Winning Pharmaceutical Brand Management: Maximizing Brand Value Through Best Practice in Brand Development and Product Marketing
Business Insights
March 6, 2006 143 Pages - SKU: RET1270916
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Branding is a key issue in the pharmaceutical industry; product managers have evolved into brand managers and are beginning to understand the dynamics of brand equity that lie at the heart of product development and marketing. However, with no established ‘best practices’ in brand management, those tasked with steering brands around the various hurdles and challenges presented by pharmaceutical markets must use all available learning and experience to help build the leading brands of the future. ‘Winning Pharmaceutical Brand Management’ compiles the independent views of twelve different pharmaceutical brand experts along with insight and analysis from the report’s author. The report is comprised of ten stand-alone articles which reflect a range of personal perspectives on the leading issues surrounding pharmaceutical brand management, both now and in the future. Full profiles of the writers contributing to this report have been detailed, along with contact details where available.
Key findings of the report:
- With no established ‘best practices’ in brand management, those tasked with steering brands around the various hurdles and challenges presented by pharmaceutical markets must use all available learning and experience to help build the leading brands of the future.
- Increased discipline in the brand management process will be the best way to identify and exploit potential competitive advantages to ultimately maximize the commercial potential of the brand. In order to evaluate commercial strategies, brand managers increasingly define specific metrics to track the effectiveness of their strategies and make course corrections.
- One of the most fundamental aspects of marketing research is the contribution it makes to product branding. That is, to creating a unique brand identity that transcends the objective, clinical performance and pharmacology of that product.
- A variable sales force structure consists of a core internal team of highly trained sales representatives selectively augmented by highly motivated custom-built field forces. These custom teams will address everything from new product launches requiring additional temporary manpower to ongoing support for mature or declining products.
Key questions answered in this report:
- How does brand management track the product lifecycle?
- Which brand research and analysis techniques should be applied at each stage of the product lifecycle?
- How can partner companies effectively work together to build co-promoted brands?
- What impact will patient-to-patient communication have on the control pharma companies’ have over brand perception?
- How can reimbursement and distribution models be implemented to maximize brand value to the ‘customer’?
- How important is franchise brand management in building sustainable ‘customer’ relationships and brand loyalty?
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Additional InformationTop five reasons to order your copy today:
- Gain in-depth knowledge of all aspects of brand management through perspectives taken directly from key opinion leaders in brand development, research and analysis, and marketing communication.
- Identify the responsibilities and resources required at each stage of the brand management process, ensuring that you implement these best practices into your current and future branding strategies.
- Evaluate alternative marketing strategies, such as new customer segmentation models, variable sales force structures and exploitation of the digital world, to improve dialogue, patient loyalty and ROI.
- Build sustainable value and combat the generic threat through implementing a franchise brand strategy to prioritize your portfolio around customer needs.
- Understand the ways in which Eli Lilly and ICOS were able to work together to successfully launch and position Cialis to compete against one of the world’s best known brands Viagra.
- Executive Summary
- Introducing pharmaceutical brand management
- Brand development
- Brand analysis and research
- Marketing communications
- Brand management in context
- Chapter 1 Introducing pharmaceutical brand management
- Summary
- Introduction
- Report outline
- Profiles of contributors
- John Bamforth, Director - International Marketing, Uro/Ob-Gyn Platform, Eli Lilly and Co.
- Lynn Benzing, President, Patient Marketing Group
- Michele Epstein, Associate Vice President, Program Design, Patient Marketing Group
- David A. Galardi, Senior Vice President, Marketing and Development, Apogenics Healthcare, Inc.
