The four newest luminaries honored by the
1960s After studying art/advertising at
1970s At William Douglas McAdams, becomes lead creative director on Roche account; promoted to executive art director and SVP overseeing all products.
1980s-2000s Becomes head of new
2013 Retires from
Many of the pharmaceutical industry's most memorable brand images over the past three decades were born in a little corner store called
After completing his studies in art and advertising,
Soon, Domanico felt right at home. In the early years of his career at Klemtner, he built his reputation with original work on the Pfizer antibiotics Terramycin and Vibramycin, among others. Within three years, he was named senior art director at Shaller-Rubin, where he developed creative for clients like ER Squibb,
Just two years after joining SR, he was promoted to head the agency's entire healthcare division. And two years after that, in 1973, he was recruited to join the
But the most important step in Domanico's career pathway came in 1983 when he was named the head of a new
Through a number of changes on the front door-from
Behind all this success lies an idea Domanico calls "brand personality"-a series of identifying markers, whether visual or textual, that are so attuned to the differentiating characteristics of the brand and the needs of the audience that they become almost subliminally associated with the brand. He knew this "brand personality" strategy was working, Domanico says, when he heard a story from a Vasotec sales rep about the green embossed seal that
"A sales rep went in to see a physician, and when he pulled out [our marketing piece], the physician said, 'You told me about this already last week.' 'No,' the rep replied, 'it's the first time I've been here.' The physician had seen the ad and recalled it and he was telling the rep that 'I already saw it.' And from that point we just kept building and using that strategy, and we developed brands that were iconic from that point."
After nearly 50 years in the industry, Domanico's passion for healthcare marketing remains undiminished. In fact, he believes that that passion was one of the key elements to his success.
"If you don't love what you do, you're never going to put into it what it needs, and believe me, clients see the passion, they see the love, they see the dedication and if you don't have that, you're not going to be successful," Domanico says. "I used to watch these people who were going to work by train with the looks on their faces rushing to get home, rushing to get to work, always stressed, and I was smiling from ear to ear because I love what I do. I was having a great time, and I felt so bad for them. I said, 'I'm going into the office, we're having fun, we have creative challenges, we have great clients.' It was terrific."
Early in his career, Domanico built his reputation with original work on such brands as Upjohn's Rogaine for male pattern baldness. He went on to establish the personality of some of the industry's most iconic brands
1960s-70s Hired as a writer/editor at Medical Economics; after eight promotions in 14 years, becomes president of
1980s After acquisition of MEC by
Name a well-known, well-respected medical journal, and
"My move to Medical Economics from the
"I was assistant financial editor of the newspaper, so 'business magazine' appealed to me, and I supposed it must be Fortune, Business Week or Forbes. When I got an envelope in the mail with a sample copy, I was disappointed to learn that the opportunity was with a publication called Medical Economics, which I had never heard of."
But after reading the sample copy, Dowden discovered that Med Ec was better-written than the newspaper for which he was working. He took the job-launching a career at the
While there, Dowden shaped a business strategy for Med Ec that proved highly successful: converting many specialist readers to paid circulation and sharing the subsequent savings with advertisers through rate reductions that led to a significant increase in ad pages.
During Dowden's tenure, Medical Economics carried more pages than any other trade or professional magazine in the US. He applied similar innovative thinking to the expansion of Physicians Desk Reference, by promoting sales of the annual reference to non-physicians. The result: 800,000 copies distributed per year, half paid by individuals, half by pharmaceutical company listings.
Then the entrepreneurial bug struck. In 1988, along with his son Mark and mentor
Dowden's innovative business sense was no less acute with his own company than it had been previously. For example, the
More than five decades after the fact, Dowden feels fortunate to have chosen the clinical journal path, as his field has grown in significance. "While nonclinical editorial is important," he says, "nothing surpasses a physician's need to keep up. The trend toward specialization reinforces the necessity of having strong clinical journals."
Not surprisingly given his success, he believes that great careers are made from a willingness to learn. "Looking back 50 years, I'd say the best advice would be to take every opportunity to broaden and deepen knowledge of the healthcare field," Dowden says. "The greater one's knowledge, the more successful he or she will be."
