wo have been
around in the
industry for a
long time, and
one is a relative newcomer. In
considering this year’s pharma
innovators to profile, the results of their accomplishments,
not how long they have been
around, steered the direction
of this feature. Donna Murphy, global CEO of the recently
formed agency network Havas Health & You; Abraham
Gutman, president and CEO
of AG Mednet; and C. David
Nicholson, executive VP and
chief R&D officer of Allergan,
are being saluted for bringing
new innovations to the fields
of pharmaceutical advertising,
clinical trial imaging and R&D,
and their accomplishments are
expected to echo into the future.
In March 2017, Havas Group announced that it would be combining its professional
agencies – Havas Life, Health-
4Brands, and Havas Lynx – with
its consumer agencies all across
the network to form Havas
Health & You. According to the
press release, the new group’s
“broadened entity and new name
reflect an amplified expression of
the group’s future-forward posi-
tioning and expanded offering,
building out best-in-class disci-
plines and integrating the many
products and services the Havas
agencies offer across the health
and healthy lifestyle continuum.”
Donna Murphy, who has spent
30 years with Havas evolving
its North American professional agencies, was named global
CEO. Murphy has long critically
eyed the silos that have separat-ed professional advertising and
consumer health and wellness
advertising, so having that view
backed up by Havas Group CEO
Yannic Bollore was welcome.
“It’s actually been a passion
and a vision of my team for
years,” Murphy told Med Ad
News. “And Yannic Bollore,
our chairman and CEO, shares
our passion and our vision and
helped to make it happen.”
Murphy’s pedigree and expe-
rience in professional healthcare
advertising cannot be disput-
ed. She joined Euro RSCG Life
Worldwide in 1987. Formerly
with Goldman Sachs, Murphy
became the chief financial of-
ficer of RSCG North America,
focusing on Group Acquisitions
and Financial Management. In
2003, she became the chief op-
erating officer of Euro RSCG Life
Worldwide. She played a key
role in the growth of the global
network, launching the start-up
of all specialized services (public
relations, medical education, in-
teractive, managed care consult-
ing, and sales training) as well as
overseeing and integrating all of
the major acquisitions.
Murphy was named worldwide managing partner in 2007
and led the network to new levels of organic growth and momentum. Along with her former
partner, Doug Burcin, she had
responsibility for the Havas
Health Global network, which
then consisted of 60 offices and
2,000 employees worldwide.
In 2008, Murphy and Burcin
were awarded Med Ad News
Advertising Persons of the Year.
The decision to combine the
professional and consumer
businesses within Havas was
made after a good look at the
market, Murphy says.
“We looked over the market
and we looked very closely at
what is happening, not only with
what’s happening but what our
clients need from us,” Murphy
says. “And it became very obvious that wellness and health are
continuing and they’re not separating. So if you look at our competitors in their networks they
TOP 2 :
AbbVie’s ira for
to domin e;
Just like l before,
AUGUST 2017 MEDAD NE WS • 11
top 200 medicines annualreport
he world’s top seller
Humira remained No. 1 during
2016 by a huge margin. The
sales-dollar gap between
Humiraaccounted for 63 percent of
AbbVie’s total net revenue during 2016.
The medicine’s sales continued to grow
during thefirst six months of 2017, reaching $8.83 billion, representing an increase
of 14. 3 percent on a reported basis compared to the drug’s performance in first-half 2016. Humira sales are also recorded byEisai, which jointly developed and
co-promotes Humira in Japan.
AbbVie continues to dedicate substantial R&D efforts to expanding indications
for the biologic therapy, including in the
fields of rheumatology, gastroenterology
(pediatric ulcerative colitis), and dermatology (pediatric psoriasis). AbbVie also continues to work on Humira formulation and
delivery enhancements to improve convenience and overall patient experience.
According to EvaluatePharma’s “World
Preview 2017, Outlook to 2022” report,
Humira is still expected to be the top-selling medicine in 2022 at $15.9 billion with
a 28. 7 percentglobal market share.
After generating $13.86 billion in 2015
worldwide sales, Harvoni stayed in second
place during the 2016 calendar year despite a $4.78 billion sales drop-off to $9.08
billion. Harvoni’s global sales continued to
decline during the first six months of 2017,
coming in at $2.75 billion versus the2016
first-half sum of $5.58 billion.
