Post Conference News 2021 - Reports from the 2021 Online Conference - EphMRA
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excellence - community - standards Post Conference News 2021 Reports from the 2021 Online Conference
Welcome to
the EphMRA
Post Conference
News 2021
Contents
The Board for 2021 - 2022. . . . . . . . . . . . . . . . . . . . . . 3
Events. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Membership Update. . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Awards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Articles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 - 11
Conference Programme Committee. . . . . . . . . . . 12
2021 Conference. . . . . . . . . . . . . . . . . . . . . . . . . 13 - 87
Member News. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Copy Deadline
For the December 2021 News -
Copy deadline is 15 October 2021
Send to generalmanager@ephmra.org
www.ephmra.org
Get in touch
If you have any enquiries, suggestions
or feedback just email us:
Bernadette Rogers, General Manager
Email: generalmanager@ephmra.org
2
Board
The Board for 2021 - 2022
The management of the Association is undertaken by the Board, which derives its authority from the
members, and is responsible for fulfilling the objectives of the Association having regard to the decisions
taken by the members at the Annual Meeting. The Board comprises the following members:
• President
• Past President
• up to 5 Industry Board members
• up to 5 Agency Board members
• Treasurer and General Manager (non voting)
Members of the Board for 2021 - 2022 are shown below. The term of office is 1 October to 30 September the
following year.
Karsten Trautmann Thomas Hein Charles Tissier Bernadette Rogers Ana Maria Aguirre Arteta
Merck KGaA Thermo Fisher Scientific EphMRA EphMRA Novartis
Board Industry Member Board Industry Member Treasurer (non voting) General Manager Board Industry Member
President Past President (non voting)
Beatrice Redi Carolyn Chamberlain Nicola Friend Gabi Gross Richard Head
Elma Research Blueprint Partnership AstraZeneca Thermo Fisher Scientific Research Partnership
Board Agency Member Board Agency Member Board Industry Member Board Industry Member Board Agency Member
A BIG Thank you to
Marcel and Christophe
who leave the Board at
the end of September
Richard Hinde Amr Khalil Stephen Potts Xander Raijmakers 2021. We’ve really
Norgine Ripple International Purdie Pascoe Eli Lilly Nederland BV
Board Industry Member Board Agency Member Board Agency Member Board Industry Member appreciated working
with you both!
3
Events
2021 AGM
The AGM took place on line as it did in 2020.
Karsten Trautmann, EphMRA President celebrated EphMRA’s 60th
birthday – and invited the membership to listen to the Association’s
journey from those who have lead the Association https://vimeo.
com/558634114
A new logo was unveiled – a culmination of a extensive review process
– starting a few years ago with the update of the Strategic Plan and
Roadmap for the Association. Board discussions then followed focussing
on key strategic areas (culture, promotion, networking, conference)
through workstreams and Board discussions. The finalisation was a logo
that is more representative of the Association’s core values and business
focus.
Following Board discussions 3 key brand statements
were finalised and used as strap lines to the logo:
“Excellence in Healthcare Market Research by sharing
Best Practice and inspiring Innovation”
“Fostering an inclusive Healthcare Insights Community
to connect, inspire & empower”
“Setting the Standards in global Healthcare Market
Research”
Events
Returning to 2021
•2
021 ‘Antwerp’ Conference now online this week
•2
021 Chapter meetings: UK, Germany and Switzerland online
•S
ince October 2020 offered 17 free webinars to members
•F
ollowing this AGM we will have a Discussion Forum about the members views on the future of in-person
events.
Since June 2020 all events have been held online – and the outlook for 2022 is still yet to become clearer:
On the international stage in-person events organisation could be a complex landscape.
•U
ncertainty surrounding corporate travel policies in 2022
•S
ome conference venues will not be re-opening
• Insurance: event insurance will exclude pandemic/COVID outbreaks
• Insurance Liability: as organisers, responsibility for the health and well being of our delegates
Elements to consider when thinking about the event format:
• In-person: networking is a big plus as face to face has been missed
•O
nline: extra geographical reach, more cost effective
4
Members
Membership Update –
The Association is in a strong position
Industry Members
42 Industry Members
Lost : Debiopharm
Uncertain: Merz, Galderma - due to changes of
personnel
Joining: Galapagos, GE Healthcare, Angelini, Leo
Pharma and Otsuka Karsten Trautmann Thomas Hein
Merck KGaA Thermo Fisher Scientific
Board Industry Member Board Industry Member
Lundbeck has re-joined in May 2021 President Past President
Board Candidates
Agency Members
144 members currently for 2020 – 2021
In comparison there were 141 agency members in
2019 – 2020
Expanding: in the companies with under 15
employees
We have also introduced a personal membership
option for freelancers Gabi Gross Richard Hinde Xander Raijmakers
Thermo Fisher Scientific Norgine Eli Lilly Nederland BV
Board Industry Member Board Industry Member Board Industry Member
Budget Report
The EphMRA Treasurer Mr Charles Tissier reported
that the Association was in good financial shape and
had maintained a positive cash flow.
The budget was presented and the industry
members voted off line for the proposed income
and expenditure for 2021 – 2022.
Ana Maria Aguirre Nicola Friend
Thanks: Current Board Members Arteta AstraZeneca
Novartis Board Industry Member
President: Karsten Trautmann, Merck KGaA Board Industry Member
Past President: Thomas Hein, Thermo Fisher Scientific
Board Members 2020 - 2021 And finally a Big Thank you
Amr Khalil, Ripple Int to Caroline Snowdon who
leaves EphMRA after 14
Christophe van der Linden, suAzio years as she is now
Gabi Gross, Thermo Fisher Scientific following up on other
personal and business
Marcel Slavenburg, SKIM
interests.
