Targeting: HOTSHOT "extra small condoms"

La empresa suiza Lamprecht AG comenzó a fabricar preservativos para uso exclusivo de adolescentes de entre 12 y 14 años. El producto surgió después de que varios estudios gubernamentales y de otros países de Europa revelaran que cada vez más niños de esas edades mantienen relaciones sexuales.

Según el diario inglés The Telegraph, el producto se llama Hotshot. Su tamaño es igual de largo que uno estándar pero más estrecho, ya que tiene un diámetro de 4,5 centímetros en lugar de los 5,2 habituales. El paquete con seis preservativos cuesta algo más de cinco euros, o casi siete dólares.

Nysse Norballe, portavoz de la compañía declara:

"At the moment we are only producing the Hotshot in Switzerland. But the UK is certainly a very attractive market since there is a very high rate of underage conception. The UK would definitely be top priority if we marketed abroad."

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No hay que extrañarse. La compañía es consecuente con lo que establece su Misión...:

"Lamprecht AG has been committed to this market since 1884. What was originally a rubber goods factory has now grown into a competent international business. Lamprecht AG offers its broad public a wide range of products that promote physical well-being, protect where necessary, help prevent, treat and heal risks to people's health and well-being. And all this for people of all ages ..."

Creatividad: EURO RSCG LIFE MEDICOM

SOLIRIS: $409,500 al año (promedio) por tratamiento de paciente.

The world's priciest medicine, Soliris, costs an astonishing $409,500 a year for the average patient, Forbes.com said yesterday in its survey of the most expensive medicines on earth.

Most of the pricey pharmaceuticals target rare disorders that affect relatively few people.

Soliris, made by Alexion Pharmaceuticals, is given intravenously to treat paroxysmal nocturnal hemoglobinuria, or PNH, a rare disorder in which the immune system destroys red blood cells. About 8,000 Americans suffer from the disease, Forbes said.

The second spot on Forbes' list is held by Elaprase, which costs about $375,000 a year. The drug, made by Shire Pharmaceuticals, treats Hunter syndrome, an extremely rare metabolic disorder that affects about 500 Americans.

Más: http://www.nypost.com/p/news/national/world_priciest_medicine_money_shot_UZsx5c76i1gvzhQJggiCFJ#ixzz0h2MJ0hPe

The Top Nine, according to Forbes:

• Soliris (eculizumab), for PNH, annual cost: $409,500. Manufacturer: Alexion Pharmaceuticals

• Elaprase (idursulfase), for Hunter syndrome, annual cost: $375,000. Manufacturer: Shire Pharmaceuticals

• Naglazyme (galsulfase), for Maroteaux-Lamy syndrome (mucopolysccharidosis IV), annual cost: $365,000. Manufacturer: BioMarin Pharmaceutical

• Cinryze (C1 esterase inhibitor), for hereditary angiodema, annual cost: $350,000. Manufacturer: ViroPharma

• Myozyme (alglucosidase alpha), for Pompe disease, annual cost: $300,000. Manufacturer: Genyzme

• Arcalyst (rilonacept), for cryopyrin-associated periodic syndromes, annual cost: $250,000. Manufacturer: Regeneron

• Fabrazyme (agalsidase beta), for Fabry disease, annual cost: $200,000. Manufacturer: Genzyme

• Cerezyme (imiglucerase), for Gaucher disease, annual cost: $200,000. Manufacturer: Genzyme

• Aldurazyme (laronidase), for Hurler syndrome (mucopolysaccharidosis I), annual cost: $200,000. Manufacturer: Genzyme, BioMarin Pharmaceutical.

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FARMACRITICXS: Por una medicina Etica y Transparente.

Hoy tienen lugar en Madrid, tal como anunciamos, las I Jornadas FARMACRITICXS.

Este video es una de sus "elaboraciones".
Nuestro apoyo.

Ver anteriores.

Priligy a la mexicana..."bien abusados"

“Hubo el caso muy impresionante de un paciente de Tototlán, Jalisco. Eyaculaba aproximadamente entre los 15 y los 20 segundos. Después de cuatro meses de protocolo, estaba durando de 20 a 25 minutos”.

