Vladislav Gurin :: BioTech & Pharma consulting

Researching & Promoting on-line pharmaceutical market


Prior to the passage of the U.S. Federal Food, Drug and Cosmetic Act in 1938 that legitimized physicians as “learned intermediaries” and required a physician’s prescription for a pharmacist to dispense a drug to a consumer, Direct-to-consumer advertising (DTCA) was the overwhelming communications vehicle for promotion. Following passage of the 1938 legislation, DTCA declined sharply. The 1962 Kefauver-Harris Amendments to the Federal Food, Drug, and Cosmetic Act shifted regulatory jurisdiction from the U.S. Federal Trade Commission (FTC) to the U.S. Food and Drug Administration (FDA), which to this day has responsibilities for regulating prescription drug promotional materials, both for physician- and consumer-oriented promotions.

The 1962 amendments outlined basic requirements for acceptable prescription drug marketing: Prescription drug promotional materials cannot be false or misleading; they must provide a “fair balance” coverage of risks and benefits of using the drug; they must provide a “brief summary” of contraindications, side effects, and effectiveness; and they must meet specific guidelines for readability and size of print. After some controversy involving the DTCA of an anti-arthritic drug in 1982, the FDA asked industry to comply with a “voluntary” moratorium during which time the FDA would assess the impact of DTCA on public health. In 1985 the FDA announced that the combination of current regulations and the Kefauver-Harris Amendments was sufficient to enable it to adequately regulate DTCA so as to protect public health, and that hereafter DTCA would be required to meet the same standards and criteria as promotional material aimed at health care professionals.

For a number of years, the FDA interpreted the “brief summary” provision as requiring the advertiser to provide the detailed information contained in the drug’s FDA-approved product labeling, thereby confining it to print form, typically in small print. However, under FDA regulatory precedents, there were two conditions under which firms could avoid the “brief summary” in TV advertising: first, if the advertisement were “help-seeking” in that only disease symptoms were mentioned, but no name of any drug was given, and the other was when only the name of the drug was mentioned without specifying its indicated use.

As DTCA began to grow in the mid-1990s, the FDA’s regulatory discretion was tested, and thus in 1997 the FDA felt obliged to clarify its regulation of prescription drug advertising, particularly for television ads. According to the FDA’s 1997 guideline clarifications, instead of requiring the lengthy “brief summary” taken from the product label insert, advertisements now needed only to include “major statements” of the risks and benefits of the drug, along with directions to information sources in addition to a physician, such as a toll-free phone number or a Web site.

The level of DTCA has increased considerably since 1994 (Tab. 1). The growth trend has been quite steady, and in particular there appears to be no material change in the slope of the trend line following FDA publication of the 1997 clarifying guidelines. After leveling off in 2002, by 2003 total DTCA spending increased to about $3.2 billion and to $4.1 billion by 2004, with most of the growth consisting of television advertising.

Table 1. Prescription drug promotion expenditures

1996 2001 2002 2003
Physician office detailing 26.8% 25.2% 25.1% 17.2%
Hospital detailing 6.0 3.7 4.1 3.2
Retail value of free samples 53.5 54.9 56.2 63.4
Medical magazine advertising 5.0 2.2 2.1 1.7
Direct-to-consumer advertising (DTCA) 8.6 14.1 12.5 14.5
Total 99.9 100.1 100.0 100.0
Total promotion expenditures (in millions, mid-2000) $9,764 $18,617 $20,379 $24,460

I believe that we are on the precipice of a new age that I like to think of as the Customer Service Revolution (CSR). Technology is influencing our live more than at any other time in history. But the technological advances we have experienced in the last twenty years are almost nothing compared to those that will occur in the next decades.

Customers literally have a world of choices. I purchase pharmaceuticals from the other side of the world on a regular basis. I do work for clients thousands of miles away simply with the click of a button. Things happen quickly and people expect fast service.
Small businesses can look like large corporations with some smart promo packages and a good website.
As business owners and operators we all have access to new and developing markets and new sources of customers. It doesn’t take a lot to start and run your own business. Pay a few fees and register a name, and bingo — you are a business owner and operator. This means that we are all facing increased competition, and I believe that the competition we face today is nothing compared to the competition we will face tomorrow.
As competition for market share becomes tougher, manufacturers and suppliers have to be highly competitive in their pricing if they want to stay in business.

But the main thing that gives one business an advantage over others is customer service.

Those businesses that are smart enough to realise that their future success lies with increasing levels of customer service will prosper in the coming decades.
The consumer backlash against having to stand in long queues in banks, dentistries, pharmacies and other institutions, or against being put on hold for long periods of time, is allowing room for smarter operators to come in and develop their own market share simply by offering better levels of service at the same price.

Customers today are time short and demanding.

They know that they have choices, and they are prepared to take their business elsewhere if the service is poor or prices aren’t competitive.
I believe that more customers are lost through lousy service than through poor pricing. If people don’t return your phone calls, don’t deliver on time and don’t thank you for your business, you will take your business elsewhere. And once a customer is lost, it’s very hard to get them back.
So, while this is a testing time for many businesses, there are also enormous upsides.

Customer service is one of the easiest and cheapest ways to improve in any business.

Normally it involves just changing the way things are done. As the Customer Service Revolution goes on, your business can either grow stronger and be a leader in your field, or it can be left behind to wallow with the majority of others.

But finally it’s up to you, dear readers, remember you and only you are the final decision makers. That’s why I would like to wish you to succeed in your business, choose the right way, just go ahead of the future and simply stay the leader in your area.

Sincerely yours,

Vladislav Gurin,
Editor-in-Chief