Marianne Fletcher, Pfizer (left in March 2021)
Thank you Caroline for
Nicola Friend, AstraZeneca everything you have done
for EphMRA.
Richard Head, Research Partnership
Richard Hinde, Norgine
Stephen Potts, Purdie Pascoe
Xander Raijmakers, Eli Lilly
5
Awards
2021 MR Excellence
Award Winners
Award: Innovative Approach Award: Making a Business Impact
At AplusA, we are proud to sponsor and Adelphi are proud to continuously
support the Innovative Approach Award be involved with, and contributing to
again in 2021. EphMRA and its great work, and to
be again sponsoring the MR Excellence awards.
Events of the past months have
We chose to support the ‘Making a Business Impact‘
demanded our healthcare market research
from the start, because after all that should be the
community to be more innovative than ever. This
ultimate purpose in all we do, and in bringing better
award is a great opportunity to put the spotlight on
healthcare to our communities and success to our
new ways of working and how this impacts healthcare Research and Innovation based industry.
business decisions. We eagerly anticipate the
We look forward to receiving, judging and selecting
contributions.
the winning contributions.
Daniel GUERIN, Innovation and Marketing Director Stuart Cooper, CEO
Delighted to announce that this Award sponsored Delighted to announce that this Award sponsored by
by AplusA has been won by Leila Zouad-Lejour, Adelphi has been won by Karina Vandevoorde of BMS
Boehringer Ingelheim and Faye Holmes, HRW with with her submission entitled Growth Opportunity
their submission. Detail aid testing| Utilising an through Needs Based Segmentation and Tailored
innovative, holistic approach to access reality Messaging.
Award: Future Leaders Case Study
Personally I’m thrilled and very Huge thanks to our Judges who freely gave
their time to judge the Award submissions.
proud that Blueprint Partnership
are sponsoring this critically Aline Abravanel - Genactis
important award. The next Andreas Lecca - LandL Resourcing
generation of leaders in our industry must possess Carolyn Chamberlain - Blueprint Partnership
unrivalled tenacity, resilience, commitment to their Charles Chaine - AplusA
Chris Lewis-Deboos - Strategic North
goals, ready to embrace new technology and the
Daniel Guerin - AplusA
sense that any task, regardless of audaciousness
Gavin Taylor-Stokes - Adelphi Group
must be accomplished for the good of the company
Hannah Mann - Day One Strategy
they work for, their clients and the future of our Kelly Warth - Instar Research
Healthcare Research Industry. Niclas Holmes - Brains and Cheek
Carolyn Chamberlain, Commercial Director Rob Seebold - Buzzback
Delighted to announce that this Award sponsored by Robert Cortese - Elma Research
Vrinda Deval - Glocalmind
Blueprint Partnership has been won by Melissa Levy,
Ipsos MORI with her submission: Tackling low ARV Many thanks to our sponsors and all our judges
initiation in men in SA – your support is much appreciated.
Many congratulations!
6
Articles
The Future of IDIs: Keep on Zoomin’
Comparing data quality of qualitative interviews between pre-COVID in-person methods and current videoconferencing
by Christopher Duston
For in-depth interviews, the in-person method has been seen interview rapport). (See Figure 2.) Consequently, we conclude that
as the gold standard due to the tremendous volume and nuance the current videoconferencing methods provide content validity
of non-verbal communication in the in-person setting. The that is as high or higher than in-person methods.
videoconferencing method has been viewed as “good enough”, Figure 2. Content Validity Factors: Pre-Covid vs. Current
but is often used because of its greater economy. So, when the
Authentic experience
COVID pandemic forced a general shift in methods from in-
Mission clarity**
person to videoconferencing, such as Zoom, research users were
Sample fit
rightly concerned about maintaining data quality.
Now, as COVID restrictions begin to ease, researchers are Content comprehension*
considering whether to continue relying on the economical but Interviewer rapport*
good enough videoconferencing method or to return to the gold Concept coherence
standard in-person method. Research users need empirical
Marketing utility
evidence to make this decision, which affects research planning
1 2 3 4 5 6 7 8 9 10
and also the reliability of marketing decision-making.
Pre-Covid/ F2F Current/ Vid-con
At AURNI, we have been quantitatively measuring content
( Means difference, t-test: *P≤0.05, **P≤0.01. )
validity of qualitative interviews as part of our data quality ©2021 AURNI Co., Ltd.
management system since 2017. AURNI’s database provides
It is surprising that videoconferencing provides higher content
empirical evidence to make robust conclusions about how well
validity on the Moderation component factors because that is
the current videoconferencing stack up against pre-COVID in-
considered a strong point of in-person methods. However,
person methods. We conclude that videoconferencing provides
videoconferencing appears to have two practical benefits.
equivalent or better data quality.
First, in the in-person setting external distractions, such as a
physician interrupted by a nurse, do occur. Videoconferencing
Modeling and Measuring Content Validity in Qualitative IDI
minimizes those distractions, and that strengthens rapport.
For qualitative interviews, content validity describes the extent
Second, pre-COVID projects often included a mix of settings,
to which the information provided by the respondent forms a
such as in-facility, in-field, and TDI. Interview materials needed
comprehensive and accurate representation of the respondent’s
to function across all the settings and were not optimized for a
experience, in the contexts of both the respondent’s lived
specific setting. In the current situation, nearly all interviews are
experience and the marketing research objectives.
conducted through videoconferencing, so materials are
AURNI’s ERmI model (experience, respondent, moderation,
optimized specifically for a single setting, which produces a high
information), developed with Akakawa Knowledge Activists,
level of comprehension.
maps the qualitative interview as a four-component process in
which a respondent transforms amorphous, personal experience Looking Ahead: Maximizing Interview Quality
into codified, transferrable information through the moderated As the COVID pandemic becomes more controlled,
interview. (See Figure 1.) Content validity is assessed based on opportunities to return to in-person interviewing will increase.
the respondent’s evaluations of the efficacy of seven factors that Nevertheless, AURNI’s content validity measure suggests that
address these four components. research users can attain equivalent levels of data quality in
Figure 1: ERmI Model for Qualitative Interview qualitative IDIs with the current videoconferencing method.
