Pharmaceutical Executive Europe - March 2008 - (Page 28) 28 The Mix March 2008 Pharmaceutical Executive Europe This results in the development of rather insipid materials at a local level that will potentially undermine the brand image, fail to effectively articulate the value proposition, and compromise the sales potential. We see relatively few brands that are built on their strongest consensus position. In many cases, sales, medical and marketing don’t sit down together early or regularly enough to agree on the specifics contained in the integrated brand plan and articulated in the deliverables. Regularly involving internal stakeholders and external agencies allows consensus to mature and reduces the likelihood of potential problems later. Nevertheless, such meetings require rigorous management. For example, internal and external stakeholders should agree specific measurable objectives and boundaries (for example, medical can delineate the ‘red lines’ for claims). Agreeing and circulating a detailed record reduces the potential for disputes. External facilitators (such as from the agency or an independent consultant) are distant from any internal politics and the perception of vested departmental interest. Therefore, external facilitators are often better placed to act as ‘honest brokers’ between the various stakeholders than an internal executive. Working towards integration Meetings to develop the strategic approach at an international level and relevance at a local level are an excellent forum for determining where global ends and local begins (Figure 2). At local affiliate multi-disciplinary meetings where the focus should be on making the GUTs relevant to the local market, a facilitator briefly reviews the brand strategy — rationale differentiators, personality, positioning, core brand values, etc. This aide-mémoire gets the team into the brand mindset. The group splits into smaller teams and uses magazines, scissors, glue, board, paper, paints, etc to mock-up a tactical item they think the sales representatives would like in the real world, that arises from the integrated plan, and that supports the brand. After a discussion and comment from the teams, marketing develops the winning idea for use by the sales team. This is more than a team-building exercise. The meeting generates incredible enthusiasm around the brand and, probably because sales ‘owns’ the material, the detail follow-up (DFU) results after the implementation are among the best we’ve seen. Just as importantly, the informality breaks down barriers between the various internal disciplines. However, this shouldn’t be a one-off event. Marketing and agencies should consider regular field visits, which build relationships, offer invaluable first-hand experience, and present the opportunities to collect open and honest feedback from internal and external customers. Fostering closer relationships between the various stakeholders is essential to gain the appreciation of the other function’s views, issues and problems that form the foundation of meaningful discussions towards an integrated brand strategy. Such meetings and field visits rapidly illustrate why all materials need to demonstrate overtly how the brand adds value, both to the internal and external customers. Both tend to be more receptive if the materials highlight specifically how the brand adds value to their job and align with their expectations. Producing targeted materials that still evolve from the integrated plan, but that meet the specific needs of various market segments helps maximise ROI. Against this background, sales can collect data critical to inform marketing’s ongoing review of the integrated plan and materials (such as patient types and prescribing protocols). Marketing should then analyse these data against the integrated plan. The regular multi-disciplinary meetings should discuss the implications and determine what, if any, action to take. Marketing must demonstrate the tangible value of the brand (and by inference the integrated plan) to the representative and to the customer. That’s another good reason to drill down to the GUTs: if they can be articulated succinctly, the materials will demonstrate the tangible value proposition more clearly. Whenever possible, materials should include calls to action (including call back opportunities, information requests, or logging on to web-based activities) that support the brand’s value proposition as articulated in the integrated plan. Collecting metrics for these activities before and during a campaign offers ROI insights that complement sales and DFU data. Branding is an organisational competence that pharmaceutical executives can foster by using multi-disciplinary workshops to create an integrated plan and improve internal repartee. Arguably, creating and delivering on the integrated brand plan is now the most important core competency in pharmaceutical marketing. About the Author Figure 2: Where global ends and local begins. INTERNATIONAL Differention G.U.T.S: Strategic insights, Positioning Brand Platform: Critical Attributes, Core Brand Value, Personality Brand Identity: Name, Logo, Colours, Hallmarks Stephen Dunn is group commercial director of Adventis Health. Tel. +44 1494 731676 Email stephen.dunn@adventis-health.com Local Strategy: Targeting. Message tailoring LOCAL Relevance Concepts: Execution that is compelling in their market Tactics: Programmes, Selling materials, Media selection http://www.adventis.co.uk/
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe - March 2008 Pharmaceutical Executive Europe - March 2008 Contents From the Editor News and Analysis Brussels Report Calendar The Next Wave of Pharma Talent The New World Order Share of Voice to Share of Care Notes on a Meeting The Malta Story Motivation Across Borders The Mix No GUTs, No Global Green is Good Last Word Pharmaceutical Executive Europe - March 2008 Pharmaceutical Executive Europe - March 2008 - Pharmaceutical Executive Europe - March 2008 (Page 1) Pharmaceutical Executive Europe - March 2008 - Pharmaceutical Executive Europe - March 2008 (Page 2) Pharmaceutical Executive Europe - March 2008 - Contents (Page 3) Pharmaceutical Executive Europe - March 2008 - From the Editor (Page 4) Pharmaceutical Executive Europe - March 2008 - From the Editor (Page 5) Pharmaceutical Executive Europe - March 2008 - News and Analysis (Page 6) Pharmaceutical Executive Europe - March 2008 - News and Analysis (Page 7) Pharmaceutical Executive Europe - March 2008 - Brussels Report (Page 8) Pharmaceutical Executive Europe - March 2008 - Brussels Report (Page 9) Pharmaceutical Executive Europe - March 2008 - Calendar (Page 10) Pharmaceutical Executive Europe - March 2008 - Calendar (Page 11) Pharmaceutical Executive Europe - March 2008 - The Next Wave of Pharma Talent (Page 12) Pharmaceutical Executive Europe - March 2008 - The Next Wave of Pharma Talent (Page 13) Pharmaceutical Executive Europe - March 2008 - The Next Wave of Pharma Talent (Page 14) Pharmaceutical Executive Europe - March 2008 - The New World Order (Page 15) Pharmaceutical Executive Europe - March 2008 - The New World Order (Page 16) Pharmaceutical Executive Europe - March 2008 - The New World Order (Page 17) Pharmaceutical Executive Europe - March 2008 - Share of Voice to Share of Care (Page 18) Pharmaceutical Executive Europe - March 2008 - Share of Voice to Share of Care (Page 19) Pharmaceutical Executive Europe - March 2008 - Share of Voice to Share of Care (Page 20) Pharmaceutical Executive Europe - March 2008 - Notes on a Meeting (Page 21) Pharmaceutical Executive Europe - March 2008 - Notes on a Meeting (Page 22) Pharmaceutical Executive Europe - March 2008 - Notes on a Meeting (Page 23) Pharmaceutical Executive Europe - March 2008 - The Malta Story (Page 24) Pharmaceutical Executive Europe - March 2008 - The Malta Story (Page 25) Pharmaceutical Executive Europe - March 2008 - The Mix (Page 26) Pharmaceutical Executive Europe - March 2008 - No GUTs, No Global (Page 27) Pharmaceutical Executive Europe - March 2008 - No GUTs, No Global (Page 28) Pharmaceutical Executive Europe - March 2008 - No GUTs, No Global (Page 29) Pharmaceutical Executive Europe - March 2008 - Last Word (Page 30)
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