Harvoni is an oral formulation ofledip-asvir and sofosbuvir dosed oncedailyfor
treating genotypes 1, 4, 5, and 6, HCV/
HIV-1 coinfection, HCVgenotype 1 and 4
liver transplantrecipients, and genotype
1-infected patients with decompensated
cirrhosis. In Europe, Harvoni is additionally available for certain patients with
HCVgenotype 4 infection, HCV genotype
3 infection with cirrhosis and/or prior
treatment failure, and those with HCV/
During April 2017, FDA approved a
supplemental indication for Harvoni tab-
lets for treating HCV infection in adoles-
cents withoutcirrhosis or with compen-
sated cirrhosis, 12 years of age and older,
or weighing at least 35kg. Harvoni gained
U.S. approval for pediatric patients with
genotype1, 4, 5, or 6 HCV infection.
Also in April, Gilead revealed positive
results from two Phase 2 studies evaluat-
ing Harvoni tablets in HCV-infected pa-
tient populations not previously studied in
dedicated clinical trials with direct-acting
antiviral therapies. The trials showed HCV
curerates of 99 percent in children aged
6 to 11 years, and 100 percent in adult pa-
tients co-infected with HCV and HBV.
Remicade clocked in as the third best
seller in 2016 with sales ofabout $8.83
billion. Containing the active chemical in-
fliximab, Remicade is used to treata num-
diseases. The TNF-α MAb is marketed
around the world via Johnson & Johnson,
Merck, and Mitsubishi TanabePharma.
Remicade is experiencing biosimilar
competition in theUnited States and Eu-
rope. EvaluatePharma’s “World Preview
2017, Outlook to 2022” report predicts
sales of $2.74 billion in 2022 with a world-
widemarket share of 5 percent.
Like Remicade, Enbrel is a blockbuster
brand competing in the immunology marketplace that was launched in the United
States during 1998 and now faces biosimilar competition. Enbrel (etanercept) sales
for 2016, generated between Amgen, Pfizer and Takeda Pharmaceutical, reached
nearly $8.5 billion. In second-quarter
2017, Enbrel sales for Amgen decreased 1
percentdueto the impact ofcompetition,
offsetpartially by favorable changes in inventory and net selling price (Pfizer and
Takeda’s Q2 2017 results for Enbrel had
not yet become available as this magazine
went to press).
EvaluatePharma analysis projects nearly $5.28 billion in sales for the TNF-α inhibitor Enbrel during 2022 with a global
market share of 9. 5 percent.
Sales during 2016 for Roche and Chugai
Pharmaceutical’s Rituxan/Mab Thera
increased for the second consecutive calendar term, with about 3 percent year-over-year growth to SFr7.3 billion ($7.41
billion). Rituxan/Mab Thera is available
for common forms of blood cancer, rheumatoid arthritis and certain types of vas-culitis. Sales continued to rise despite
competitive pressure. According to Roche,
increasing demand was mainly evident
in China, theUnited States and Europe.
Growth in China was supported by expanded regional access, largely in diffuse
large B-cell lymphoma.
During June2017, FDA approved Rit-
uxan Hycela (rituximab and hyaluroni-
dase human) for subcutaneous injection,
for treating adults with specific forms of
blood cancer. This new formulation joins
together themonoclonal antibodyused in
intravenous Rituxan/Mab Thera with hy-
aluronidase, an enzyme that enables injec-
tion of the medicine under theskin.
First-half 2017 sales for Rituxan/Mab-
Thera as reported by Roche rose 3 percent
to nearly SFr3.84 billion ($3.9 billion)
versus same-period 2016. Sales were bol-
stered by growth in the oncology and im-
munology segments. The largestsales in-
creases were recorded in theUnited States,
up 5 percent to SFr2.12 billion ($2.15 bil-
lion), and the International region, rising 7
percent to SFr658 million ($668 million).
Growth in China was supported by addi-
tional reimbursement approvals as well as
expanded regional access. EvaluatePhar-
ma has projected 2022 sales of $2.58 bil-
lion for Rituxan/MabThera.
Celgene’s Revlimid checked in as the
No. 6-ranked product in 2016 with sales
of $6.97 billion, accounting for a $1.17
billion improvement from 2015. Initially
approved byU.S. regulators in December
2005, the medicine is indicated for multi-plemyeloma, myelodysplastic syndromes,
and mantlecell lymphoma.
The oral immunomodulatory drug is
undergoing several phase III trials covering a range of hematological malignancies
such as multiple myeloma, lymphomas
and myelodysplastic syndromes. In July
2017, the Phase III ROBUST study testing
Revlimid in combination with rituximab
plus chemotherapy(R-CHOP) in patients
with ABC typediffuse largeB-cell lymphoma completed enrollment. Data from the
phase III ROBUST study are anticipated
Revlimid global sales during first-half
2017 rose 19. 7 percent on a reported basis year-over-year to almost $3.92 billion.
