Winning Pharmaceutical Brand Management: Maximizing Brand Value Through Best Practice in Brand Development and Product Marketing

Published by: Business Insights

Published: Mar. 6, 2006 - 143 Pages

Table of Contents

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

Abstract

• 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.

• 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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