Based on our experience in Japan, we suggest five guidelines
to leverage the strengths of videoconferencing and maintain
Experience Information
high content validity.
RESPONDENT
Amorphous/ Codified/ • Optimize the language of guides and the graphic design of
Personal Transferrable materials for the videoconferencing setting.
• Think ahead about potential issues at the local-market
Moderation
level, and include these as probes in the guide.
• Highlight points of emphasis or contextualization as
moderator instructions in the materials.
© 2021 Christopher Duston.
• Use a videoconferencing application that is easy to access
in a browser with a user-friendly interface.
Findings: Videoconferencing Improved Content Validity
• Ensure that the videoconferencing application has reliable
AURNI compared content validity from a sample of projects that
connectivity and live tech support.
used mainly in-person interviews in 2019 with a sample of
projects that used exclusively videoconferencing since mid-2020. As videoconferencing offers budget and convenience benefits
Both samples are of depth interviews with physicians in Japan. compared to in-person, and the data quality is high, our
Recent videoconference projects rated higher than pre-COVID recommendation is simple: keep on Zoomin’.
in-person projects by a statistically significant margin on three of Christopher Duston is Managing Director of AURNI, which
the seven factors (mission clarity, content comprehension, and specializes in research quality management and innovation.
7
Articles
The disparity of patient experiences with
Crohn’s Disease in Europe and Japan
Mariel Metcalfe Director, Research Partnership
Recent patient research conducted for our ‘Living With’ In Europe, treatment side effects are the biggest drawback for
syndicated reports reveals some interesting differences the majority of patients. For Japanese patients, side effects are
in the treatment of Crohn’s Disease across continents. mentioned, however other factors such as costs and treatment
burden are more frequently raised. With regard to improvements
Inflammatory bowel disease, or IBD, describes two conditions: in CD management, both European and Japanese patients most
ulcerative colitis and Crohn’s disease (CD). It is estimated that a frequently mention the need for better treatments, however this is
total of 6.8 million people live with IBD globally, affecting more than more frequently mentioned in Japan (~3/4 of Japanese patients)
3 million people in Europe and North America and an estimated compared to Europe (~1/2 European patients). Japanese patients
220,000 in Japan. Whilst incidence rates are stabilising in western in particular need more affordable treatments with better efficacy
countries, they are rising in industrialising countries in Asia, South in reducing flares, preventing surgery and offering long-lasting
America, Eastern Europe and Africa. CD is an autoimmune symptom relief. Both regions want better education for the public
condition that causes inflammation of the digestive tract. It is a and for themselves, as well as a more efficient diagnosis process.
heterogeneous disorder which can have different causes and
variable presentation and progression. In the first quarter of 2020, European patients enjoy a better relationship with their doctor
we conducted quantitative and qualitative market research focusing Compared to Japanese patients, European patients have a more
on the patient journey of those living with CD in Europe (France, positive relationship with their doctor. In Europe, patients feel they
Germany, Italy, Spain, UK) and Japan. ‘Living With’ reports provide can speak to their doctor confidently and that their doctor takes their
insights solely from patients themselves including their attitudes, concerns seriously. European patients also have a greater tendency
perceptions and behaviours related to CD. to believe that their doctor informs them well about their CD so that
they fully understand their condition When researching information
Japanese patients are more likely to be misdiagnosed on CD, European and Japanese patients share some similarities. For
Diarrhoea and abdominal pain are the main symptoms for patients both countries, doctors and the Internet are the main sources of CD
in both Europe and Japan which lead them to seek physician information, with the doctor being the most highly trusted source.
assistance. However, whilst diagnosis is quicker in Japan, there Other CD patients are also perceived as trusted information sources
is also a higher rate of misdiagnosis with the majority of patients for the small number of European and Japanese patients who
erroneously diagnosed with other conditions. mention them. There are interesting differences in how European
Japanese patients worry about the impact on their work and Japanese patients look up CD information. European patients
CD has a large physical and psychological impact on patients’ are more likely to trust information from general medical websites
lives in both Europe and Japan. The predominant symptoms of compared to Japanese patients. On the other hand, the minority of
diarrhoea and abdominal pain, worsened by unpredictable flares, Japanese patients who visit drug manufacturer websites to look for
cause high levels of distress and restrict patients’ lives, especially CD information are more likely to trust these sources compared to
regarding food choices and their ability to travel. European patients.
“It takes a lot of time away from work, friends and family. “If I am searching for medications, I would visit manufacturers’
Psychologically it is hard as well. You can’t go out because you websites. I try to get the “official” information as much as
need the toilet. I am tired all the time.” Female, 54, Italy possible.” Female, 51, Japan
However, Japanese patients tend to suffer flares to a greater European patients are more likely to seek information proactively,
degree than their European counterparts. On average they suffer especially when they experience new or more severe symptoms,
from more flares per year. Plus a greater proportion perceive their or when a new treatment is suggested by their doctor. In contrast,
flares to be ‘continuous’. When we investigate how CD affects approximately a quarter of Japanese patients do not seek any CD
patients’ lives, Japanese patients have a greater reluctance to information at all.
