Wednesday, May 7, 2008
Airline Flight...3000 Miles With A Squalling Brat
Home Staging - Necessary?
GSK Data Suggests Efficacy of Advair(R) and Serevent(R) is Not Impacted by Genetic Profile
Genetic Profile
RESEARCH TRIANGLE PARK, N.C. and PHILADELPHIA, March 16 /PRNewswire/ --
Data presented today by GlaxoSmithKline showed that genetic differences at
the site of the beta-2 adrenergic receptor gene in asthma patients did not
lead to different responses to Advair Diskus(R) (fluticasone propionate and
salmeterol inhalation powder) or Serevent Diskus(R) (salmeterol xinofoate
inhalation powder).
Past prospective clinical trials have found that the use of
short-acting beta-agonists, such as albuterol, were linked to worse
outcomes in patients with asthma with the Arg/Arg genotype of the beta-2
adrenergic receptor gene. In the research presented today, those patients
with the Arg/Arg profile responded to Advair (the combination of an inhaled
corticosteroid and a long-acting beta-agonist) or Serevent (a long-acting
beta-agonist) treatment as well as those patients with the two other forms
of the gene (Arg/Gly and Gly/Gly).
The data (abstract #554) was presented by Eugene R. Bleecker, M.D., a
professor of medicine and co-director of the Center for Human Genomics at
the Wake Forest University School of Medicine at the 2008 American Academy
of Allergy, Asthma and Immunology annual meeting in Philadelphia.
"This study was the largest prospective study of the impact of genetic
differences in the beta-2 adrenergic receptor on response to asthma
therapy, and we were encouraged to see that patients with the Arg/Arg gene
variation responded to Advair and Serevent therapy just as well as patients
without that variation," said Dr. Bleecker. "This study is a large step
forward in furthering our knowledge of the interplay between genetics and
therapy in asthma."
The 544-patient trial evaluated three groups of patients: those with
the Arg/Arg genotype, those with the Arg/Gly genotype and those with the
Gly/Gly genotype. Patients were treated for 16 weeks with either Advair or
Serevent.
The results showed that there was no significant difference between any
of the three genotype groups for the primary endpoint, morning peak
expiratory flow rate, and all genotype groups showed sustained improvement
on treatment with Advair or Serevent. There was also no difference between
the improvement recorded for each of the three groups on the secondary
endpoints of forced expiratory volume in 1 second (FEV1), symptom-free days
or use of a rescue inhaler.
A sub-analysis of that trial was also presented today at the AAAAI
meeting (abstract #509) by Harold Nelson, M.D., professor of medicine at
National Jewish medical and Research Center in Denver. Dr. Nelson's
analysis found that the incidence of asthma exacerbations, defined as
worsening asthma requiring ED-visit/hospitalization or any medication
beyond protocol, did not differ by genetic profile, further suggesting that
having a genetic variation in the beta-2 adrenergic receptor does not have
an effect on response to Advair or Serevent.
Further research on the same group of patients (abstract #552) was also
presented, examining more closely any link between genetic differences in
the beta-2 adrenergic receptor gene and response to therapy. That trial
looked at 11 different genetic polymorphisms or haplotypes on that gene and
found that no single variation was associated with a differential response
to Advair or Serevent.
Advair Diskus combines two medications in one device to help prevent
and control asthma symptoms. Asthma causes inflammation (swelling in the
airways) and airway constriction (the tightening of muscles that surround
the airways), and Advair contains both an inhaled corticosteroid,
fluticasone propionate, to reduce inflammation; and an inhaled long-acting
bronchodilator, salmeterol, to help prevent and reduce airway constriction.
Advair is for people who still have symptoms on another asthma controller,
or whose disease severity clearly warrants treatment with two maintenance
therapies.
Important Information about Advair Diskus
Advair Diskus won't replace fast-acting inhalers for sudden symptoms
and should not be taken more than twice a day. Advair Diskus contains
salmeterol. In patients with asthma, medicines like salmeterol may increase
the chance of asthma-related death. So Advair Diskus is not for people
whose asthma is well controlled on another controller medicine. People
should speak to their doctor about the risks and benefits of treating their
asthma with Advair Diskus. People taking Advair Diskus should see their
doctor if their asthma does not improve. People should tell their doctor if
they have a heart condition or high blood pressure. Some people may
experience increased blood pressure, heart rate, or changes in heart
rhythm. Advair Diskus is for patients 4 years and older. For patients 4 to
11 years old, Advair Diskus 100/50 is for those who have asthma symptoms
while on an inhaled corticosteroid.
Important information about Serevent Diskus
Serevent Diskus does not replace fast-acting inhalers for sudden
symptoms and should not be taken more than twice a day. In patients with
asthma, medicines like Serevent may increase the chance of asthma-related
death. People should talk to their doctor about this risk and the benefits
of treating their asthma with Serevent Diskus.
Serevent Diskus should not be the only controller medicine prescribed
for a person's asthma and is not a substitute for anti-inflammatory
medications (inhaled or oral corticosteroids). People should tell their
doctor if they have a heart condition or high blood pressure. Some people
may experience increased blood pressure, heart rate, or changes in heart
rhythm. People should see their doctor if their asthma does not improve.