Arturo Rodríguez, Jefe del Servicio de Urología del Hospital General de Occidente de la Secretaría de Salud (Ssa) Jalisco.(Ver)

“Priligy es el estandarte de las investigaciones y avances en salud sexual que se realizan actualmente, y ahora su lanzamiento en México nos convierte en pioneros en toda América. Este es un reto que tomamos con responsabilidad y entusiasmo, estamos orgullosos de los resultados y del gran trabajo realizado en beneficio de la salud de los mexicanos”.

Jaime Pira, director general del laboratorio Janssen-Cilag

“A niveles de efectividad y seguridad, podemos hablar de que este es el avance más importante en el tratamiento de disfunciones sexuales que se ha dado en años”,

Jorge Jaspersen Gastélum, urólogo, presidente de la Asociación Mexicana de Andrología Ver

Siete pecados (capitales o mortales...?) en la "Excelencia del Marketing"

In recent years, marketing excellence programmes have become ubiquitous in our industry. Although going under different names, the urge to improve marketing capabilities has seized most pharmaceutical companies, just as is predicted by industry life cycle theory.

This concept suggests that as industries mature and it becomes harder to differentiate technologically, competitive advantage flows from the ability to segment, position and deliver extended value propositions. Yet if one examines the results of this up-skilling frenzy, as I have been doing for 12 years at two of Europe’s leading business schools, one finds a disappointing result.

By and large, these firms describe their marketing excellence programmes as costing lots of money, even more time but delivering little tangible improvement in capabilities or performance. Why this is, an important finding of my work, can be summarized in seven fundamental flaws that are often embedded into the structure of marketing excellence programmes.

• Sin 1: Data driven, not insight-led
• No one would deny that the foundation of marketing excellence lies in market understanding; it’s in the interpretation of that term that things go awry.

• Sin 2: Deluded by industry best practice
• The idea that there is a single best way of doing something has its origins in manufacturing and has proven to be seductive to marketers looking for the best way of strategic marketing planning. But it turns out to be a marketing mirage.

• Sin 3: Blind-sided to risk
• The mantra of marketing has long been to maximize share and, by implication, sales and profit. In more recent years, this has been expressed in terms of return on investment and shareholder value creation. This is richly ironic since most marketing plans grossly neglect the things that shareholders really care about: risk and risk-adjusted rate of return.

• Sin 4: Putting new wine into old bottles
• In turbulent markets and facing tough competition, it is a truism that the best marketing strategies require change to make them happen. Significant changes in targeting and positioning, messages and channels are all typical outcomes of a robust strategic marketing planning process.

• Sin 5: Looking under the lamppost
• No serious marketing excellence programme fails to mention metrics and key performance indicators. But here, again, the industry obsession with hard data leads us astray. Because we can easily measure some things, like sales or call rates, we measure those things rather than what our strategy implies we need to measure.

• Sin 6: Failing to learn
• Almost every marketing plan stands on the shoulders of its predecessors. As a result, the quality of what is learnt from previous success or failure becomes a critical input into each new plan. To recognize this, good marketing excellence programmes contain an organizational learning stage.

• Sin 7: Slaves to a defunct theory
• As John Maynard Keynes said of other economists, many marketing excellence programmes are slaves to defunct theory.

Ver artículo...

Dr Brian D. Smith is an author, researcher and consultant in the field of pharmaceutical marketing strategy. A research fellow at the Open University Business School (Europe's largest business school), Dr Smith consults widely with global pharma companies and is the author of over 100 books, papers and articles on the subject, which can be downloaded here. Both comments and requests for CDs containing all his past works on strategy are welcomed.

Articles by Dr Brian D. Smith

EXOREX: Spot the difference

It's a tough market out there. In recessionary times there simply isn't the money to splash out on photo shoots in the Bahamas. Yet agencies still have to deliver campaigns that help brands stay afloat. So how do you make a lasting impression with an eye-wateringly tight budget?

Whatever the brand and whoever the audience, an ad really needs to have a different air about it to stand out and make people take notice. However, it's vital to have that extra something too. The ad needs to have a unique way of communicating to encourage the reader to think harder and take in a positive message.

