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With Rx EDGE,
pharmaceutical marketers have access to the
metrics that are required to determine return on
investment. Rx EDGE is one of the few
DTC vehicles for which results can be reliably
measured, thus enabling marketers to evaluate
the impact of their in-store campaigns and
optimize their investment.
Research methodology
The impact of Rx EDGE is measured through an
independent research company that analyzes
weekly TRx and/or NRx script sales data using a
matched-panel technique.
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Matched Test and
Control panels, representative of
the retailers’ store base, are created
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Matched pairs
are developed based on key components such
as sales patterns, geography, and
demographics
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Panels are refined
further based on volume during the base
period, typically twelve weeks
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Usage of the base
period insures that scripting
volume was comparable in Test and Control
stores prior to the Rx EDGE program launch
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Relative changes in
sales are compared for the Test
vs. Control panels to determine the Rx EDGE
program’s effect on sales.
Rx EDGE delivers
results
The average lift in prescription volume, based on over 300 measured in-store DTC programs, is 11.2%. The chart below provides a snapshot of results across a variety of categories.
Return on Investment…A
key measurement of
success
The sales lift data for each Rx EDGE cycle can
be converted into manufacturer’s incremental
revenue for a quick and accurate ROI analysis.
Rx EDGE has generated an average ROI of over $7.00 for every dollar invested, a dramatically higher return than most other direct-to-consumer advertising vehicles. According to a recent IMS Health survey of DTC’s return on investment, the median ROI of DTC campaigns was $2.04.2
1 Research conducted by Retail Intelligence Inc. for Rx EDGE retail pharmacy programs. Average TRx or NRx sales increase during post-installation period in supermarket, mass and/or drug outlets.
2 2008 IMS Study, median ROI of DTC campaigns among the top 25 spending DTC brands
3 ROI calculated using script lift and client supplied pricing data.
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