, the balance and evolution of these performance parameters is fundamental to the success of medical education and overall return on investment. Irrespective of the objective, successful medical education must be relevant to the audience and designed with input from experts in the field. This does not mean a blank cheque to an academic institution. Pharma — as investors in health — has a credible role in the development of medical education. Working with the healthcare community to design and develop relevant and effective education is a powerful area of added value. To be acknowledged as a respected collaborator should be a primary goal of the pharmaceutical and medical device industry. 5 6 PRimeCut December 2011 Digital Case Study App To be successful, medical education cannot be a one-size-fits-all. Its effectiveness as a tool to influence change depends entirely on how well it is tailored and targeted to meet the needs of a brand and the stakeholder base it is designed to reach. Changing with the environment Digital innovation and the readiness of technology have transformed all communication, medical education included. Approximately 30 percent of all medical education is now delivered via online or mobile technology. This is likely to increase to at least 50 percent in the next three years. As well as changing with the environment, a shift to digital also enhances the potential to reach and influence a broader audience base — so much so that a programme designed to reach primary care will be almost entirely digitally based. In addition to the rapid dissemination of information, digital allows for two-way conversation and connection with the healthcare community. It is widely acknowledged that enduring medical education is critical to achieve a positive behaviour change and digital channels provide an opportunity to sustain an educational intervention. Beyond reach and endurance, digital channels and tools provide an opportunity to achieve greater specificity with fewer resources. Materials can be broken down into manageable chunks best suited for the end-user. We can package the same essential information in a variety of ways for different audiences and learning styles to tell a story that is relevant for each group, whether for payors, primary and secondary care clinicians, or patients. While the debate about how to manage the rapidity of communication enabled by digital — and responsibility of pharma — continues in developed countries, in emerging markets such as Russia and China, digital is already the mainstay of medical education. In these vast and fragmented markets, digital technologies are helping to disseminate information to isolated regions, thus enabling connections among healthcare professionals. In all markets, digital is best when integrated into the core of a programme and objectives — designed specifically to enhance reach, relevance and experience. It is about the appropriate use of digital, not maximal use. PRimeCut December 2011 Digital Facilitating local access to a product was a core objective for our client. Our role was to develop a communications strategy and materials for their key account managers across Europe. The therapy area was not diabetes or a key priority for payors, therefore it was fundamental that the strategy and story built upon universal key priorities, including medicine wastage and unnecessary referral and hospitalisation. By tying the communications strategy to hooks in the payor agenda, we were able to support the key account managers in building the payor confident and collaboration to drive change in an area they would have otherwise ignored. Tools to facilitate the creation of local data, including a cost calculator and business case, ensured that a pan-European programme was relevant in each market and locality. CASE STUDY CASE STUDY We developed an iPad app for a recent educational meeting on inflammation to create a unique form of keypad voting. The app tested clinicians by asking them to touch the area of relevant clinical interest on an image and allowed the results to be instantly shared and discussed. By going beyond the limitations of conventional voting systems, the app provided greater interactivity and allowed delegates to really engage with the presentations. Over 90 percent of participants rated the system as good or excellent, and the UK Pharmaceutical Marketing Society recognised our work with a Digital Media Awards 2011 award for “digital solution for congress/symposium.” Market access Medical education is changing. The audience has grown and diversified. To get the most from medical education initiatives, they need to be smart, personal and integrated. In all markets, digital is best when integrated into the core of a programme and objectives — designed specifically to enhance reach, relevance and experience. Market access as a key objective Achieving appropriate access to medicines is an objective shared by industry and providers. Effective medical education is a core element of the market access strategy — to define and quantify the unmet need and impact for a local health economy; characterise best practice for the patient pathway; and shift beliefs to support a change in clinical practice. Medical education is as important for payors as it is for providers and prescribers. Effective definition of the need and overall system benefit of new product or change in service is critical to determining a positive access decision — at a national or local level. For