Based on the 2017 first-halfperformance,
Celgene’s full-year 2017 guidance for the
medicine ranges from $8.0 billion to
EvaluatePharma expects Revlimid will
be theworld’s second-largest prescription
product in terms of sales during2022. Ac-
cording to EvaluatePharma analysis, U.S.
sales will grow at an averageof 15 percent
per year to about $10.15 billion in 2022,
with 13 percent CAGR globally during
2016-2022 to roughly $14.2 billion.
Sales for Roche’s anti-cancer agents
Avastin and Herceptin in 2016 contin-uedto improveon ayear-to-year basis. The
oncology drugs both produced SFr6.78
billion ($6.89 billion) in sales during last
year. In the first six months of 2017, Herceptin worldwide sales rose 3 percent to
SFr3.54 billion ($3.6 billion) and Avastin
sales declined 1 percent to nearlySFr3.41
billion ($3.46 billion).
Avastin is available for advanced colorectal, breast, lung, kidney, cervical and
ovarian cancer, and relapsed glioblastoma
(a typeof brain tumor). Herceptin is used
to treat HER2-positivebreast cancer and
HER2-positive metastatic (advanced) gastric cancer.
For 2022, EvaluatePharmahas projected that Avastin sales will amount to $4.35
billion and Herceptin’s total will come in
at about $3.65 billion.
Sanofi’s diabetes medicine Lantus
ranked ninth amongall prescription drugs
in 2016 worldwide sales at almost € 5.71
billion ($6.33 billion), down by roughly
$1.38 billion compared to theproduct’s
2015 tally. For the first six months of 2017,
Lantus sales of € 2. 42 billion ($2.68 billion) decreased 16. 7 percent compared to
the first-half 2016 total. Biosimilar competition to the long-acting insulin is expected
to continue negatively impacting sales.
2016 global sales of $5.72 billion were
down for No. 10-ranked Prevnar 13/
Prevenar 13 compared to almost $6.25
billion during 2015 for the top-selling
vaccine worldwide. Prevnar 13 is FDA-approved for adults 18 years of ageand older
for the prevention of pneumococcal pneu-moniaand invasivedisease caused by 13
Streptococcus pneumoniae strains (1, 3, 4,
5, 6A, 6B, 7F, 9V, 14, 18C, 19A, 19F, and
23F). According to Pfizer, Prevnar 13 is
the only pneumococcal vaccine approved
across the entire lifespan.
According to EvaluatePharma data,
Prevnar 13 worldwidesales are projected
to come in at almost $5.75 billion in 2022,
down 1 percent in terms of 2016-2022
CAGR, with global market share during
that time frame decreasing from 21. 9 percent to 16. 3 percent. medadnews
By Andrew Humphreys • firstname.lastname@example.org
AbbVie’s biologic therapyHumira for autoimmune disorders
continues to dominate the sales landscape; Gilead’s once-daily
hepatitis C treatment Harvoni in 2016 repeated its performance
as the world’s second-best-selling prescription medicine.
Humira remains atop the throne
20 • MED AD NEWS AUGUST 2017
emember the days of
er launches? Then you
must be getting old. Just
like the new compounds
that launched in 2013 and 2014, the
top sellers among the NMEs introduced
in the United States during 2015 are
all specialty drugs. In fact, of the top
ten 2016 revenue producers from the
new compound class of 2015, only one
– Otsuka Pharmaceutical and Lund-
beck’s atypical antipsychotic Rexulti
– might not be called a specialty medi-
cine (depending, of course, on who you
ask). And while the numbers are not as
spectacular as Sovaldi’s or Harvoni’s,
three members of the new compound
class of 2015 earned more than a billion
dollars in sales in their first full year on
the market, with Pfizer’s Ibrance gen-
erating morethan $2 billion. Unlike So-
valdi and Harvoni, though, these three
continue to grow.
First approved on an accelerated basis
in February 2015, Pfizer’s breast cancer
drug Ibrance earned $723 million in revenue that year and an impressive $2.14
billion in 2016, making it the leader of
the new compound Class of 2015 and
the largest single brand source of revenue growth in Pfizer’s entire portfolio.
According to a report by the market research company Statista, Ibrance will
be the seventh highest-selling oncology
drug in the world by2020, with projected sales that year of $4.7 billion.