Serevent Diskus is indicated for the long-term, twice-daily (morning
and evening) administration in the maintenance treatment of asthma in
patients 4 years of age and older. Serevent Diskus is also indicated for
the prevention of exercise-induced bronchospasm in patients 4 years of age
and older. Serevent Diskus is indicated for the maintenance treatment of
bronchospasm associated with chronic obstructive pulmonary disease (COPD)
(including emphysema and chronic bronchitis).
About GlaxoSmithKline
GlaxoSmithKline is one of the world's leading research-based
pharmaceutical and healthcare companies. GlaxoSmithKline is committed to
improving the quality of human life by enabling people to do more, feel
better and live longer. For company information visit http://www.gsk.com.
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Via: Healthcare
The best walking cities in all 50 states
The greatest number of parks per square mile:
Des Moines, IA
Lawrence, KS
Louisville, KY
Ann Arbor, MI
Santa Fe, NM
Newport, RI
Greenville, SC
Alexandria, VA
Seattle, WA
Known for walking commuters
The highest percentage of residents who get to work on foot:
Tempe, AZ
New Haven, CT
Bloomington, IN
Cambridge, MA
Biloxi, MS
Portsmouth, NH
Cincinnati, OH
Stillwater, OK
Vermillion, SD
Burlington, VT
Laramie, WY
Known for safe streets
The fewest number of crimes, based on population:
Bozeman, MT
Grand Forks, ND
Fremont, NE
St. George, UT
Appleton, WI
Known for fitness walking
The greatest percentage of people who hit the pavement for exercise:
Fairbanks, AK
Little Rock, AR
Boise, ID
Waterville, ME
Philadelphia, PA
Morgantown, WV
Known for desirable destinations
The highest number of stores, restaurants, and theaters within walking distance of the town's center:
San Francisco, CA
Atlanta, GA
Honolulu, HI
Chicago, IL
Baton Rouge, LA
St. Paul, MN
Reno, NV
New York, NY
Memphis, TN
Austin, TX
Expert faves
Top picks from professionals working to make communities more walkable:
Birmingham, AL
Denver, CO
Wilmington, DE
St. Petersburg, FL
Silver Spring, MD
Kansas City, MO
Charlotte, NC
Trenton, NJ
Portland, OR
How's your city rate? Go to prevention.com/bestcities to see all 500 city ratings and a list of criteria and experts.
Source: Annual survey with the American Podiatric Medical Association
Source: MSNBC.com: Fitness
Survey Report: How Law Firms Spend their Marketing Dollars
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A new LawMarketing Portal survey reveals that:
- A preponderance of law firms spend 2% of their gross revenues on marketing.
- Law firms lavish the amount spent on attorney-client meals and entertainment.
- 52% said that their lawyers have individual marketing plans
- 49% reported that their firm does not have a marketing committee
- 62% said they only “occasionally” measure ROI on marketing
- 54% of respondents admitted that their law firm does not have a written marketing plan.
Note: You must be a Premium Member of the LawMarketing Portal to view the article. See the sidebar for more info.
The report itemizes in detail how much law firms spend on printed marketing materials, website, sports and other tickets, advertising, public relations, yellow pages, event planning and marketing training. For example, some firms (16%) spend $101,000 to $200,000 on charitable and civic event sponsorships; ironically an almost equal number (18%) spend $5,000 or less on sponsorships.
Read "Survey Report: How Law Firms Spend their Marketing Dollars" today at http://www.lawmarketing.com/pages/articles.asp?Action=Article&ArticleCategoryID=58&ArticleID=740
Scales shifting from marketing to business development
The scales are shifting in professional services marketing. The days when it sufficed to perform ‘marcomm’ activities – like brochures, advertising, public relations, firm events and branding – have passed. Today there is pressure on marketers to show return on investment.
In short, marketers must move from the ‘expense’ side of the ledger to the ‘revenue’ side.
Adding urgency is the fact that the US (and soon the world) is in a recession – consumer spending is down, unemployment is up, home prices are down, oil prices are near an all time high and the war in Iraq is wasting billions.“We are in a recession right now – it’s pretty obvious,” said Sara Kraeski, Director of Business Development of Davis, Graham & Stubbs in Denver, at a recent conference.
Partners today don’t want to know how much your project costs, they want to know how much it will earn. Smart marketers are changing their focus to business development activities:
- Advising teams going on tender competitions and beauty parades.
- Developing proposals that win new business.
- Identifying targets for clients to pursue.
- Helping professionals write personal business development plans.
Coaching is the single best activity in which to be proficient.The good news is that ‘BD’ is a learnable set of skills, and the abilities that make a top professional – being a good listener, analytical, expert questioners, organized and hard-working – are the same skills of those of top salespeople.
You as the marketer must help the professionals write business development plans.The priorities of the plans are pursuing clients first, then referral sources, next becoming visible in a business organization and finally targeting business executives. It’s all about relationships – the more a professional has, the more clients he or she will have.