admit that CD is affecting their day-to-day activities compared with “I sometimes look for articles. I write the word Crohn’s and I see
European patients. For example, in Europe, patients consistently news about it. I especially look for new treatments, because it has
highlight the activities that CD impacts the most as the activities advanced so much.” Male, 44, Spain
they wish to improve on, such as less restrictive food choices
and ability to travel, sleep and exercise. While only a quarter of All patients need ongoing support
Japanese patients believe CD highly affects their ability to work, The different experiences of European and Japanese CD patients
half of patients wish for this to be improved. In Japan, the impact is not surprising. With disparate cultures and healthcare systems,
of CD on work and employment is a strong theme in both the differences are expected. The fact that CD is a heterogeneous
quantitative and qualitative findings. It comes as no surprise that disorder means that even those living in the same country or even
patients place a high priority on improving their ability to work, in the same neighbourhood can have vastly different experiences
given the high impact of flares on their lives coupled with Japan’s with it. Despite the inherent diversity of experiences, it is clear that
strong work ethic. Both European and Japanese patients take time CD patients require improved treatments and ongoing support
off work per month due to their CD, but Japanese patients take with managing their CD. The different attitudes, perceptions, and
fewer days off compared to those in Europe. Based on qualitative behaviours of European and Japanese patients toward their CD are
interviews, there is also insight into the stress and anxiety Japanese important to understand so that not only are their needs identified,
patients endure in the workplace, especially when they do not want but these needs are met in an appropriate manner that resonates
to reveal to their work colleagues that they suffer from CD. with patients’ respective experiences with CD.
I have not told work that I have CD….as I do not want them to
‘Living With’ is a series of reports based on quantitative
remove me or think it could prevent me from carrying out my
work….I do not want to be transferred to do other tasks, so I and qualitative market research with patients, providing
have not told them yet.” Male, 43, Japan comprehensive and cost-effective insight into the patient
journey from pre-diagnosis to stabilisation.
European patients are happier with their treatment
European patients are generally more highly satisfied with their For more information please visit our website or contact:
treatments compared to Japanese patients, which may reflect marielm@researchpartnership.com
Japanese patients’ greater struggle with controlling their flares.
researchpartnership.com/livingwith
8
Articles
A well-designed Health Awareness Campaign
could save human lives. A prospect often
neglected and undervalued by many organizations!
Krish Guckenberger
Account Director, Psyma Health & CARE GmbH
Medical industry is continually striving to But, not all awareness campaigns are relevant
improve human lives by investing in the to everyone. Individual health behaviours play
innovation of new technologies, medical an important role in the success of any health
devices, diagnostics, AI and treatments. awareness campaign. Thus, such campaigns
and call to action messages must be framed
Thanks to advanced technology, many severe
to leave an impact on their target audience
diseases could be prevented by earlier
i.e. to achieve greater outcomes.
screening and diagnosis. Unfortunately, most
people are not aware of the existence of such
Success and Failure of an awareness
preventive care to begin with!
campaign depends on the carefully selected
communication channels!
To increase health awareness among GenPop
the industries need to fundamentally
Covid-19 had proven that awareness of any
RETHINK how they communicate! disease and treatment can be spread quickly
and widely by using any communication
There have been many successful multimedia platforms. Since not all platforms are reliable
health awareness campaigns in the past about or trustworthy, it will be important to carefully
colorectal cancer, breast cancer, HIV, select the reliable platforms and information
contraception, healthy diets, safer sex, sugar sources before launching a campaign.
consumption, alcohol abuse, drug abuse, Furthermore, developing the right messages,
cigarette ban and so on. defining the right audience, managing all
Such activation campaigns have not only complexities related to personal data
changed the mind-set of many people about collection and data protection are few of the
personal health & care but have also saved many challenges that need to be tackled
many lives. during the whole process.
Medical conditions such as heavy menstrual
bleeding, untreated HPV or bladder infections
could develop into chronic diseases or build Overall, it is a win win situation for all related
resistance to some treatments. Simple parties.
hygiene precautions, healthy diet, early
GenPop could prevent certain chronic diseases
screening and diagnosis could avoid certain
early enough. The different stakeholders on
medical conditions from developing into
the other hand, could not only save lives,
critical diseases.
improve QoL but could also use this
However, not everyone has the knowledge of
opportunity to promote their innovative
all the diseases that could be prevented with
technology, screening/ diagnostic tests and
simple, cost effective clinical measures or
treatments. Instead of treating preventable
behavioural change.
diseases, Healthcare funds could be used
wisely to treat inevitable diseases, which
Easier said than done!
cannot be controlled by changing health
Many companies and health organizations behaviour or providing preventive care
are already investing large amounts of alone.
money, time and effort into multi-channel For more insights, please contact:
communication campaigns to raise awareness krish.guckenberger@psyma.com
among general population for various
www.psyma.com
diseases.
9
Articles
Tips for Forecasting
for Rare Diseases.
Taken from the Whitepaper 'The Unique Challenges and Opportunities of
Forecasting for Orphan and Rare Diseases' written by David James, CEO, J+D
Forecasting for the International Pharmaceutical Industry, Autumn 2019.
Be Pragmatic.
The forecasting adage of “It’s better to be roughly right than precisely wrong” is
even more applicable for this type of market. Data for orphan diseases can be
difficult to source, therefore it's important to make the data you do have work
harder.
Keep the model as simple as it can be.
The temptation when forecasting small, high value, complex diseases is to create a
complex model to account for every variable that might make a difference. This is
precisely the opposite of how the forecasts should be approached; it really is
essential to keep the model as simple as possible.
The more your forecast is challenged,
the more robust it will become.
Run a bottom-up forecasting process to capture market nuances such as
differences in healthcare infrastructure and funding. Collaborate with multi-country
stakeholders, who may have identified alternative data sources.
Do not create a single number forecast.
If there’s variability due to lack of data then this needs to be shown either through
sensitivity analysis or by creating a probability-based forecast.
Transparency is essential and it's critical that those who are basing their strategic
decision on the forecast, understand both the range and the underlying drivers.
