Adapting to a New Environment: Emerging Segmentation Practice in the Pharmaceutical Industry
“If you’re not talking segmentation, then you’re not talking marketing.”
While German-born, American economist Theodore Levitt made the remark in 1960, his words carry weight even today—if not moreso.
Where market segmentation in the pharmaceutical industry once meant responding to the distinct needs of an accessible, homogenous group of patients dealing with the same disease or condition, today it means much more.
FirstWord Dossier’s ExpertViews research finds segmentation now encompasses not only patients, payers and prescribers, but commercial and technological conditions, too. The result? A richly complex and highly sophisticated evolution of principles into a highly adaptable practice.
In Adapting to a New Environment: Emerging Segmentation Practice in the Pharmaceutical Industry, FirstWord Dossier washes away muddy thinking about what market segmentation is by offering a clear and succinct definition. It delves into how it has become a complex and highly evolved practice that dismisses a single ‘best practice’ approach and allows for company-by-company ‘best practice for us’. The report, based on five case studies and insight from a leading consultancy, identifies the drivers behind this development, as well as the tangible and intangible lessons to be learned. In addition, the report examines the barriers to implementation, how to overcome them and looks into the future of sustainable competitive practice.
Key Report Features
Five case studies representing different geographies and therapy areas
First hand insight into the experiences of a leading consultancy
Full explanation of market segmentation and its link to sustainable competitive advantage
Discussion of how segmentation practice is context-specific, with insight into how that can be applied strategically
Reasons to Purchase
Overview of the changes to market segmentation in pharmaceutical companies
Insight into the move away from ‘best practice’ to ‘best practice for us’
Step-by-step recommendations on developing and adapting a practical segmentation approach
Key Questions Asked
What are the drivers for market segmentation practices?
What are the current practices and possible future developments?
Are there barriers to implementing market segmentation and what are they
What lessons have been learned from old models and current adaptations?
Who Would Benefit From This Report?
Key account and territory managers
Marketing, brand and sales managers
Business development executives
Marketing research and business intelligence managers
Product category marketing managers
“There is segmentation by the sales force, but long before that there is a strategic or marketing segmentation that the strategy is built upon.” – Ashwin Dandekar, Senior Vice President and Practice Area Leader, Campbell Alliance
“In some markets and with some products, the market is one single segment. By contrast, in well-developed markets such as anti-hypertensives or anticoagulants, the market is very granular and any strategy that did not understand and work with that heterogeneity would be naive.” – Ian Talmage, Senior Vice President, Global Marketing, General Medicine, Bayer
“It’s important that you adapt segmentation implementation to local market conditions, whilst at the same time encouraging emerging markets to move quickly beyond the traditional, operational segmentation being done by their competitors.” – Bhupendra Patel, Executive Director, Global Marketing Excellence, Johnson & Johnson
Ian Talmage, Senior Vice President, Global Marketing, General Medicine, Bayer
Bhupendra Patel, Executive Director, Global Marketing Excellence, Johnson & Johnson
Uday Bose, European Head of Oncology and Gary Hendler, CEO Eisai Europe Ltd, Eisai
Stephen Lewington, Senior Director Global Marketing & Medical Affairs, Almirall
Philippe Ghem, Vice President, Head of Global Brand Lifecycle Management, Grünenthal
Ashwin Dandekar, Senior Vice President and Practice Area Leader, Campbell Alliance