EXOREX Psoriasis

This is quite a simple idea: anyone taking Exorex will feel so confident that they'll remove almost all of their clothes before wandering through Tesco. Unfortunately, we've seen it before in advertising for deodorants, another area where the idea of confidence is what sells. Having seen other executions featuring attractive models with very little clothing on, we reckon the clients might have spent Christmas sweating over the ABPI Code nudity clause, although in psoriasis treatment it's always debatable. An idea like this isn't helped by the unrealistic way in which it's executed. It looks as if the models have been added in at the last minute and everyone seems a bit too young, a bit too good looking, a bit too smart and are all trying a bit too hard. It all leaves us feeling a little suspicious.

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Humor...es lunes: Targeting (?) o..."Hacking" ?

Aunque ya nada debe sorprendernos. Con este aggiornamento...



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Todo se facilita...(Ver)

Nota: Definitivamente...era "hacking" y el enlace fué eliminado por "sacerdotes y seminaristas" (obviamente). Solo duró unas semanas.

MEDICAL BROCHURES: Spot de Pfizer Viagra, Saudi Arabia

Ref. Medical Brochures

Novartis...8ª en THE MOST CREATIVE.

NOVARTIS ocupa la posición 8ª.

Es la única compañía de las "Big Pharma" en el ranking.

Since focusing its R&D on rare diseases and biotech, including vaccines for the likes of H1N1, the Swiss pharma giant has been in a fever of invention. The FDA has approved nine of its drug candidates in 2009 alone. Chairman Daniel Vasella explains how the world's third-largest drugmaker got so healthy:

"If you're thinking along traditional lines, when a drug doesn't promise profitability and market size and growth, it will not enter the portfolio. But if we have a possibility to significantly improve the lives of patients who cannot be well treated, we'll go ahead, irrespective of the size of the market."

Después de este "bla, bla, bla..." vayamos a declaraciones menos...
(Es mejor no...?)
Aunque...mas de lo mismo.

You've described the Novartis campus in Basel, designed by Frank Gehry and other luminaries, almost as a competitive advantage. How so?

We transformed a former industrial production site into a space for knowledge workers. We abolished walls and cubicles, and we created the lab of the future, where we're integrating informatics and bioinformatics and communication tools that enhance research. If you're in the lab here in Basel, without taking off your glove, you push a button and talk to a colleague in the United States and exchange structures and talk about them. It creates a research network that spans large geographies.

You had tuberculosis and meningitis as a child, and a sister died at 19 of Hodgkin's lymphoma. How do these experiences and having been a physician influence the way you've run the company?

The clinical experience -- the touch, smell, and memory, the empathy for the patients -- remains very important. To have experienced that and also to have been sick and to have lost someone helps. You see your limitations. You think you can cure a patient, and he dies. You think a patient will die, and he gets cured. You learn that things happen that are out of your control.

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EUROPA: Pacientes confian en los genéricos...

In total 2,800 patients participated in the European Health study by InSites Consulting. Seven out of ten participants indicated the ability to differentiate generic medicines from brand medicines. While generic medicines contain the same active ingredients as patented brands, we still discovered that 44% of patients who claim to be familiar with generic medicines do not believe this. However this does not detract from the effectiveness patients ascribe to „white products‟. 83% believe that generic medicines are equally effective as the original formula. (Ver...)

La Visita médica se viste de largo...

Lo cuenta Ed Silverman en Pharmalot...



La Visita médica, siguiendo criterios de la Medical Representatives Certification Commission, tendrá un título oficial en EE.UU. Será a principios del 2010.


Se hizo de acuerdo a standares con input de la industria.



El primer examen pondrá énfasis en seis criterios:

• compliance and ethical conduct,
• customer interaction,
• administration,
• regulatory knowledge,
• clinical and therapeutic knowledge and
• marketplace knowledge

Podrán presentarse aquellos que tengan un "baccalaureate degree granted by a US regionally accredited college or university" o, al menos, "two years of related experience in order to take the exam".

Además deberán firmar un code of conduct o perderán la certificación.

