Part 1 | Part 2 | Part 3 | Part 4
Why Public Relations? Part 3
Part 3: Manage a crisis | Establish business relationships | Dispel a myth
Manage a crisis
At risk was market share in a nearly $1 billion market, consumer and physician confidence and corporate image when a major pharmaceutical firm faced a product recall on its cholesterol-lowering medication due to contamination at the manufacturing site. Company management agreed with the FDA that a recall was necessary, but wanted to contain the damage and avoid the potential crisis. Communication strategy and materials directed at the news media, regulatory agencies, healthcare professionals, consumers and pharmacists were developed quickly, including an "information center" with an 800 number to handle questions and provide instructions on procedures and reimbursement policy. The "information center" managed 3,500 inquiries in a two-week period, and 30 national and local media interviews were completed. Market share was maintained and annual sales targets were actually surpassed, despite the temporary recall.
Establish business relationships
The pharmaceutical arm of a major corporation was entering the respiratory products arena for the first time with a new bronchodilator. It sought an effective entre with its new target market -- allergists. An offer to sponsor a publicity project was made to the American College of Allergists and Immunologists. A professional radio broadcaster was brought to the annual meeting to tape interviews with member physicians on current topics in the field of allergy and immunology. The interviews were transmitted to and broadcast by radio stations in each of the physician's hometowns. The individual physicians greatly appreciated the local publicity provided by the sponsor and a valuable relationship was established between the pharmaceutical firm and the professional association.
Dispel a myth
The sales of a generic injectable pharmaceutical company were suffering as a result of negative publicity about the industry and its dealings with the FDA. Doubt had been cast on the equivalency of generic drugs to their brand name counterparts. Although these equivalency problems were only possible with tablet or capsule forms of drugs, not with injectables, customers (hospital pharmacists) were uncertain and began to turn away from all generic products. This misconception naturally affected the sales of this particular manufacturer of injectable drugs. A scientific symposium clarifying this issue and featuring nationally renowned pharmacology experts was organized for presentation at the annual meeting of the American Society of Hospital Pharmacists. The proceedings were published and widely distributed directly to pharmacists and physicians.