many companies, the link to payors is via key account managers. A successful key account management strategy enables the company to interface with stakeholders beyond a single brand or objective and provides an opportunity to seek solutions that will benefit the company and the local health economy. A successful key account manager will have a range of resources and skills with which to engage a diverse stakeholder group and offer solutions with demonstrable gain. Medical education plays an important role in the training of key account managers as well as being part of the solution offered. n For more information on the changing face of medical education, contact Elaine Ferguson at Chandler Chicco Companies’ medical education division, Litmus: [email protected] 7 8 PRimeCut December 2011 Forging New Frontiers: A Recap of Chandler Chicco Companies’ Pioneers in Digital Health Forum By James Hadfield and Karine Jegard The pharmaceutical industry has finally begun to show willingness to invest in and adapt to the new demands of the digital revolution. At the start of 2011, an Ernst & Young industry report showed that global pharmaceutical company investments in digital projects (smart phone apps, educational websites, social media platforms, wireless devices and other programmes) rose by 78 percent in 2010. Based on our experience this year, the trend has continued and shows no sign of abating in 2012 and beyond. Yet it still feels as if the pharmaceutical and healthcare industries as a whole have been slow to adapt to this dramatic change in the way we live our lives. The free and fast moving nature of the online, connected world can be daunting to those with a responsibility for monitoring regulatory compliance. As healthcare systems take time to ponder the risk of sharing health data, opportunities to improve health via digital and social media are being missed. This inspired us to organise Pioneers in Digital Health. This forum, held on the tenth of October at the King’s Fund, London, was the inaugural event in the CCC VitalSigns series. When developing the agenda, we were conscious that many industry digital events focused too much on what you can’t do, such as the challenges of approving and implementing a compliant campaign on open, ever-evolving social media platforms such as Facebook. So we focused on opportunities, solutions and great things that can be done and have been done using digital to improve healthcare across marketing, medical education, PR, communications and beyond. The agenda featured inspirational digital innovators from within and outside the healthcare industry who covered a huge spectrum of digital communications, including guideline curation, digital devices, gaming, online news media and artificial intelligence. James Bromley, Head of Digital of the UK daily newspaper The Daily Mail (which has the third largest online presence of any traditional newspaper in the UK) kicked off the day by discussing the relentless pace of change and how it has embraced this new way of publishing rather than limiting it behind paywalls. As a result, the Mail Online (www.dailymail.co.uk) as well as sales of the print newspaper itself, is thriving. Dr Mohammed Al-Ubaydli, CEO of www.patientsknowbest.com, shared his passionate belief that patients (and sometimes their caregivers) are the only people who attend every one of their medical appointments and are therefore the best resource to link clarity health services by controlling their own patient records. This empowers patients to become experts in their own health and manage their chronic illnesses. The second session of the day focused on how those involved in providing healthcare are harnessing the opportunities. It started with Dr. Pritpal Tamber showcasing www.mapofmedicine.com, a site that curates clinical guidelines from across the world to enable healthcare providers to develop their own care pathways, thus driving efficiency and best practice. Dr. David Cox then illustrated how his startup Healthy Apps, has responded to the UK government’s drive for transparency in healthcare by creating mobile apps to give the general public access to hospital statistics on subjects as diverse as maternity care and “superbugs” such as MRSA and C. difficile. Sophia Christie, from the UK Department of Health, rounded off the morning by illustrating that intelligent interpretation of the plethora of data available and engagement with the end user can lead to more targeted and effective health campaigns. She also highlighted how digital innovation could perhaps make some progress in alleviating the the £20bn that the UK government is aiming to save in healthcare by 2015. The afternoon session was focused on how digital can improve marketing. Pranav Yadav, CEO of Neuro-Insight US, kicked off proceedings by demonstrating that researchers can determine what people pay attention to and find the most engaging content by analysing subconscious indicators that are often missed in traditional responsebased market research. Simon Campbell, Chief Executive of SoDash, then showed how artificial intelligence, by applying features like smart tagging, can effectively be used to manage and monitor what is being said about brands on social media. He illustrated how a “head in the sand” mentality could ultimately lead to the collapse of a brand. Building on the social media discussion, Andrew Davies, co-founder of Idio, reminded us that now that every organisation is a publisher of media, content