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The identities of the most successful brands are established well before launch. A good publications plan assures that the market is ready for the product at the same time that the product is ready for market. It is a dynamic, highly integrated process. Successful presentation of original and derivative works requires sequential, yet simultaneous planning, often in a compressed timeframe. The Clinical Edge™ four-point methodology -- plan, manage, evaluate and adjust -- helps our clients stay ahead of an evolving marketplace. |
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Since 1992, Churchill Communications and Clinical Edge™ have developed dozens of publications plans for many of the world’s largest biopharmaceutical companies. This experience, and the relationships that we have established with journals, professional associations and opinion leaders, enables us to identify quickly the most appropriate outlets for clinical data. |
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Planning begins with a series of interdisciplinary team meetings to review all study reports, product positioning strategies and competitive benchmarks. Together, we will identify communications activities, targets and the resources needed to assure success. We will also establish the program’s objectives, project timelines, contingency plans and measures of success. |
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Program management requires a combination of publishing know-how and state-of-the-art management tools. Our staff has a broad range of publishing experience as clinicians, academic faculty, association leaders, and journal editors. Our Clinical Edge™ publishing database contains detailed profiles of journals, associations, key opinion leaders and clinical studies. The program management tools contained within this relational database help our staff to orchestrate a multitude of variables while alerting our clients of issues that may require pre-emptive action. |
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Programs must be evaluated regularly to assure that our original assumptions remain relevant. Specific evaluation criteria are established during the planning phase of the every program. Subjective evaluations may include message resonance, stakeholder satisfaction and the impact of competitive developments. Objective evaluations often include achievement of specific milestones, placement success rates and the number of exposures to a specific communications activity. |
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Revisions to messages, milestones and targets are often required to address competitive developments. Decisions may be taken to expand the target audience, add new indications or include additional opinion leaders in the publications process. Once adjustments are made, the process of planning, managing, evaluating and adjusting begins anew. |
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