Martino Flynn Expands Consumer Healthcare Practice

Martino Flynn, LLC, recently added Insight Pharmaceuticals and Boiron USA to its consumer healthcare client portfolio. These companies join a growing roster of clients in the agency’s healthcare niche, which includes pharmaceutical companies, health insurers, and medical device manufacturers.

“Martino Flynn has been successful in developing a specialty market within the healthcare industry because of our distinct ability to cultivate brand awareness,” said Kevin Flynn, partner, Martino Flynn. “Often new business clients come to us with well-established, but sometimes dormant brands, and we help them realize their true market potential.”

Martino Flynn utilizes its creative expertise to communicate brand messages for clients such as Blaine Pharmaceuticals, Preferred Care, Strong Hospital’s University Urology Associates, CooperVision, and BD Medical. The agency’s strong background in retail trade and practitioner communications has enhanced its understanding of the mind of the consumer, and with the addition of Insight Pharmaceuticals and Boiron USA, Martino Flynn will expand its consumer market experience.

Martino Flynn has been named the agency of record for Insight Pharmaceuticals and will provide marketing support for several national name brands, including Anacin, among others. Insight Pharmaceuticals, headquartered in Langhorn, P.A., manufactures and markets numerous over-the-counter medications that relieve common ailments.

In addition, Boiron USA, one of the world’s leading suppliers of homeopathic medications, has chosen Martino Flynn as its marketing communications partner. Martino Flynn will re-launch Arnica, a topical anesthetic that reduces minor aches and pains, through a variety of mass-market channels.

“I believe a key to our success in the healthcare market is the way in which we integrate all facets of communication, including advertising, public relations, and interactive, to take a creative approach to disseminating brand messages,” added Flynn.

Tips on choosing a PR agency (and how to get the most out of it) from Margie Zable Fisher

Guy Kawasaki offers Zable Fisher’s ‘The Top Ten Reasons Why PR Doesn’t Work’, a list of tips on getting the most from a PR agency. I think my title (above) is a lot more accurate (Guy’s doing a little bit of classic linkbaiting by making the subject a lot more controversial than it actually is). The gist of it all: educate yourself about how PR works before you set expectations and let your agency do its job. PR is a great tool for businesses of all kinds but there is a right way and wrong way to do it.

Now for my Wall Street Journal PR story (every client seems to want to be on Oprah or get covered in the Journal):

In a previous job long long ago I worked for a software company. We managed to get an interview with Walt Mossberg, the most influential writer in the technology press. This is a big deal because if he reviews your product favorably your business can go though the roof overnight. Our CEO did the interview, demoed the product and the very sceptical Mossberg seemed to like it- he went online and signed up for the service right after the interview. Only one problem: We’d jumped the gun. The new features weren’t up and running smoothly. We never heard from him again.

Moral: Even if you get the big opportunity don’t go for it unless you’re prepared to handle the upside and the potential downside. The CEO wouldn’t put off the interview for a few days while bugs were fixed and, as a result, Walt probably won’t take his call again. A good PR agency wouldn’t let that happen.

Wear a robo-helmet and silver cape? Use Gmail.

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This is featured as a bullet point in the ‘What’s new’ area of your Gmail account. This cracks me up but I’m a geek. I love that Google gives their engineers the freedom to be creative but could they be unintentionally alienating a larger audience with this kind of ‘marketing’?

Information Architecture, Landing Pages and Search Optimization

Aaron Wall’s SEObook has a post today on the importance of how you organize the pages on a site relative to the site’s ability to be indexed by search engines. This tracks well with some things I’ve been observing while trying to get search marketing (PPC) campaigns to work with larger corporate sites that pre-exist those campaigns. Here’s an example:

  • XYZ Corp comes to us with a new product that they want to promote online to generate qualified sales leads
  • Their site, XYZ.com, has been around for a long time (in web years) and has grown organically far beyond any well-planned site architecture. Pages have been added here and there, sub-sites stuck on as new products were introduced, various old pages that are outdated are still accessible, etc. It’s an overgrown weed driven by the corporate imperative that everything on the web fall under the primary branded site. This is a common situation.
  • We want to promote the new product via natural/organic search results and with pay-per-click search marketing. The desired conversion is a request for a white paper with a certain amount of visitor information provided and an opt-in option to be contacted. This conversion defines the desired ‘lead’.
  • A new Product section of the site is planned, keyword research is completed and the new area is optimized with good descriptive content, page titles, alt tags, etc. PR sends out a new product release that generates some authoritative inbound links from other sites. Everything is hunky dory from a SEO perspective.

Or is it?

Our keywords aren’t just relevant to this product area, they relate to other products and services of XYZ Corp. So searchers who want to know about our new product may get directed to other, older parts of the corporate site that have higher PageRanks due to more inbound links, age, etc. Our pay per click ads will get them to the new Product area but, because the older site has been around longer (as has its competition), we’re going to have to bid up a lot to get where we want to on the results page. We may even be competing against ourselves.

The problem here is that we don’t want our visitors to get to the corporate site. It is confusing and it may not be easy to find our new product area. Any required extra clicks dramatically reduce the likelihood of a conversion.

So how do we fix this? A landing page? Redesign the whole parent site? Get a unique URL and build a new site? None of these options are attractive in the long run.

The answer is that large sites should be built on strategically planned site architecture, architecture that can expand without breaking the natural navigation and information flow of the site as new pages are added. By spending time planning this critical aspect of the site and establishing ground rules for upgrading the site, many of the problems in this example can be avoided. That’s why we spend a lot of time upfront on planning when we design new sites- Great information architecture guarantees a site that will enhance your business model for years to come.

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