is still king, but that it is now shared rather than published. He argued that organisations should be approaching customer interaction as a conversation rather than a campaign. He also shared, in our opinion, the most amusing quote of the day: “If you talk to people the way advertising talks to people, they’d punch you in the face!” PRimeCut December 2011 In the final session, we aimed to bring the learnings of the day back to the pharmaceutical industry and share what can be done within regulatory guidelines. John Pugh from Boehringer Ingelheim announced the launch of a new non-promotional Facebook game, Syrum (www.syrum-game.com), aimed at the general public to engage and educate on health through a compelling and entertaining platform. Lastly, Chandler Chicco Companies’ Head of Digital, Ritesh Patel, brought together the day’s discussions in an overview of healthcare digital activities. Ritesh showcased best practice examples of pharmaceutical campaigns and explored digital key trends and opportunities for the future. His session was complemented by award-winning iPad technology, which allowed the audience to interactively vote on a series of discussion points. (See a sample of the results in the accompanying illustrations.) The audience at Pioneers in Digital Health rated themselves as passionate about and comfortable with digital work The Pioneers in Digital Health forum showcased a selection of the incredible innovators in digital health that are out there today. With just a day to fit in all the presentations, we were only able to briefly touch on other areas, such as doctor and patient forums, virtual meetings/medical consultations and medical crowd sourcing. The general outcome of the day was that we must continue to embrace digital innovation and focus on the end users, whether they are doctors, media, patients or carers, to provide them with engaging content that seeks to improve their lives and, of course, their healthcare. n Videos of the presentations will be shared on the Pioneers in Digital Health website soon: www.pioneersindigitalhealth.eu The audience mostly felt that regulatory guidelines needed updating to address social media and that they needed to be covered in a separate set of guidelines Social media should be covered in a separate set of guidelines Passionate about using digital in a work context Comfortable exploiting digital technology Uncomfortable exploiting digital technology Regulatory guidelines do not need updating to address social media Regulatory guidelines need updating to address social media Social media should be covered as part of the traditional guidelines Ambivalent about using digital in a work context There was a mixed response with regard to the future of digital in healthcare My organisation will be digital innovators The audience rated regulatory/medicolegal constraints as the main barrier to the industry embracing digital 100% 80 60 The healthcare industry will lag behind digital trends The healthcare industry will by digital pioneers of the future 40 20 Internal Fear of Digital 0 My organisation will be slower to adopt digital Regulatory/ Medicolegal Constraints Hard to Find The Right Partner/ Supplier Budget Constraints For more information about Pioneers in Digital Health or how Chandler Chicco Companies can help you harness the power of digital in your healthcare communication, please contact Ritesh Patel at [email protected] 9 10 PRimeCut December 2011 Healthcare Communications in India: Adaptation is the Key The role and opportunity for healthcare on the vast continent of India — with a population totaling 1.2B, representing 16.7 percent of the world’s population — is enormous. However, while the need for healthcare has grown, there’s still no clear roadmap on how to create a more effective health system to deliver improved patient outcomes — specifically for India’s most vulnerable. The Indian healthcare sector is experiencing tremendous growth, expanding 25 percent year over year for the last five years, with current forecasts anticipating that this sector will be valued at around $280B by 2012. India is often referred to as a continent as opposed to a country, and with 28 independent states — each speaking its own vernacular, dialect and/or language — issues with care distribution and access are significant. Factors contributing to disparities include inequalities in socio-economic status, geography and gender. Adding to this complexity, the government is not a visible player in terms of regulation, guidelines or care delivery. Coupled with a lagging government and a private sector looking to realise a return on investment, the current system is inherently flawed, with services geared toward the 80 percent privately paying population. It’s often said that while China thrives because of the government, India operates despite the government. Despite this situation, trends such as a growing awareness about health and longevity, new insurance schemes, premium corporate hospitals, innovative medical devices, and the booming CRO and medical tourism industries, hold promise to make healthcare a vital industry in the world’s second largest market. By Robyn Cabarrao “The Indian healthcare industry is growing by leaps and bounds for many economic and social reasons,” says Shyam Grover, CEO and founder of Positive Communications India. “Vital amongst them are the increasing income levels for the massive middle class, corporatisation of healthcare delivery, rapid growth in health