Se requerirá una "recertificación" cada dos años.

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Esto solo lo arreglamos entre todos...???

Antes fué la campaña teaser "RE_"
Ahora nos sorprenden con este "derroche asertivo" (con la que está cayendo...).

Averiguamos y...descubrimos sus intenciones:

"Queremos arreglar esto, y lo queremos arreglar nosotros. Porque si no lo arreglamos nosotros, quién lo va a hacer?"

Y, al averiguar quién somos "nosotros"..., posss parece estamos muy poco representados. Tan solo tropezamos, en la lista, con Elena Ortiz (investigadora biomédica) y Luis Rojas Marcos (psiquiatra).

O será tenemos poco que arreglar...

Dupuytren ....pandemia? (I)

Parece que el mal se extiende y la OMS, esta vez, no reacciona.
Lo hemos comentado anteriormente.

Se desconoce el "foco", cual es el "vector"...



Políticos...

Entrenadores deportivos

Futbolistas
Ciclistas
Actrices
Cantantes
Niños
Niñas
Definitivamente es un problema médico..., de "salud pública".

I JORNADAS FARMACRÍTICXS UAM (I)

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Citario/El dijo que...: Alfredo Muñoz-Unsain (Chango)

"...uno se muere cuando sabe más que nunca".

Alfredo Muñoz-Unsain (Santa Fé/Argentina 1932 - La Habana/Cuba 2010)

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Ratón de biblioteca: “Kama Sutra en la empresa. 69 posturas que te darán placer en el trabajo”

Según nos han contado, Vatsyayana (autor del original Kama Sutra) defendía que existían ocho maneras básicas de hacer el amor, y ocho posiciones principales: nosotros defendemos lo mismo, sólo que en el campo empresarial: sólo que en lugar de ocho posturas básicas, nosotros hemos encontrado 69 posturas básicas para afrontar el mundo de la empresa.

Según parece, porque nosotros no hemos hablado con él y nunca jamás hemos puesto los ojos en el capítulo principal de esta ’sexuda’ obra, Vatsyayana decía que “hacer el amor es el arte de jugar el uno con el otro,descubrir cuáles son los puntos más sensibles de tu pareja con la finalidad de que ella sienta placer y siempre tenga en cuenta cual es la diferencia entre ambos”… y, no nos engañemos, ¿no es ésta también la base de cualquier relación empresarial y de cualquier transacción de negocios…?

En este libro te explicamos situaciones cotidianas del trabajo a través de polémicas y sorprendentes posturas que producirán placer al lector, y para ello reinterpretan el texto original del Kama Sutra y crean sus propias y divertidas posturas: la postura del boli azul de Pedro Jota, la del cerdo de Dalí, la del manager de gladiadores, el profiláctico sin sal, la de Franco el monórquido… y muchas más.

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HOMEOPATIA: Siempre nos quedará...

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Ver tambien...te gustará.


Imagen tomé "prestada" de siemprenosquedaraparis

NOVARTIS: Después de entrar en ALCON le quedó la "visión corta"...

New Novartis chief Joe Jimenez (right) is looking at beefing up some business segments with acquisitions, but has nothing in mind as big as its $39.3 billion plan to buy the rest of eye-care company Alcon.

“We may go for smaller, bolt-on acquisitions to help build scale in vaccines, generics and consumer health, but we will not go for one of the same size and scale as Alcon for the foreseeable future,” Jimenez said at the Novartis annual meeting, according to Reuters. Jimenez, who succeeded Dan Vasella as Novartis CEO this month, didn’t comment on the plan for buying the shares it doesn’t already own in Alcon.

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SANOFI iPhone para diabéticos...

Sanofi-Aventis launched an iPhone application aimed at helping diabetics count calories on the go.

The free GoMeals app draws on the CalorieKing nutritional database to give carb counts for menu items at 200 chain restaurants as well as à la carte estimates for 25,000 dishes. The app's “Today's Plate” feature allows users to tally their daily caloric intake, along with the distribution of carbs, fats and proteins, as represented in a pie chart on the touch screen. Users can search by restaurant, based on current location, or by type of cuisine.

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