- Todd Greenwood, Vice President, Technology Solutions, Patient Marketing Group
- Susan Isenberg, Executive Vice President and General Manager, Health, Edelman
- Robin Koval, President, the Kaplan Thaler Group
- Darius Naigamwalla, Senior Vice President, Brand Management Practice, Campbell Alliance
- Carl V. Sailer, Vice President of Marketing and Business Development, PDI Performance Sales Teams
- Charlotte Sibley, Vice President, Global Market Research and Business Analysis, Shire Pharmaceuticals plc
- Joan Sinopoli, Marketing Consultant, Patient Marketing Group
- Richard B. Vanderveer, Ph.D., Group Chief Executive Officer, GfK U.S. Healthcare Companies
- Chapter 2 Brand development
- Summary
- Introduction
- Brand development: aligning brand management across the product life cycle
- Defining brand management
- Brand management responsibilities
- Brand management across the product life cycle
- Global alignment
- Current best practices in brand management
- The future of brand management
- Chapter 3 Brand analysis and research
- Summary
- Introduction
- The contribution of marketing research to product branding
- Background considerations
- Pre-clinical marketing research
- Pre-launch marketing research
- Post-launch research
- Conclusion
- Market analysis and segmentation for pharmaceutical branding
- Branding stages
- A global challenge
- Product lifecycle branding
- The feedback cycle
- Consistent messages across different audiences
- Pharmaceutical ‘consumer’ brands
- Post-launch brand tracking
- Positioning versus messaging
- Summary
- Chapter 4 Marketing communications
- Summary
- Introduction
- Variable sales force structures: evolving the pharmaceutical sales model to improve flexibility and ROI
- Overview
- The current pharmaceutical sales model
- The product life cycle
- The new model: a variable sales force structure
- Case study: exceeding performance goals
- Using strategic partners to achieve sales force flexibility
- Individualization versus segmentation in prescription therapy adherence programs
- Getting to know consumers more intimately
- Confronting the myths about tailoring versus segmentation
- Selecting an Adherence Program Provider
- Case study: the role of tailored communications in adherence
- Case study: the role of tailoring in adherence
- Pharmaceutical branding in the digital world: creating an appropriate dialogue with patients
- The rise of the digital world
- The digital audience
- The “Trust Barometer”
- The empowered patient
- Listening to patients
- Industry uptake
- Digital communications in practice
- The future of branding in the digital world
- Getting your message heard in a noisy world
- What is a Bang?
- Creating a Bang
- Chapter 5 Brand management in context
- Summary
- Introduction
- Cialis: co-promoting a successful brand in a competitive market space
- Coordinating brand efforts between two companies
- The Lilly ICOS joint venture
- Following Viagra
- Success to date
- Delivering brand value through improved reimbursement and distribution: a new business model for specialty pharmaceuticals
- The reimbursement and distribution of specialty pharmaceuticals
- Administrative codes for billing
- Healthcare provider decision-making
- Leading specialty companies
- Quantifying cost-effectiveness
- Specialty brands
- Critical success factors
- The future of specialty brands
- Brand values
- Portfolio prioritization: transition from pipeline products to franchise brand building
- Introduction
- Therapeutic franchises
- Franchise brands
- Franchise development
- Franchise management
- Conclusions
- List of Figures
- Figure 2.1: Brand management phases across the product life cycle
- Figure 2.2: Comprehensive Commercial Planning Framework
- Figure 3.3: Expanded positioning process
- Figure 3.4: Two-track marketing research process
- Figure 3.5: Sample MAPPS output
- Figure 3.6: Example of a story map
- Figure 4.7: Sales force costs continue to climb
- Figure 4.8: The closing office door
- Figure 4.9: Physician expectations require appropriate rep activities and profiles
- Figure 4.10: Improved brand performance after relaunch
- Figure 4.11: Edelman Annual Trust Barometer Survey: Credibility of spokespersons - 2006
- Figure 5.12: A comparison of brand imagery in the erectile dysfunction market
- Figure 5.13: BMS’s oncology franchise
- Figure 5.14: Ortho women’s health franchise
- Figure 5.15: Novartis’s BP success zone
- Figure 5.16: Follow-on franchise product examples
- Figure 5.17: Portfolio optimization between and within therapeutic franchises
- Figure 5.18: Franchise brand management
- List of Tables
- Table 4.1: PMG’s Brand Situation Analyzer - to personalize, segment, or tailor communications?
- Table 4.2: PMG’s Brand Situation Analyzer - to personalize, segment, or tailor communications? (continued)
- Table 4.3: Edelman Annual Trust Barometer Survey: Increase in credibility of ‘person like yourself’ - 2003-2006
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