insurance and global companies seeing India as a key emerging market.” This enormous growth of the Indian healthcare sector provides an opportunity for healthcare communicators to grow as the market grows by showing a willingness to adapt and a commitment to “Indianising” their business model. “Healthcare communication assumes a unique dimension in India,” adds Shyam, “owing to cultural diversity, indigenously developed treatment routes, ancient life-sciences, a market that is largely generics and compliance adherence issues besides multiple regulatory bodies. On the media front, the challenge for effective communications is multi-fold with 16 national languages, hundreds of dialects, thousands of media titles, and a whole new generation opting for online and social media. In a nutshell, healthcare communications in India is not only a professionally satisfying space to be in, but equally lucrative and exciting.” All of the above demonstrates a market need for a pureplay healthcare communication agency that can help clients navigate their way through an increasingly complex landscape. This agency will easily liaise with clients on clinical content, reach the 28 states at the grassroots level and demonstrate that PR can be more than just media relations. India is indeed a market ripe for the picking. About Positive Communications Positive Interactive Pvt. Ltd (formerly known as Positive Communications), Chandler Chicco Companies’ exclusive Indian affiliate, is one of the premier public relations and marketing communications agencies headquartered in New Delhi, India. Positive Interactive has evolved into a fullservice, integrated and strategic marketing communication and public relations firm, providing 360° communications solutions to its customers. n For more information about healthcare communication in India or Chandler Chicco Companies’ global affiliate network, please contact Robyn Cabarrao at [email protected] PRimeCut December 2011 11 By Marianne Eisenmann Focus on China Though the global economic downturn has certainly impacted China, it is clear that recovery is already well underway. China continues to be the focus for many global businesses that are making consistent profits and anticipate continued growth. Representatives of the US-China Business Council reported that among their members, 18 percent say that China is their number one market, and 74 percent say it is among their top five. But rapid growth has created considerable challenges for business, including rising costs, talent wars, intellectual property rights, increased protectionism and competition from state-owned enterprises (SOEs). There are multiple layers of regulation in China, particularly in the health and pharma areas. Successful communication requires regulatory expertise at the national, regional, local and street levels. Relationships — ‘guangxi’ — are of critical importance. There is increasing recognition that with the growing influence of the middle class and proposed government healthcare reforms as part of the 12th five-year plan (FYP), there will be a need for more sophisticated outreach and communication. China’s 12th five-year plan includes an initiative to improve access to healthcare, particularly in the rural areas, through drug pricing controls and building clinics to provide basic primary care. Currently without gatekeepers, patients access medical care directly through big hospitals and focus on the top ubran facilities to provide them with the best care. But the demand on these toplevel hospitals is enormous, with people lining up for many hours to get their name on a list to see a doctor and doctors seeing up to 200 patients in a single day. Often patients will offer hong bao, a red envelope, to improve their position in the queue The Ministry of Health is encouraging the growth of private hospitals, which are now exploding in the key urban areas, serving expats and the burgeoning middle class Chinese who are well insured or willing to pay cash. They offer sophisticated marketing programs to attract patients, such as a free stroller for new parents and a dedicated customer service representative for Japanese clientele. Part of the reform is the establishment of the NEDL (National Essential Drug List), limiting markups and subsequently profits for pharma, but with local-level interpretation of the regulations, it remains to be seen how this plays out. Sentiment on the ground is that it is unlikely there will be any change in the major urban areas and that healthcare reform in China is really about social stability and making some effort to bring healthcare to the rural areas where there is limited or no access to facilities. So, the real change will be seen in the emergence of rural, community healthcare centers that will be the first line for treatment, deflecting patients from the overtaxed urban hospitals. Healthcare reform is also creating more demand for software, hardware and information technology services, as China plans to promote electronic medical records and the “all-in-one” hospital smart card, which stores user information and insurance money. Commercial health insurance also seems set to gain more government backing with a goal to have 90 percent of the population covered by some level of health insurance. These initiatives may present more opportunities to foreign companies in related areas, including health information technology (HIT), infrastructure construction, insurance, medical devices, healthcare