We are J+D Forecasting, the
pharmaceutical forecasting experts.
Our mission is to simplify the complex nature of pharmaceutical forecasting to help
support informed decision making for the future.
More insights at jdforecasting.com
10Articles
Virtual approaches to device testing:
How to select the right methodology
Dr. Anne-Sophie Lenoir Director, Branding Science
Eighteen months into the pandemic, in-person research continues to be significantly curtailed in many markets. While many
types of projects could be relatively easily adapted to a new remote environment, this has proven especially challenging for
hands-on, observational research including prototype and usability testing. How can we continue to ensure we fully capture user
needs, workflows, and experiences, and effectively support clients in making design decisions with confidence in a new reality?
Traditionally, in-person ethnographic research has focused comfortable using digital tools, which can be problematic in
on observing healthcare providers and patients as they use some populations, as well the need to maintain respondent
the device, asking questions as needed during the procedure. engagement over a longer period. A skilled fieldwork team
This typically takes place in medical settings or in the patient’s experienced with this type of research is essential.
home, which also allows for deep insights into the use
environment. In contrast, in-person interviews in central When to use?
locations tend to be more structured in nature, but still Exploratory research – Need for a broader understanding of
enable the research team to directly observe the participant the context, greater depth, and/or multiple data points
and their body language as they manipulate the device. through an extended engagement
Three virtual observation approaches offer remote Virtual observation
alternatives to these techniques: Virtual observation involves shipping a recording device or
camera to the respondent, to be used either with a head
WATI device testing
strap of with a stand. Once again, respondents record
This approach leverages a standard WATI (web-assisted themselves at their convenience and in their own
telephone interview) platform, including video via webcam, environment, but the point of view more closely stimulates
to observe the respondent as they manipulate the product the user’s own perspective or that of in-person observation.
during a structured interview. Devices and disposables are This approach enables higher-quality video recordings as well
shipped to the respondent, who sends them back to the as multiple points of view; however, there is no interaction
research team after testing. This format enables the with the respondent during the research, so clear instructions
moderator to interact with the respondent, providing and pilots are paramount.
instructions and probing where appropriate; depending on
local compliance requirements, clients may also be able to When to use?
watch the interview. Limitations include a set timeframe, Need for high-quality video materials and/or a specific point
relatively low image quality, a single point of view, and the of view; long procedures where moderation is not required
risk of encountering technical issues.
Conclusions
When to use? Virtual observation techniques enable researchers and
In lieu of IDIs (structured questions and/or complex device manufacturers to gain deep insights into users’ needs
instructions), with added geographic flexibility; webcam- and experiences, in their own environment and regardless of
quality video / fixed point of view is sufficient geographic constraints. Because of this, we expect that these
methods will continue to play an important role in the longer
Mobile ethnography
term, even as in-person research progressively resumes.
Mobile ethnography relies on respondents recording videos
of themselves and their environment as they use the device, However, some challenges remain. These methods all involve
taking pictures, and optionally completing other tasks via an shipping devices to the respondent via courier; this is
app on their smartphone. The moderator can probe on convenient and cost-effective for relatively small devices but
specific topics after the content has been posted. may not be appropriate when large or high-value devices are
Engagements typically take place over the course of a week being tested.
or more, with multiple respondents from a given market We should also keep in mind that these approaches require
using the platform during the period. This is often respondents to be at least somewhat comfortable with
complemented with follow-up interviews. technology. This may prove a challenge particularly in the
This approach enables longer observation periods as well as context of patient research. Focusing solely on digitally savvy
multiple observations over time in an authentic use participants can result in missed user needs and biased
environment and empowers the respondents to take part at recommendations. To avoid this, researchers should strive
a time convenient for them. Potential challenges include the for inclusive research design and recruitment and consider
requirement for respondents to own a smartphone and be involving caregivers where appropriate.
For more information about our work in the MedTech & Device space, please reach out to Dr. Anne-Sophie Lenoir
anne-sophie.lenoir@branding-science.com
11Committee
EphMRA 2021 Conference Programme
Committee – thanks to our Members
Elizabeth Kehler Letizia Leprini Georgie Cooper Carolyn Chamberlain
Managing Director Customer Business Insights Partner Commercial Director
Adelphi Research Bayer Pharmaceutical Division Basis Health Blueprint Partnership
Erik Holzinger Roy Rogers Xierong Liu Sarah Phillips
Founder & Director Director Director VP, Brand & Integrated
groupH Research Partnership Ipsos Healthcare Research Solutions, IQVIA
Tracy Machado Stephen Potts Amr Khalil
Director Director Managing Director
Phoenix Healthcare Purdie Pascoe Ripple International
122021 Conference
Conference Opening Patient Centricity
The conference was opened by EphMRA President
Cancer, Caregiving & COVID-19: Challenges
Karsten Trautmann, Merck KGaA
and Opportunities
Firstly Karsten thanked all the members who were
actively working in the Committees and Working Speaker: Jasmine Greenamyer, EMD Serono, the
Groups - a lot of work is done behind the scenes on healthcare business of Merck KGaA, Darmstadt,
behalf of the membership. The topics addressed by Germany in the U.S. and Canada
these groups are wide ranging and directed at the Convenor: Amr Khalil, Ripple International
areas where members are focussed.
This thought-provoking paper by Jasmine Greenamyer
focused on the challenges faced by cancer caregivers,
and the opportunities that exist to support them – a
real life call to action for every one of us.
Jasmine’s paper shared highlights from a recent EMD
Serono Carer Well-being Index amongst caregivers,
“Who Cares for Carers? Perspectives on COVID-19
Pressures and Lack of Support”, which fielded in
September and October 2020 during the pandemic.
