scholarly journals Community Pharmacy Marketing: Strategies for Success

2011 ◽  
Vol 2 (3) ◽  
Author(s):  
Kristina D. Wood ◽  
Megan Offenberger ◽  
Bella H. Mehta ◽  
Jennifer L. Rodis
Keyword(s):  
Target Population ◽  
Outpatient Setting ◽  
Marketing Strategies ◽  
Community Pharmacies ◽  
Management Service ◽  
Clinical Services ◽  
Anticoagulation Management ◽  
Care Community ◽  
The Ohio State University ◽  
Targeted Marketing

Purpose: As community pharmacies are implementing increasingly more clinical services they are faced with a new challenge of marketing these services. This article discusses The Ohio State University College of Pharmacy Clinical Partners Program's (Clinical Partners) experiences in marketing clinical services to patients, barriers encountered through these experiences, and presents suggestions for future marketing of services. Experience: Clinical Partners developed two targeted marketing projects and evaluated impact on patient enrollment in services. In January 2008, the pharmacy ran a series of radio advertisements, newspaper print advertisements, and face to face marketing in the community with the focus of each being patient care services. During this project five individuals expressed interest in Clinical Partners' services. Four indicated that they heard about Clinical Partners through the radio ad and one through the pharmacy website, though none chose to enroll in services. In 2009 Clinical Partners focused on marketing MTM in the form of a comprehensive medication review to current patients already enrolled in its anticoagulation management service. Following a three month period, 6 patients (8%) of the 71 patients receiving the marketing intervention chose to enroll in MTM. Four additional patients have enrolled in MTM since conclusion of the project. Discussion: These projects and a review of available literature revealed barriers that pharmacies encounter when marketing clinical services to patients in an outpatient setting including patients' unawareness of the role a pharmacist can play outside dispensing medications, patients' belief they do not need clinical services, and patients' unwillingness to pay a pharmacist out of pocket for services. Future Implications: To overcome these identified challenges, community pharmacies should consider integration of marketing techniques such as tailoring marketing to a target population, forming and utilizing relationships with patients, and looking to past marketing successes in developing marketing plans. Pharmacists should also be adventurous in exploring new ways to promote pharmacy clinical services to find creative solutions to barriers encountered. As community pharmacies continue to grow the realm of clinical services offered to patients, it is important also to develop and implement marketing strategies to support the services and expansion of the profession so that these services can be embraced by patients and the health care community.   Type: Idea paper

A novel model of care in anticoagulation management

2020 ◽  
Vol 33 (6) ◽  
pp. 247-252
Author(s):  
Lisa Woodill ◽  
Allison Bodnar
Keyword(s):  
Point Of Care ◽  
Healthcare Providers ◽  
Decision Support Tool ◽  
International Normalized Ratio ◽  
Blood Collection ◽  
Management Service ◽  
Model Of Care ◽  
Anticoagulation Management ◽  
Support Tool ◽  
Care Community

For over 60 years, warfarin has been the treatment of choice in the prevention of strokes and other thromboembolic events. In recent years, a new class of Novel Oral Anticoagulant (NOAC) medication has become available, leaving clinicians and health system payors to question whether warfarin continues to have a place in therapy. This article argues that it may not be the medication that should be in question but instead the systems in place to manage anticoagulation for the patients who need it. Usual Care (UC) for warfarin management has traditionally required multiple healthcare visits, blood collection visits, and laboratory analysis of International Normalized Ratio (INR) with results to then later be relayed to the patient along with dosage adjustments. The article reviews a new model of care, Community Pharmacist-led Anticoagulation Management Service (CPAMS), in which patients receive a point-of-care INR test along with a pharmacist assessment at a pharmacy and results within minutes. Pharmacists then prescribe dosage adjustments immediately, counsel patients, and provide supporting adherence tools such as a colourful picture-based dosing calendar, created by the decision support tool, INR Online. The Nova Scotia CPAMS Demonstration Project shows that this model will result in efficiencies for healthcare providers and optimal anticoagulation with improved time in therapeutic range outcomes for patients. In addition, the CPAMS Costing Study finds the model to be a cost-effective solution for health systems when compared to UC for warfarin as well as NOAC patients.