personnel training and pharmaceuticals. While it is unclear how healthcare reform in China will play out in the long term, it is a space to watch across all sectors of the healthcare industry. Successful participation will require local market savvy and a willingness to share expertise, build relationships and communicate on many levels. n Focus on China is a new column in PRime Cut where we will explore current issues in one of the world’s most important global markets. If you would like more information on Chandler Chicco Companies’ presence in China, please contact Fiona Hall at [email protected] Introducing Nearly two decades ago, Chandler Chicco Companies set out with a unique aim to deliver innovative and inspiring work in health communications. Today, the dynamic and broadly defined health environment demands even more of its participants, including immediate insights and leading-edge expertise into the multi-disciplinary world that is healthcare today. Following our commitment to innovative communications, we’ve created CCC VitalSigns, a forum to share our perspective and keep our clients and the public informed about the constantly evolving health landscape. Our goal is to provide better health content from our colleagues across the globe, working at the forefront of social and digital media, news media and policy and market access. Much more than just reporting, CCC VitalSigns was created as a venue for conversation. In the true spirit of social media, we look forward to engaging with industry leaders, clients and the general public about key topics and hope to foster a venue for collaboration — to share, to converse, to learn. After all, no matter what you do or where you are: Health Unites Us. Join the conversation at www.CCCVitalSigns.com, or simply scan the QR code above to visit our site on your smartphone. And the winner is… It has been a banner year for Chandler Chicco Companies and our clients, taking home some of the industry’s most prestigious awards for our groundbreaking work. We couldn’t be more proud of the impact our work has had on patients and providers around the globe. Our 2011 awards included: • Number 1 European Healthcare Consultancy, PRWeek League Tables • CCA Ranked #13 in The Holmes Report’s “30 Best Agencies to Work for in North America” • Biosector 2 Ranked #23 in The Holmes Report’s “30 Best Agencies to Work for in North America” • PRWeek Healthcare Campaign of the Year Award for the DRIVE4COPD Races to Find the “Missing Millions” Campaign • Gold CLIO Healthcare Award in Public Relations – Cause-Related category for the campaign DRIVE4COPD • Silver CLIO Healthcare Award in Public Relations – Social Media category for HealthSeeker™, a first-of-its-kind Facebook game • Silver CLIO Healthcare Award in Public Relations – Special Event category for Diabetes Close to the Heart, a theater- and film-based education campaign • Silver Merit Award in Measurement at the Institute for Public Relations’ Jack Felton Golden Ruler Awards for Determinus and the STOP Obesity Alliance’s METRIC Model • Communiqué Award in the Best Medical Communications via Meetings or Congresses Category for the Navigating the Mind in HIV Campaign • Platinum Hermes Creative Award in the Best Public Relations Campaign category for the DRIVE4COPD campaign • Platinum Hermes Creative Award in the Best Social Media Campaign category for the HealthSeeker mobile game • Platinum Hermes Creative Award in the Magazine Media Placement category for the American Profile with Danica Patrick • Platinum Hermes Creative Award in the Tune Up Television category for the PSA featuring Danica Patrick • Gold Hermes Creative Award in the Best TV Placement category for the HealthSeeker mobile game • Gold Hermes Creative Award in the Best Radio Placement category for the HealthSeeker mobile game • Platinum MarCom Award in the Social Media Campaign category for the HealthSeeker mobile game • GOLD Medical Marketing & Media Award in the Best Use of PR category for the DRIVE4COPD campaign • Platinum MarCom Award in the TV/PSA Campaign category for the Breath Brake Smartphone App Launch and PSA Campaign for Kids Kicking Cancer • GOLD Medical Marketing & Media Award in the Best Use of Social Media category for the DRIVE4COPD campaign • Gold MarCom Award in the website/other category for work in educating healthcare professionals on infection prevention • SILVER Medical Marketing & Media Award in the Best Use of PR category for the AF Stat: A Call to Action for Atrial Fibrillation campaign • PRism Award in government/public affairs campaign of the year category for the LAP-BAND C.H.O.I.C.E. Campaign • SILVER Medical Marketing & Media Award in the Best Use of Social Media category for the HealthSeeker: Simple Steps, Healthier Together mobile game • PRism Award of Excellence for shaping media coverage with the National Fisheries Institute • Bronze SABRE Award in the Public Service Announcement Category for the Drive4COPD Races to Find the “Missing Millions” campaign • Silver Health at Work Awards for “excellence in and commitment to promoting health and wellness for employees.” • EMEA SABRE Award in the Pharmaceuticals category for the “Approval of Botox for the Treatment of Chronic Migraine” campaign © Chandler Chicco Companies • PM360 Trailblazer Award in the PR Campaign of the year category for the DRIVE4COPD campaign • PM360 Trailblazer Award in the Unbranded Campaign category for the DRIVE4COPD campaign • RX Club Silver Award for Danica Patrick PSA/DRIVE4COPD