In February 2016 FDA approved a
supplemental NDA expanding the use
of Ibrance 125 milligram capsules to
includethe treatment of hormone re-
first year after launchspecialfeature
By Joshua Slatko • email@example.com
The specialties win again
Just like last year and the year before, specialty drugs dominate this year’s
list of top performers in the most recent first year after launch class.
We asked Adrienne Morgan and Geetiksa
Prasad, the account and copy leads for
Ibrance at H4B Chelsea, about their agency’s
work with Pfizer’s star breast cancer brand.
What doyou think the mostinnovative componentof the
Ibrance campaign hasbeen, and why?
The most innovative component of the Ibrance campaignis
surprisingly simple:the beam artwork. Not for the obvious reason
of being an icon that communicates female empowerment and
combinationtherapy, but for beinga foundational and flexible
design element we’ve been able to evolve over time. When the
Ibrance + fulvestrant indication was approved in2016, we leveraged the beamsto create the cover of a journal ad that was exciting, new, and inviting.We reinvented the beams but maintained
continuity with the campaign since this journal ad ran only a year
after launch. Our latest campaigniteration has completely new
copy and a newbackground, showcasing that the MBC landscape
is changing, but first-in-class Ibranceishere to stay.
Separately, we created campaign tocelebrate the 2-year anniversary of Ibrance’s launch. We knewcompetitors were coming and
wanted to make sure that Ibrance wasrecognized as the pioneer
of CDK4/6 inhibitors. The rich purple andbright greencolors paid
homage to the launch campaign without using the beams. Two
years may not feel like a long time, but when you’re talkingabout
helping thousands and thousands of women, it’snever toosoon.
As Mike Tyson once said, “Everyone has a plan until theyget
hit.” What key adjustments were made to the Ibrance cam-
paign post-launch,once all the data started pouring in?What
would you saythe biggest post-marketsurprises were, and
howdid you respond tothem?
Ibrance essentially relaunched every year for the first two years
after launch. More data meant more label updates,and we updated the campaign every time. The first iterationfeatured anew
headline and a reinvented use of the beams. The second iteration
featured another new and improvedheadline as well as a new
background designfor the campaign.
An interestingsurprise soon after launch was learningthat
oncologists considered Ibrance to be chemotherapy. We heard
it casually at marketresearch and alsoin feedback from the sales
force. Though we understood where that misunderstanding came
from, we needed torectify it quickly. Someimmediate changes
included simplifying our MOA story and incorporating messages
that helped distinguish Ibrance from chemotherapy. We also went
beyond promotion to arm the reps withsmart ways to engage in
compliant conversations that helped the oncologists appreciate
just howunique Ibrance is.
Another surprise was the expanded approval Ibrance received
when the label was updated a second time.We neededto
announce this approval even though the bigger newswas that
we now hadfirst-line Phase III data. Our solution was toincorpo-rate the expanded approval messaging intoourcorestory while
keeping the overall focuson trial results.
Talk about the relationshipbetween the agency and Pfizer
Oncology. What made it work so well?Whatchallenges did
you face?What lessons have you learned?
We’re fortunate to work with a group of marketers whoappreciate
the expertise an agency brings. Our clientsseeus as partners,
whichis critical to our success to date. Finding opportunities to
collaborate –both within the walls of Pfizer and across different
agencies – showcased our ability to be an outstanding partner.The
kind of partner who’s there to celebrate the good times and make
the most of the not-so-good times.
The learningcurve for us whenwe first took over the business
was very steep. The marketing team had alreadyinvested years
into Ibranceand we were clearly the new kids onthe block. We
quickly learnedhow to provide creativesuggestions and solutions
even when history may have precluded creativity from being
an option. We turned being the newbies into a strength and an
opportunity todo more.
And finally, we have a respectful and friendly rapport with our
clients. We can talk shop just as easily as we can talk about things
outside ofwork, which adds an easeand comfort to our working
What are a coupleof key elements that all great launches, big
For us a great launchisdefined by three important elements: noticeable brand presence,excitement in the industry, and impact on
the market.Whetheryou’re first to market or fifth to market, your
brand hasto standout. A successful launch is one where the name,
look, feel, and expressionof a brand are strong and memorable
enoughto distinguish thebrand.
Launching is all about creating a buzz. When healthcare professionals get truly excited about thepossibilitiesof a therapy – there-sults can be amazing. Of course there are HCPs whoare set in their
ways orhesitant to try something new, but when you can leverage
the curiosity and confidence of HCPs, youcreate anenvironment
where a brand cansucceed.