Clinical and economic benefits of an anticoagulation management service (AMS) for cardiac surgery patients

2007 ◽  
Vol 25 (1) ◽  
pp. 129-129 ◽  
Author(s):  
Paula J. Biscup-Horn ◽  
Michael B. Streiff ◽  
Timothy R. Ulbrich ◽  
Todd W. Nesbit ◽  
Kenneth M. Shermock
Keyword(s):  
Cardiac Surgery ◽  
Economic Benefits ◽  
Management Service ◽  
Anticoagulation Management ◽  
Anticoagulation Management Service

Intramural Sport Marketing: An Examination of Effectiveness, Participant Motives, and Demographic Differences

2014 ◽  
Vol 38 (2) ◽  
pp. 175-187 ◽  
Author(s):  
Joseph Ciuffo ◽  
James E. Johnson ◽  
Daniel R. Tracy
Keyword(s):  
Professional Sports ◽  
Sport Marketing ◽  
Demographic Characteristics ◽  
Marketing Strategies ◽  
Demographic Differences ◽  
Intramural Sports ◽  
Marketing Resources ◽  
Intramural Sport ◽  
Targeted Marketing ◽  
Participation Motives

Intramural sports exist as a relevant entity in the recruitment and retention of college students (Byl, 2002). The popularity of intramural sport has caused university recreational departments to increase intramural opportunities, thus increasing the need for more targeted marketing efforts. However, marketing strategies for intramural sport are not as refined, funded, or as thoroughly researched as strategies found within intercollegiate and professional sports (Schneider, Stier, Kampf, Wilding, & Haines, 2007). Therefore, in the current study, we examined the effectiveness of 10 intramural marketing techniques in relation to four participation motives and demographic characteristics for 208 intramural participants. Results revealed promotional items as the most effective marketing technique, whereas social media was the least effective. Regarding gender, men were more motivated by discounts, and women participated more for fitness. Our results could aid intramural sports coordinators to better use their marketing resources in relation to participant motives and avoid erroneous spending on ineffective methods.

scholarly journals The Ottawa Hospital Regional Warfarin Anticoagulation Management Service. Efficacy and a Patient Satisfaction Survey

Blood ◽  
2014 ◽  
Vol 124 (21) ◽  
pp. 3517-3517
Author(s):  
Dimitrios Scarvelis
Keyword(s):  
Patient Satisfaction ◽  
Therapeutic Range ◽  
Oral Anticoagulants ◽  
Satisfaction Survey ◽  
Management Service ◽  
Anticoagulation Management ◽  
Ottawa Hospital ◽  
Patient Satisfaction Survey ◽  
Number Of Patients ◽  
Anticoagulation Management Service

Background: 5% of the population over 65 is on oral anticoagulant therapy. The indications for anticoagulation therapy are wide, not limited to but including treatment of arterial and venous thrombosis, and primary stroke prophylaxis is patients with atrial fibrillation and mechanical cardiac valves. While new oral anticoagulants not requiring monitoring are being more widely prescribed, vitamin K antagonists (VKA) are still being used for many patients in whom the novel agents are contra-indicated (renal failure), not available (funding), or patient/physician preference. Most patients on VKA have their family physicians manage their oral anticoagulants. On average, the time in therapeutic range achieved by family physicians is low (50-55%). There is also a number of patients who have no family physician and are either taking VKA without monitoring, or are having their anticoagulants monitored routinely though emergency room physicians/visits. The Ottawa Hospital (TOH) anticoagulation management service is an e-health solution that offers patients world beating time in therapeutic range (TIR). TOH uses a pharmacy managed DAWN software package (computer-assisted warfarin dosing program). Maintaining patients in therapeutic range for a high percentage of time (greater than 70%) can reduce the risk or recurrent thrombosis (venous or arterial) from under-anticoagulation and the risk of bleeding complications from over-anticoagulation. Well managed VKA therapy has also been suggested to be as safe as therapy with novel oral anticoagulants in some subgroup analysis of studies investigating the novel oral anticoagulants. Objectives/Methods: The purpose of this study was to bring the benefits of the TOH experience to provide a Regional Anticoagulation Management Service across a wide region of eastern Ontario, Canada. This service includes remote blood testing (at a lab near the patient’s home), integrated LIS link to a computerized dosing system (possible through a commercial lab partnership), and communication of dosing and testing instructions via interactive voice recognition (IVRS), email, or live (pharmacist/pharmacist assistant). We administered a patient satisfaction survey to a sample of 111 patients enrolled in the service as well as reported TIR for patients enrolled in our service during the study period (2009-2011). Results: At the beginning of the study, 1400 patients were enrolled in the program. After 2 years, the number has increased to by 66% to 2325. The average TIR for patients in the program as of October 2011 was 76.3% (overall), 77.8% (IVRS), 76.8% (email), and 73.3% (live). The patient satisfaction survey demonstrated that 94% patients prefer VKA anticoagulation monitoring through TOH service compared to their previous experience. 84% patients either satisfied or very satisfied with VKA anticoagulation care through TOH service (compared to 53% satisfaction with anticoagulant care prior to enrolling in our program). Conclusions: The TOH model of anticoagulation management service results in excellent VKA monitoring (high TIR) for a large number of patients across a wide geographical area, as well as a high level of patient satisfaction. This service allows for the safe and efficient management of VKAs in patients in whom VKA therapy is indicated. Disclosures No relevant conflicts of interest to declare.

