pressing medical questions. Through information access, the new age of consumer empowerment became a perfect framework for creation of a new marketing services offering, which provides direct engagement with patients and caregivers through new or non-traditional media. The speed of change due to technological advances was revolutionary, rather than evolutionary, and caught many traditional advertising agencies off guard; they were slow to take advantage of the opportunities afforded by the new, but expensive, technology. The new marketing and media paradigm shift required development and integration of a completely new set of functional capabilities, such as engineering, information technology (IT), and information architecture skills, along with skill sets in animation and consumer copywriting. Such roles previously did not exist in many of the traditional professional advertising agencies. Further compounding the problem for traditional agencies, new communications concepts based on emerging technologies such as social media, mobile media, and e-mail were always just around the corner. Larger, better-funded agencies and their parent networks moved aggressively into DTC television and direct marketing space as natural outgrowths of their existing business models. Their current business infrastructures supported the delivery of those services, and their financial models enabled them to quickly profit from those expansions. The Internet was left to the entrepreneurial risk takers. Two agencies were at the forefront of launching themselves onto the Internet. The first was Medical Broadcast Company (now called Digitas Ffealth, a subsidiary of Publicis), founded by pioneers David Kramer and Linda Holliday. Kramer's shop had been a film and
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