A Quote by Thomas Pogge
To improve global health, it's not enough just to have a really good new product and to obtain marketing approval. You still need to market the product and bring it to patients, follow up, create the infrastructure, and so on - the whole pipeline, the network. That's something that companies are extremely good at: organizing a whole pipeline in a cost-effective way.
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If the Health Impact Fund were to be instituted, a single company would be in charge of a medical product all the way from its conception to the health improvements realized by actual patients. The company would be paid for health impact, and it would have to arrange the entire pipeline in between - all the steps of invention, of clinical testing, of getting marketing approval in many different countries, of wholesalers and retailers and prescriptions and so on - in a holistically optimal way.
The Senate came one vote short of granting approval to build the Keystone pipeline. Democrats say the pipeline could accelerate global warming. Then people who've been outside today said, 'Sounds good to me. Let's accelerate that global warming.'
The Keystone Pipeline would create good-paying jobs. Not only where the pipeline is being built, good-paying construction jobs, but manufacturing and service opportunities in Colorado along with the Keystone Pipeline.
We learned that a product doesn't sell just because you're trying to do good in the world. You still have to have a healthy distribution, a good marketing strategy, and price the product properly.
Everybody looks at the negative effects of global warming, but with the ice melting, the Northern Passage has opened up. So maybe, instead of being at the end of the pipeline, we're now at the beginning of a new pipeline.
Not just the jobs building the infrastructure, but you need to have a good highway system. You need to have a good bridge system, a good pipeline system, a good canal and waterway system for economic growth to occur, for a modern economy to succeed.
When we talk about product by pipeline or product by rail we need to be highly specific about what product we are shipping and under what terms and for what purpose. Solid bitumen by rail is safe as houses, but as again crude by rail poses different risk.
When the functionality of a product or service overshoots what customers can use, it changes the way companies have to compete. When the product isn't yet good enough, the way you compete is by making better products. In order to make better products, the architecture of the product has to be interdependent and proprietary in character.
Marketing implies that you want a public to relate to your product - if it's a product - in a way that makes them want to use it. That is only good or evil in relationship to what the product actually does.
In the domain of pharmaceuticals, we need a metric for health impact, and with this metric we can then assess the value of the introduction of a new product and pay its innovator accordingly, say on the basis of the product's measured health impact during its first ten years on the market. In exchange, innovators must of course renounce the usual rewards they are otherwise entitled to, namely the patent-protected markup on the price of their product.
Too many companies believe that all they must do is provide a 'neat' technology or some 'cool' product or, sometimes, just good, solid engineering. Nope. All of those are desirable (and solid engineering is a must), but there is much more to a successful product than that: understanding how the product is to be used, design, engineering, positioning, marketing, branding-all matter. It requires designing the Total User Experience.
Process innovation is different from product innovation. It's about how do you create a new product or develop a new product or manufacture a new product, but not a new product itself?
Companies are actually much better than governments and other bureaucracies at organizing in a holistically efficient way the extremely complex path from the examination of molecules all the way to the delivery of medicines to patients. Already in the conception and selection of research projects, companies would anticipate all the challenges down the line that they will need to overcome in order to achieve actual health impact. Bureaucratic organizations, by contrast, are notoriously bad at this sort of optimizing.
The acceleration of the marketing process, the concentrating of manufacturing, greater diversification, increased international competition, have in turn speeded up product improvements, product innovations and new product introductions. The stakes are high, the failures costly.
After a six-year battle, the Senate will vote next week to begin construction on the Keystone XL pipeline, which is an oil pipeline that runs from Canada to the Gulf Coast. They're hoping the pipeline will provide enough oil to cover Kim Kardashian's next photo shoot.
Good advertising can make people buy your product even if it sucks ... A dollar spent on brainwashing is more cost-effective than a dollar spent on product improvement.
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