The survey included more than nine thousand unpaid
carers across 12 countries spanning Europe, North
America, Latin America, and Asia Pacific. More than
one thousand of the respondents were caring for
someone with cancer.
The aims of the conference were outlined as:
•P
roviding presentations to you in your home office,
that are innovative and interesting along the EphMRA
values Excellence, Community and Standards
•G
ive you ‘food for thought’ to implement in your own
daily work
•L
atest trends in Market Research, Forecasting &
Analytics
And finally a Big Thank you was given to all exhibitors
and sponsors.
Jasmine took us through key findings from the survey,
explaining that five key themes had emerged from the
findings, which although not unique to the pandemic,
had certainly been greatly exacerbated by the global
situation:
1. Rising demands on carers because of the pandemic
2. Changed responsibilities during the pandemic
3. The physical, mental, social, and financial toll on
carers
4. Inequalities impacting carers around the world
5. Paths to solutions are a global issue and a societal
responsibility
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The nature of the pandemic had exacerbated not only
the emotional needs of the person being cared for,
but the emotional needs of the carer themselves, with
66% of cancer carers reporting that being a carer has
had a negative impact on their own emotional and
mental health, and 71% of cancer carers reporting that
the COVID-19 pandemic has made caregiving harder.
The survey uncovered some complex elements behind
this statistic, including the additional anxiety caregivers
experienced that simple tasks such as shopping
was a source of additional risk of transmitting the
coronavirus to the vulnerable cancer patient.
She noted that the pandemic had led to increased
isolation of cancer carers, with a decrease in outside
assistance leading to a consequent increase in family
members taking on more care responsibilities. The
survey showed that the care hours spent by cancer
carers had increased by almost 8 hours per week since
the pandemic struck, with a third of carers predicting
the need for 31+ hours per week in the future.
Jasmine pointed out that this was nearing the hours
of a full-time job, often on top of the carers’ existing
employment.
The increased caring responsibilities covered a
wide range of areas from emotional support, home The carers’ own health was seen to have been
maintenance/housekeeping and personal care to the negatively impacted by their caring role during
increased need to give technological support. the pandemic, including not only lack of sleep but
also reduced exercise and a tendency towards
unhealthy eating habits and even postponing their
own medical appointments as a result of their caring
responsibilities.
Jasmine highlighted another finding that had not been
anticipated prior to the survey: carers feel that they
have not received support from institutions (private
companies, employers, non-profit organisations,
insurance companies as well as local or state
government and local communities). She noted that
although unpaid carers carry their responsibilities as a
badge of honour, there are clear opportunities for all
organisations to support them.
Emotional support was the greatest responsibility,
and the survey showed that this was a greater role for
cancer carers than for other types of carers. Practical
support ranged from home maintenance, preparing
meals, transportation, managing medications,
managing finances but also managing doctor
appointments, including support with the technology
needed for telemedicine appointments (as well as
technology connecting the person with cancer virtually
connected with loved ones).
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Advocacy opportunities were distilled from the survey 4. Support unpaid carers who are employed
report but also from the Care Advocacy Organisations
95% of carers state that “flexitime” policies would
within Merck KGaA, Darmstadt, Germany global
help them with their caregiving obligations. Jasmine
network, and Jasmine summarised a path to solutions
is optimistic that more employers have seen the
that would be applicable not just to cancer carers but
success of working from home during the pandemic
to any type of carer:
and may continue to offer flexible working in the
future, quoting an internal survey from Merck KGaA,
Darmstadt, Germany where employees reported that
1. Safeguard the health and well-being of informal
they are 35% more efficient and productive in working
and family carers
from home. The introduction of support programmes,
Jasmine called upon us all to recognise unpaid carers building a culture of caring within organisations and
as an essential part of the healthcare workforce. As improving carer and employer access to information,
with any workforce, support and training was needed. support and resources are all opportunities to
In the case of carers, mental health support to manage improve the day-to-day lives of cancer carers.
stress and burnout would be of particular value. 76%
of carers reported that connecting with other carers
in a similar situation was beneficial to their own 5. Invest in research to ensure carers’ needs and
wellbeing, and Jasmine noted that this was a clear contributions are recognised and addressed
opportunity to provide support to them.
Jasmine notes that we not only need to address the
disparities that have existed both before and during
the pandemic such as gender, race and age, and their
2. Minimise the financial burden placed on family
impact on cancer carers, but that more broadly, 94%
carers
of carers say that they are not widely recognised by
Carers who held down their own jobs in addition society, despite fulfilling an invaluable caring role.
to their caring role would benefit greatly from
Jasmine concluded with a summary of the call to
employers granting them paid time off to care for
action for every one of us, urging us to think holistically
family members – a situation available to only 2 in 10
as companies, insurers, advocacy organisations,
carers in the USA. Two thirds of carers say that they
governments, and local communities to provide
employer does not support them in ways they need in
support for carers across hospitals, homes and jobs.
order to fulfil their caring responsibilities. Jasmine also
noted that globally, access to low-cost respite care is
limited, and cited the example of over 800,000 people
in the USA alone who are on a waiting list for low-cost
respite care.
3. Enable access to user-friendly information and
education
Jasmine noted that information provision was not
always lacking, but that carers are often unaware
of resources that are available to help them. While
telehealth has come to prominence during the
pandemic and Jasmine hopes is here to stay, many
carers may need support to navigate the technology
and tools required to access it, with 93% of carers She spoke for us all when she gave a heartfelt thanks
saying that they would like help navigating telehealth. to all caregivers. “We see you and we support you”.
Written by: Amr Khalil, Ripple International
152021 Conference
Innovation For innovation to become reality, she emphasised the
importance of robust processes to support systematic
The New Normal or the New innovation throughout the organisation.