First you’ll need support from the top. Announce to firm management that you have a plan to increase its revenue significantly. That will get their attention.Then explain that you will work with the fee earners who have the most potential (not the new associates or the 40-year old ‘service partners’ who have no clients).Your plan is to magnify their new business production.
I recommend that professionals spend 200 hours per year on business development. This equals four hours per week – a goal easily attained by meeting a referral source for coffee, visiting a client’s offices at lunch and attending a trade association meeting at an event.
Here’s why this works. If you have 10 professionals who are active four hours a week, they should meet two ideal clients per week.This works out to 1,000 contacts per year. Let’s suppose they are just terrible at what they do and have a 90% failure rate. It still works out to 100+ new clients/matters per year. And that is a return on investment the partners can take to the bank.
Thelen Reid Layoffs Hit Firm's West Coast Marketing Staff
The recession which is hitting law firms has caused 600-lawyer Thelen Reid to lay off 26 associates and 85 members of its support staff, including members of the west coast marketing staff.
In my opinion, laying off marketers during an economic downturn is like dumping fuel when a plane is trying to stay in flight. The layoffs support Betiayn Tursi's op-ed piece in which she said marketing is undervalued by law firms. Tursi, who is Editor in Chief of Marketing The Law Firm, went on to say that "as soon as profits start to fall or management takes a hard long look at staffing--bye, bye marketing department."
Identities of the marketers hit by the layoffs were not immediately known.
Above the Law broke the layoff news, noting that Thelen Reid Brown Raysman & Steiner has 234 associates still named on its website, so the firm cut over 10% of their associates.
Co-chairman Stephen O'Neal told the Recorder and Above the Law that the associate layoffs are in response to the economic downturn, which has cut into its capital markets practice. He also said some of the staff cuts were partly because of redundancies following the firm’s 2006 merger, which combined Francisco-based Thelen Reid & Priest and New York-based Brown Raysman Millstein Felder & Steiner.
"We are being prudent businesspeople,” O’Neal told Above the Law. “When you are dealing with recessionary pressures, you adjust your business so you will have—and maintain—a strong level of profitability, notwithstanding those pressures."
At least one associate has been cut in each of the firm’s nine offices. Both junior and senior-level associates are being laid off, mostly in the firm’s business and finance, litigation and construction practices.
The Fifth Dimension: Online Advertising Increasing Rapidly
The four biggest advertising media channels—print, television, radio and outdoor—now compete with a ubiquitous and rapidly changing fifth, the digital channel, because your buyers and influencers are spending more and more time online, according to Shaun Quigley, Account Director, and Joe Walsh, Principal, of greenfield/belser ltd., a professional services marketing company based in Washington, D.C.
As a service marketer building brand, service offering or recruitment campaigns, you not only have to understand the digital channel, you need to learn how to use it well.
“Internet advertising revenues exceed $5.2 billion for the third quarter of 2007, representing another historic high for a quarter and a $1.1 billion increase, or 25.3% higher, than Q3 of 2006,” according to The Interactive Advertising Bureau and PriceWaterhouseCoopers LLP.
Smart advertisers are putting more dollars online because that medium delivers “viewers” with increasing levels of frequency, reach and measurable results—which is the point. The oft-quoted and acclaimed bank robber, Willy Sutton, said, when asked why he robbed banks, “Because that's where the money is.” And so it goes with Internet advertising.
Read the full story on the LawMarketing Portal at www.lawmarketing.com
Emerson College to Offer For-Credit Course in Law Firm Marketing
Professor Silvia Hodges, of the Department of Marketing Communication at Emerson College in Boston will soon launch the first university-level for-credit course in law and professional services marketing.
"I am in the midst of prepping my upcoming course in professional services marketing for graduate marketing students at Emerson (heavy on the legal marketing side, thanks to several years in the industry). A visionary administration at the university and lobbying from my side made it possible that this May a group of graduate marketing students will read the first-ever (to my humble knowledge) 4-credit university course in our industry.
"There is no textbook yet, so I have to put together a reader with excerpts from a number of books and articles. A number of thought leaders from our industry will come and volunteer their time to make this idea come to life.
"In lectures, case studies and workshops we will examine how the professional services sector has undergone greater transformations during the past two decades than in the last two centuries and traditional conduct and approach no longer guarantee the success and survival, thus forcing the firms to compete in new ways, that is, embracing a service and marketing orientation. We will look at the fundamental concepts and strategies that differentiate the marketing of professional services from the marketing of tangible goods and non-professional services.
"Marketing challenges that arise due to these differences will be identified as well as the factors necessary for the creation of the right service experience and possible solutions for the management of the service experience. Client satisfaction and service quality issues, such as methods for tracking service failures and recovery efforts as well as retention strategies will be covered to ensure the assessment and improvement of the professional service delivery system that will lead to a seamless service experience for the client. The focus will be on strategy, which you will surely appreciate, not on operational tactics.
For the rest of the story, visit the LawMarketing Portal.
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