Dowden moved to Medical Economics for an editorial post in 1963. Eight promotions later, he became president of the company in 1977, shaping an acute business sense that would serve him well when he launched his own publishing company a decade later.
1960s Joins Burroughs Wellcome's ad department in
1970s Founded ad agency
1980s Moved to
He banded together with three friends and drove a Volkswagen Microbus all the way from
The limitations of the marketplace meant little to him, though; after stints with
"That was a tiny market," Lewis says. "So when you pitched for a piece of business, whether it was
This situation had a useful side effect for Lewis's chops as a marketer; unlike the modern agency staffer who might work on just one or a handful of brands in a year, he spent his time in
"Someone once asked me, 'Clive, are you a suit or are you a creative?'" Lewis recalls. "And I said, 'Well, both, because in a small market you couldn't afford to have account people and copywriters.'"
After growing to dominate the South African marketplace,
In this early success, Lewis was riding the leading edge of a wave that would transform the industry. Previously, pharma companies had recognized the need to create locally relevant materials but had no one to create them, as almost all advertising materials were created either in the US or in
As his agency transitioned from local to international, Lewis became one of the early champions of the concept of brand consistency across markets. "Take a big brand and pull in all the current ads and sales aids that your subsidiaries are using, and put them up on a wall," he says. "It'll feel like 10 or 15 different brands. In many cases, even the word-even the logo type, the brand name will be slightly different. It'll use different typefaces. The ads will have different colors. They'll use different kinds of benefit promises. The visuals will be all over the place."
In swimming against this current, Lewis helped create the modern global brand. And he was given ample opportunity to display the wisdom of his choice; with
Having started from scratch in a Volkswagen Microbus to bring his agency and his ideas to global prominence, Lewis is a strong believer in the power of an intense desire to succeed.
"One of my favorite maxims is, if you can conceive it, you can do it," he says. "So many people I've met, when I tell them I drove halfway around the world, they say, 'That's something I always wanted to do.' Well, you don't want to be rude, but you almost tend to just say, 'Well, what stopped you?'"
Lewis helped establish the modern global brand and devised such global campaigns as megabrands Losec/Prilosec
SERVICE TO INDUSTRY AWARD:
1970s After working at Advertising Age and freelancing for a variety of other publications, named executive editor of Product Management, a Medical Economics publication. During 20 years with the company, moved from editorial to overall management running the book division to publisher of all clinical journals, medical education, strategic planning, and international.
1990s Spends several years as general manager of Advanstar.
2000s Focuses on international medical education with a variety of organizations, including the
If ever anyone has been able to weave together career and service in the healthcare publishing and education community, it has been
But her record of service to the industry is what makes her stand out, earning her the MAHF's Service to Industry Award. She's served as president of the
At HBA, Pritchard developed the concept for what became the EDGE Benchmarking Initiative; led a team that reimagined the chapter structure resulting in the creation of HBA affiliate chapters; helped develop the Mentor concept; and hired HBA's first full-time CEO. At AMP, she worked to broaden the voice of the organization to be more customer-focused and in touch with the times. And at HMCC, she made a number of significant changes to broaden and expand the organization and received its President's Award.
Pritchard's passion for mentoring and service does not stop with the HBA or the healthcare industry. She's also a member of the Prison Visitation and Support organization (PVS), where she visits monthly with women prisoners at the
"My involvement with many industry organizations wasn't really planned or initially with any goal in mind," Pritchard says. "I've firmly believed in giving back and participating in a broader way in the industry that I've been so committed to." When asked about volunteer service, Pritchard urges colleagues to look beyond just raising their hands. "Pick an organization where you think you can make a difference," she says, "and pick specific areas either where you have a real passion or want to learn new skills."
Earlier in her career, Pritchard frequently set long-term goals for herself-five-year and 10-year plans, as it were. But as she grew into leadership, she found that adhering too strictly to such goals can deflect a person from great achievements. "Goals in themselves can be limiting and keep you from taking risks and opportunities," she says. "Think about what you want your legacy to be-not so much what you will have accomplished-but what impact can you have to improve the lives around you. And just as we encourage more interactive exchange and learning amongst health professionals, strive to be involved and an active participant in all aspects of healthcare communications, and not just here but globally."
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