Clinical Outcomes and Pharmacists' Acceptance of a Community Hospital's Anticoagulation Management Service Utilizing Decentralized Clinical Staff Pharmacists

2009 ◽  
Vol 43 (4) ◽  
pp. 621-628 ◽  
Author(s):  
Anita Airee ◽  
Alexander B Guirguis ◽  
Rima A Mohammad
Keyword(s):  
Patient Safety ◽  
Medical Care ◽  
Therapeutic Range ◽  
Statistical Significance ◽  
Anticoagulation Therapy ◽  
Patient Specific ◽  
Management Service ◽  
Anticoagulation Management ◽  
Major Barrier ◽  
Anticoagulation Management Service

Background: In 2008, the Joint Commission released an updated National Patient Safety Goals document that requires institutions to implement practices that reduce the likelihood of patient harm associated with use of anticoagulation therapy. One of the expectations associated with this goal was that each organization would establish an anticoagulant management program. To our knowledge, few data exist to describe the implementation and assessment of anticoagulation programs in smaller, nonteaching community hospitals using decentralized pharmacists in an integrated practice model. Objective: To compare the performance of a protocol-driven anticoagulation management service led by decentralized pharmacists in a nonteaching community hospital with that of usual medical care provided by hospitalist physicians before this program was implemented. Based on these results, as well as a pharmacist satisfaction survey, evaluate the service and identify barriers to expansion. Methods: We conducted a retrospective cohort study comparing 50 consecutive patients who were starting warfarin for the first time beginning in November 2003 with 50 patients managed by hospitalist physicians prior to November 2002 (the time of program implementation). Results: There were no significant differences between groups with regard to time in therapeutic range once therapeutic, length of stay, international normalized ratios (INRs) greater than 3.5, or INRs less than 2. Patients in the pharmacy management group had significantly fewer drug interactions with antimicrobials than did the usual medical care group. Although time to therapeutic range was longer in the pharmacy protocol group, there were fewer patients with INRs greater than 3.5, although this did not reach statistical significance. Conclusions: The efficacy of the pharmacist-led anticoagulation management service was no different from that of usual medical care. Patient safety appeared improved, in part due to more careful initial dose selection based on patient-specific factors. Although this program was accepted by pharmacists, time limitations were perceived to be a major barrier to quality care and expansion of the service.

scholarly journals Leveraging Design Thinking for Pharmaceutical Digital Marketing

2021 ◽  
Vol 11 (1) ◽  
Author(s):  
Anothai Ngamvichaikit ◽  
Keyword(s):  
Pharmaceutical Industry ◽  
Digital Media ◽  
Design Thinking ◽  
Medical Information ◽  
Primary Source ◽  
Marketing Strategies ◽  
Digital Marketing ◽  
Easy Access ◽  
Drug Marketing ◽  
Targeted Marketing

Worldwide, the time spent online and in digital media has been increasing, thus becoming the primary source of health and medical information. This phenomenon is driving all business, including the pharmaceutical industry, in gearing toward digital marketing strategies. Developing countries like Thailand still extend existing laws to regulate digital media despite the differences with traditional media, and consumers face the risks of buying drugs illegally and products that overclaim despite stringent pre-approval regulations on drug marketing. This study utilizes design thinking as a human-centric research method to propose appropriate and practical digital marketing guidelines for the pharmaceutical industry, using 53 informants. The problems were that consumers face persuasive risks and the need for reliable sources of drug information. The current regulatory process places a high burden on regulators and the laws that enforce it. However, several new digital strategies such as unbranded information and targeted marketing are not covered by existing laws. Regulations on teleconsultation are also needed, but no legislation currently exists for such activities. And finally, experts have articulated four domains as follows: eRegulations, e-Information sources, and e-Consultation to provide easy access to professionals, and e-Ethics, a supportive mechanism toward ethical drug marketing

Marketing Strategies in Competitive Markets and Challenging Times

2019 ◽  
pp. 248-271
Author(s):  
Süphan Nasır
Keyword(s):  
Customer Value ◽  
Marketing Strategies ◽  
Brand Value ◽  
Marketing Communication ◽  
Competitive Markets ◽  
Financial Health ◽  
Customer Insight ◽  
Targeted Marketing ◽  
Broad Consensus ◽  
Marketing Budget

The challenging times and competition pose a serious threat to the survival of enterprises. The main objective of this chapter is to discuss the marketing strategies that help enterprises to continue their financial health in challenging times such as during the period of recessions or in rapidly changing competitive markets. A framework of strategies, which may enable enterprises to sustain and thrive their profitability in challenging and competitive markets, is proposed based upon the strategies on which the literature has reached a broad consensus. The proposed marketing strategies for challenging and competitive markets include creating customer value, differentiation and innovation, finding alternative ways to price cut, emphasizing brand value, maintaining marketing and advertising, focusing on targeted marketing communication, reviewing and measuring marketing budget effectiveness, understanding marketplace, developing strategies based upon customer insight, becoming customer-centered, focusing on customer retention and loyalty, and re-evaluating and prioritizing customer segments.

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