A successful launch fundamentally changes how the market
approaches treatment. One clear shift we noticed with Ibrance was
that, for the first time in over a decade, HCPsexpected more for
their patients withmetastatic breast cancer.We knew KOLs were
starting to describe MBC as a chronic condition, and that meant
we could help other HCPs recognize that Ibrance was changing
the game in MBC.HCPs were reconsidering their treatment approach. They were questioning if there really was more they could
dofor these patients. And in the end, they were revampingtheir
overalltreatment approachso their MBC patients could experience superior outcomes.
How have you keptthings fresh for key stakeholders beyond
your target HCPs?
It’s important to keep the sales force excited about the brand,
and sometimes people can lose sight of that. After a year of the
traditional rep training materials, we shook things up with an
internal initiative that featured a fresh new design and leveraged a
cool and playful tone. We wanted to make sure reps were engaged
throughout the process of learning, because Ibrance had newdata
and informationcoming out every few months. By having fun with
the creative process, we infused funinto the rep training experience. Andthe sales force loved it.
So what’s next for Ibrance?
Our next step is all about staying astep aheadof our competitors.
Ibrance will soon be one of three CDK4/6 inhibitors available for HCPs.
Based on itsown merits, Ibrance isa blockbusterin MBC – but now
we have tomake sure itstandsup to the impending competition.
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2 years of milestones.
So many lives touched
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AUGUST 2017 MED AD NEWS • 25
Lions Health 2017 Recap
By George Giunta
VP, Creative Director
Ogilvy CommonHealth Worldwide,
part of WPP Health &Wellness
My trip to the 2017 Cannes
Lion Festival for Creativity
was full of so many amazing moments, but there
were two things that stood
out for me. Thefirst was a
talk by Michael Massimi-no, a NASA astronaut also
known as Astro Mike. The
second was a presentation
by Bjarke Ingles, world-re-no wned architect. I liked
that these two very different people had one common
thread, space. One was in the outer limits of it, and the
other was working with thechallenges ofit every day.
Each one of them left me with a soundbite that has been
playing in my head ever since I came home.
Astro Mike is about my age and like me was born
in Long Island to an Italian family; I immediately felt
a connection with him. While I went on to pursuemy
childhood dream of becoming an artist, Mike pursued
his childhood dream of becoming an astronaut. He
even showed us a picture of himself with his Astronaut
Snoopy doll, the samedoll my brother slept with every
night in the bunk above me. Mike went to Columbia to
become an engineer, and furthered his education, ulti-matelyearning a doctorate from MIT, all with an eye on
becoming an astronaut oneday.
Mike’s storywas focused on his long journey to be-
coming an astronaut, and the trials and tribulations he
experienced along the way. What I remembered most
about Mike’s talk was something his friend told him af-
ter thesecond or third rejection letter from NASA. Mike
was wondering what all his hard work was for, and if
he would ever reach his goal. He contemplated wheth-
er it was all worth it. His friend told him to “only hold
your regrets for 30 seconds,” then move on. Mike’s first
reaction was “that’s not possible,” but his friend’s sug-
gestion stuck with him. After a long weekend, Mike was
able to let go and he started focusing on the road ahead,
and it changed his life. He said the 30-second part was
not too realistic for him although he did realize that the
power of moving on would get him to his goal. It was a
wonderful message for me to takeaway, for I too have
been faced with many bumps and bruises on myjour-
ney in the arts.
The second presentation that deeply affected me was
from Bjarke Ingles, an architect I was first exposed to on
the Netflix series Abstract. I was so excited to see him
speak that I think I elbowed Scott Watson in the ribs
as he sat in the seat next to me. Bjarke talked about his
process and his company’s philosophy of mixing great
design with sustainability. This guy is more of a rock
star than an architect: his clients love him, he is literally
changing the landscape of the world, and his critics love
to rip him apart. It doesn’t help that his company web
address is www.big.dk.
At one point he was in the middleof talking about inspiration, when he stopped himself and said, “we don’t
look for inspiration, we just put our heads down and
work.” Bjarke believes great work is accomplished by
doing just that, working. It was reassuring to hear this
from him because I often come across people who are
not connected to thecreative process and think wepull
ideas out of theair willy-nilly—there is so much more to
what we do than that. Great creativity is about putting
your nose to the grindstone and working your ass off
for years. The process is much more visceral than most
people realize. With each creative exercise wecomplete,
we further develop the muscles it takes to build intuition, passion, and sound decision making. Bjarke’s accomplishments at such a young age give a clear example
ofthe benefits of hard work, and what it takes to be a
passionate, successful creative.
