Pharmaceutical Executive Europe - October 2007 - (Page 7) HEALTHCARE COMMUNICATIONS great extent as well as localised, multicultural, and not surprisingly, exceedingly diverse. While brands like Levitra, Prilosec, Celebrex, Lipitor and the Nicorette/Nicoderm family of products have become more and more global in recognition and use, it is not by accident — global marketing teams have worked strategically, carefully and in an internationally coordinated fashion to drive their global status. Some of the most successful brands focus their brand strategy on the international marketplace from the pre-marketing phase to the end of the product life cycle, always ensuring that country managers and their local marketing managers are active participants in the development of communication strategies and programmes for global brands and products. Individual country marketing teams are more committed to the global marketing strategy and its implementation if they have been a part of its creation. A narrow focus in brand strategy can be avoided by seeking input and ideas from an international network of regional and local marketing management and external expertise. The effective development and globalisation of a brand strategy can be greatly enhanced by including experts in the international healthcare communications field from the disciplines of public relations, medical education and other specialities. These experts can be a valuable resource by working with the integrated global marketing team. Based on experience, broad knowledge of the global media, and immersion in the company, brand and products, they can help shape both the global strategic approach and the bespoke programmes needed to maximise communication success at the regional and local levels. The right public relations and medical education resources can assist in shaping the core messages, training www.pharmexeceurope.com A narrow focus in brand strategy can be avoided by seeking input and ideas from an international network of regional and local marketing management and external expertise. internal and external spokespeople, helping enforce the strict discipline needed to adhere across international markets to the messaging, and at the same time building tactical approaches at the country level that capture the unique flexibility needed locally. Times have changed, and successful global marketing now demands not only a focused, centralised strategic approach for a brand, but an approach that also includes flexibility for tactical implementation, which takes into account unique needs at the regional and local levels. Collaborative international marketing that includes home office and local marketing expertise along with carefully selected external communications resources is the blueprint for healthcare marketing success. Success today is dependent on a vast set of variables including customer knowledge, an understanding of the media, regulatory issues, and thought leaders, and competitive intelligence, but across a vast global geography — local, regional and international. It is not a blueprint that can be developed with narrow vision or unwillingness to use internal and external communication expertise collaboratively. About the Author Phil Sheldon (psheldon@rdcomms.com) is director of international healthcare at Red Door Communications and has more than 25 years of global healthcare communications experience on both the corporate and agency sides of the business. He has worked extensively in both ethical and OTC pharmaceutical business and has led teams responsible for global public relations and medical education across a wide range of therapeutic areas and product life cycle stages. 7 http://www.pharmexeceurope.com
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe - October 2007 Contents The Brand Exchange Focused and Flexible Making A Global Vision Work Leading the Way The OnlineConsumer Wired to the Future Co-ordinate Your Communications In the Public Interest Seek First to Understand Pharmaceutical Executive Europe - October 2007 Pharmaceutical Executive Europe - October 2007 - (Page 1) Pharmaceutical Executive Europe - October 2007 - Contents (Page 2) Pharmaceutical Executive Europe - October 2007 - Contents (Page 3) Pharmaceutical Executive Europe - October 2007 - The Brand Exchange (Page 4) Pharmaceutical Executive Europe - October 2007 - The Brand Exchange (Page 5) Pharmaceutical Executive Europe - October 2007 - Focused and Flexible (Page 6) Pharmaceutical Executive Europe - October 2007 - Focused and Flexible (Page 7) Pharmaceutical Executive Europe - October 2007 - Making A Global Vision Work (Page 8) Pharmaceutical Executive Europe - October 2007 - Making A Global Vision Work (Page 9) Pharmaceutical Executive Europe - October 2007 - Leading the Way (Page 10) Pharmaceutical Executive Europe - October 2007 - Leading the Way (Page 11) Pharmaceutical Executive Europe - October 2007 - The OnlineConsumer (Page 12) Pharmaceutical Executive Europe - October 2007 - The OnlineConsumer (Page 13) Pharmaceutical Executive Europe - October 2007 - Wired to the Future (Page 14) Pharmaceutical Executive Europe - October 2007 - Co-ordinate Your Communications (Page 15) Pharmaceutical Executive Europe - October 2007 - Co-ordinate Your Communications (Page 16) Pharmaceutical Executive Europe - October 2007 - In the Public Interest (Page 17) Pharmaceutical Executive Europe - October 2007 - In the Public Interest (Page 18) Pharmaceutical Executive Europe - October 2007 - Seek First to Understand (Page 19) Pharmaceutical Executive Europe - October 2007 - Seek First to Understand (Page 20)
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