Extraordinary As part of the development of the model, Natalie
Speaker: Natalie Turner, The Entheo Network introduced six individual profiles who embodied each
of the six roles defined in the model. This brought
Convenor: Elizabeth Kehler, Adelphi real-life examples to the model to demonstrate clearly
In Natalie Turner’s presentation, she shared with us what being innovative means to different contexts,
her practical, human-centred approach to building a and how to both recognise and develop the skillsets
successful innovation team, based on a combination and mindsets of innovation.
of purposeful skillsets and focused mindsets. While taking us through each of the six roles, she
Natalie first reflected on our world today, over a year asked us each to think about our own skillsets,
on from the start of the coronavirus pandemic. Amid mindsets and preferences, to identify where we felt
a time of change where the language of “New Normal” our own strengths lie, as well as which role would
is everywhere around us. She urged us to think about present us with the greatest challenge to fulfil.
the future, and to embrace new opportunities that it
will inevitably bring, with innovation and our ability to
create value out of fresh and relevant ideas as the top
survival skill of our time, and to covert the Normal to
the Extraordinary.
Natalie described her background and experience in
the field of innovation, from corporate experience with
BT, market research experience at TNS and now as the
founder of an innovation company.
She explained that existing innovation models and
frameworks, although valuable for tangible product
development and R&D, are less applicable within other
contexts, such as, organisational evolution as well
as commercial strategies for successful businesses.
She observed that in many organisations, despite the The Six “I”s of Innovation are:
ability to generate a wealth of good customer-centric
1. Identify
ideas, very few were implemented due to barriers with
people, skills, capabilities, ways of thinking, leadership 2. Ignite
or organisational culture and importantly willingness
3. Investigate
to invest appropriately.
4. Invest
To understand and overcome these barriers,
Natalie developed her own innovation model, which 5. Implement
she researched with clients and organisational 6. Improve
development specialists. She described the Six “I”s of
Innovation model as a practical but human-centred
road map to help individuals, teams and organisations Identify: Meet Rick
engage and utilise their own strengths, passions and
interests
At the centre of the model, Natalie explains, is
Purpose. People want to feel a sense of meaning
in their work. The model focuses on what we’re
trying to achieve; at the individual, team, project
and organisational level. Linking Purpose with the
Six “I”s of Innovation is essential for success, and
Natalie described the links as Culture and Processes,
explaining the importance of building a culture of
innovation, not just in terms of creativity, but in
applying that creativity to realise innovation.
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Natalie described this role as providing vision, The key skills of Igniters were described as:
direction and a sense of new possibilities to the
•G
enerating new, original ideas
innovation process. She explained that we need the
mindset of curiosity to ensure open-mindedness and •G
ood at motivating and inspiring others to generate
willingness to be provoked by what may be new and ideas
emerging.
•C
reating a culture of free expression
The role of an identifier in a team is often to provide
•S
eeking knowledge from a variety of sources outside
vision and strategic direction, based on their ability
their own interests (thinking outside the box)
to see over the horizon and bring that mindset of
curiosity. She noted that we are often encouraged to “think
outside the box” (our mental model of the world),
She described the key skills of Identifiers as:
but that this often means challenging the status quo
•V
isualising and imagining the future or breaking that which already exists, in order to
come up with something new. She cautions that if
•E
ncouraging others to look for new opportunities
we ask for creativity, we then need to nurture it with
•P
roviding strategic focus for others to explore supportive culture to facilitate the creative culture and
possibilities allow the Igniters to perform.
•B
uilding networks, both internally and externally
She believes that we are in particular need of Investigate: Meet Jacquie
Identifiers right now, to make sense of the current
world and what is coming.
Ignite: Meet Marco
Natalie went on to explain the role of Investigators,
who provide analytical thinking and objectivity. They
have the ability to stand back and apply their mindset
of critical thinking to bring objectivity and evaluate
whether an idea is going to be useful, rather than just
Next, Natalie identified Igniters as those providing novel.
novelty, freshness and energy for new ideas and a
She described the key skills of Investigators as:
sense of new possibilities. This requires the mindset
of being creative. Natalie observes that it is this role •B
eing analytical and structured
that people think of as the most traditional within
•E
ncouraging others to be systematic thinkers
innovation settings, but she emphasises that this
is only one of the six critical skill sets required for •C
reating a culture where people are free to test and
successful innovation. prototype ideas
•T
esting ideas with users
The research industry, Natalie believes, is perfectly
placed to activate activity through this lens, to harness
the data revolution to understand in real time how
people are interacting with what we are proposing and
being able to iterate to refine new ideas.
172021 Conference
Invest: Meet Thomas Moving on, we heard about implementers, who
provide management and focus on discipline within
the innovation process. They have a committed
mindset to undertake the “hard work of innovation”
and get the job done.
Implementers possess strengths in:
•P
lanning and organising
•K
eeping people motivated to deliver results
•M
anaging risks
•B
uilding alliances with other organisations
Natalie remarked that she has seen many people who
are Implementers who do not recognise themselves
as innovators. Again, the common perception of
Investors, Natalie says , provide pragmatism, decision- innovators are those with the skills of Igniters. Natalie
making and influence to the innovation journey. stressed the importance of democratising innovation
Noting that this stage of innovation can often become skills and helping people to understand that we need
the “Graveyard of Ideas”, she emphasised the all type of people to successfully innovate.
importance of the mindset of courage when deciding
which ideas to support.