By Elliot Langerman
Chief Creative Officer, New York
Cannes Lions is al ways
hard on me, spiritually.
I can already smell your
objections through the
screen. So, let’s first dispel
with theobvious. Yes, it’s
the South of France. Yes,
it’s roséand corporate ex-penseaccounts,andyes,
But it is also brutal.
Not in the existential
crisis way that seems to accompany the show every year
and especially this year. See: Sadoun’s announcement;
the “this isn’t real advertising” crowd gaining in volume
and volume; and an even greater-than-usual number of
self-published-on-Medium, the-show-has-gotten-too-big, think pieces.
Or even in the “Boy, I need to exercise greater self
control at the bar when traveling with current- and
would-be colleagues” way. Although, maybe.
No, for me, the anxiety isn’t existential. it’s Manichean.
On the one, it is a moment ofbrilliant optimism and
Just look at what is possible! At the breathtaking am-
bition, ingenuity, and impact ofthe work! New products
spanning the tech spectrum (beads! VR!) that literally
will save someone’s (or lots of someone’s) life! Print so
beautiful that it transcends advertising and has become
art. Stories so richly realized and emerging from such
a deep-spouted human truth that tears are inevitable.
And of course, damn, they convinced the client to go
A second look at it all and I am intensely humbled.
Defeated. It’s all so… good. So then I am jealous. And
with a little more time for stewing and perhaps some of
the aforementioned rosé, even a little angry. All of this
work… so much of it from other agencies and people.
Sure, I’m happy for them. I’d be happier wereit me.
As a clinically competitive person (so revealed to
me at a therapists appointment in the2nd grade… my
mother, she meant well), I can get a littlemixed up and
it can be tough to swallow.
So, yes, it is hard.
But never because I question its value or “rightness”
or what it all means.
Theonly thing it makes me question is myself.
Only at Cannes does it all glom together in oneplace
to deliver a massive, thunderous brain-and-heart punch
of made of equal measures “Anything is possible!” and
“Shit, I need to work harder and smarter and relentlessly pursue inspiration and productivity or otherwise see
my fragileself-conception crumbleand be revealed as
And thus it is essential.
I’d wager I’m not the only one for which this is true.
Because without the mad desperation that comes
from it, the rivals and community to spur us on, a shared
lovefor what we do, the inspiration-by-example to do
better, the undeniable brilliance of others to see that
thereis better … (deep breath) … without others fighting thesame fights, and incontrovertible evidence of the
power of either too-brave-or-too-stupid (but who cares
which) thinking to know that the impossible-isn’t-im-possible … (another deep breath) … then we’re all just
working in banking.
Or somewhere in mid-flight between thebridge and
Viva la Cannes.
Winning at Cannes Isn’t Easy.
It’s Not Impossible Either.
By Rich Levy
Amid the whirlwind that
was last month’s Cannes
Lions Health festival,
three industry insights
truly resonated. Thefirst
two statistics are interrelated: non-healthcare
agencies account for 80%
of entries and 90% of wins
for Pharma and Health &
Wellness. The third number, announced during
the ceremony itself, is that only 1.7%of total entries
win a Bronze Lion. That number gets incrementally
smaller for Silver and Gold Lion wins. The competition
is the finest in the world. The judging leaves nothing
to chance. Any way you look at it, winning a Lion at
Cannes is really hard.
By Andrew Humphreys • firstname.lastname@example.org
Lions Health 2017 Takeaways
Ogilvy CommonHealth Worldwide
Lions Health 2017extrafeature
Leading healthcare and pharma
from around the globe convened
at the fourth annual Lions Health
festival on June 17-18 in Cannes,
France. Key trends and issues in
healthcare communications were
examined during “two days of life-changing creativity.” Following are
perspectives on various topics from
some of the industry experts who
attended this year’s event ...
TDonna Murphy, Global CEO, Havas Health & You
TO THE INNOVATORS
Pioneers who are steering innovations in pharma advertising,
clinical trial imaging, and R&D are the focus.
TOM AY TO,
TOM A H TO.
(WE NOW SAY BOTH.)
IT IS WITH GREAT PLEASURE
THAT WE ANNOUNCE
THE CARLING GROUP OF COMPANIES
HAS JOINED THE FISHAWACK GROUP OF COMPANIES.
A MEMBER OF THE FISHAWACK GROUP OF COMPANIES