Improve: Meet Rose
The key skills of Investors are:
•K
nowing where and when to allocate (limited)
resources
•C
ourage to take a risk
•E
nabling others to communicate compelling cases
for investment
• Influencing others to create partnerships
Natalie referenced the Three Horizons model from
McKinsey, where Horizons 1, 2 and 3 represented the
business of today, then emerging business and on to
disruption, respectively. She noted that in the past
year, we have experienced convergence of these three
horizons, and that in today’s world we need Investors
to be thinking across the three horizons when making The final profile covered showcase Improvers, who
innovation decisions. provide fresh perspectives and the ability to optimise
and learn. Their mindset is described as being clever,
and their skills focus on:
Implement: Meet Christine
•A
bility to think through how to make ideas better
•C
apturing learning for continuous improvement
•C
reating an environment that helps people learn
from failures
•G
athering and using feedback from customers and
stakeholders
Natalie explained that iteration is key here – we
need to try and fail and try again, and that this
accommodation of failure needs to be built into our
learnings and systems to encourage people to try.
182021 Conference
Natalie closed with a rallying cry to us all, stating that
the world needs new ideas to transform us and help
us transition to the next level. Then, she says, we can
say that we have moved beyond the New Normal and
created an Extraordinary world.
Having reviewed the six roles contributing to
successful innovation, Natalie gave the example of
Leo Pharma, who wanted to grow markets across
South Asia. Products originated from elsewhere, so
their innovation focus was commercial, with the aim
of improving how they work with HCPs, regulator
Written by: Elizabeth Kehler, Adelphi
environments and OTC market parameters to ensure
that their products and services are reaching the
patients they need to reach.
Natalie described a talent development programme
that she ran for the organisation, taking their emerging Innovation and Leadership
leaders through a process to work on strategic Speakers: Bianca Prommer, Growth Factory and
priorities for the business through this innovation Susanne Miller, GSK
process. Firstly, she profiled them as individuals and
Facilitator: Sarah Phillips, IQVIA
teams, followed by a series of workshops focused on
patient-centricity, and supporting them with coaching Panellists: Bianca Prommer and Susanne Miller
and toolkits for proper innovation management to
Sarah set the scene for this discussion, explaining that
enable them to see which of their ideas could be
the session focus was exploring the theme of being
leveraged across the different markets. She noted
brave but not perfect, and not letting perfection get
that greatest success is seen when organisations link
in the way of being good. She asked how we can
their innovation goals with their business priorities
embrace failure for success, and how to use this to
and business strategy.
really drive personal and professional development.
Sarah introduced the first audience poll, asking
Natalie summarised three key takeaways for us all: participants to describe their attitude to taking risks in
their professional development, with three alternative
1) Innovating is a team sport. We need a variety of
options:
skillsets and mindsets working together in tandem,
and like a relay race, we need to know when to pass 1. You actively look for, and take, risks to grow and
the baton to the next person or skill set in order to develop
bring the innovation to fruition
2. You’re reluctant to take risks to grow
2) Understand yourself. An honest self-assessment
3. You never take risks
of our own strengths and contributions to the field
of innovation will help us to ensure that we seek out The poll revealed a clear result, with 74% of the
others with complementary skill sets audience saying that they are willing to take risks, and
the remaining 26% reluctant to take risks, but nobody
3) Put Purpose at the core. Ensure that the team is
in the audience stated that they never take risks.
focused on why we are innovating, what we are trying
to do and to what purpose, to achieve the end result
of delivering innovation that will have a positive impact
on the world.
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Sarah then followed up with a qualifying question: for support and to use that to your advantage is an
Would you take more career risks to help you grow important strategy. Finally, she asks herself what she
and develop, if you were actively supported and would do differently, to get a better outcome, if she
encouraged by your organisation? This time, 97% of had to do it again. She recounted a recent experience
the audience said yes, they would be willing to take on a panel who were asked the same question,
more risks if supported by their organisation. and observed that the panel was divided into those
who said that they simply “move on”, whereas the
Sarah concluded that having the sort of company
others over-analyse and agonise. She felt this was an
culture that allows us to take risks would enable most
important lesson in the importance of reflecting on
people to do just that.
what could have been done better, but not dwelling on
Suzanne expressed her enthusiasm for the result, but the issues for too long.
commented that, in her experience, few organisations
Sarah challenged Bianca to explain WHY we should be
really create the environment where they encourage
brave and take risks. Bianca’s belief is that being brave
people to take risks in their career. She believes that
and taking risks is important for our development and
employers could get more out of their workforce if
therefore our future career, success and happiness.
they were properly supported to grow.
She also believes that for organisations, it is essential
to be brave and take risks in order to progress. She
noted that, without taking risks, we would not have
computers and smartphones. Moving away from
Silicon Valley to European examples, Bianca described
the example of a family-oriented Austrian company
which is aiming to compete with Amazon.
Bianca agreed that there are opportunities for
companies to be more agile, digital and innovative
by supporting their people to be brave and take
risks. She described her own experience of taking a
risk, citing her move from a very secure career at an
Austrian university to becoming self-employed, which
enabled her to be more innovative and agile. For her,
this had required being brave and taking a risk.
Suzanne related a similar experience when she left a
very secure job in Australia and moved her family to
Singapore, with no local experience and no support.
The decision was built on adventure, but she now
considers that risk to be the best decision that she
ever made.
Sarah observed that we often hear this type of story
Sarah asked the panellists if there is anybody who
on media such as LinkedIn, but she wondered,
inspires them in terms of taking risks. Susanne
sometimes risks don’t work out, and what do you do
described a GSK senior leader who was performing
when the risk doesn’t work out?
well in her career, but who decided to take a step back
Susanne responded that she asks herself three from seniority and went out to be a sales rep on the
questions. Firstly, what could she have done road for a year, taking this very different approach to
differently? More importantly, she asks, who could fully understand the business. More recently, she is
I have gone to for support to help that work out? inspired by people who have been successful in their
Recognising that to become a really effective senior chosen sector, but make the move to other sectors
leader, you can’t do everything yourself, you have to and apply their expertise in a new context.
rely on others around you, and so the ability to ask
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