The differentiation pharma needs in marketing in the advanced markets, Rob Halkes Oct 2009

The differentiation pharma needs in marketing in the advanced markets. Rob Halkes, October 5th 2009

As a pharmaceutical company in the advanced markets, you rather need an exceptional good product profile, if you want to rely with your business on it!

Still, would you trust to access and penetrate the market without added value in services and support..? ...without services and support to prescribing professionals, buying payers and consuming patients?

So,

There are three needs to your marketing strategy:

Classic promotion of all of the product features to all stakeholders;

Development and delivery of added value in terms of information and support regarding the use of your product in health care;

To provide for all your steps necessary to advance, integrate and further the implementation of your product within the delivery of health care. Of course, you will do so in cooperation and partnership with providers and other stakeholders.

And so, you have three different kinds of marketing routines Product Promotion

USP

Administering features

Positioning

Costs

Acceptance

etc..

Services and Support

Education

Conferences

Rx support

Compliance

Interactive

Sourcing

etc…

Health Care Development

Health care organization

Health Care programming

Focus

Collaboration

Commitment

etc…

These three imply an increasing Investment in Value and relationship

Could you perform these three marketing/ business models without differentiation of stakeholders? NO!

What basic characteristics of stakeholders, beyond commercial potential, would make up your targeting methods? Their knowledge, use and experience with the product!

Then, the basic scheme of your marketing strategy is rather straightforward: One way Promotion To Get Rx Two way relationship To Keep Rx Partnership Developing Health Care Share of voice Account Based Marketing Experience Co-Creation To further healthcare in partnership To Whom? What ? Product Promotion

USP

Positioning

Costs

Acceptance

etc..

Education

Conferences

Rx support

Compliance

Interactive

Sourcing

etc…

Focus

Collaboration

Commitment

etc…

How to design and align Your medical, marketing and sales forces to this strategy? And, how to adapt to local, regional and national market conditions and regulations?

What does this mean for your business and organisational design? It means: Differentiation through segmentation and targeting of decision making units in health care networks; Besides, It means: Account management to tailor and specify your business activities to actual accounts and their progress with your products.

Your marketing and sales forces need to be able to multitask between promotion, service providing and cooperation in health care development! Clients Product Promotion

USP

Positioning

Costs

Acceptance

..Rx..

Education

Conferencing

Interactive

Sourcing

Dialogue

Focus

Collaborative

Commitment

Account Management

And yet, besides multitasking, they also need to multichannel, given the new communication and marketing channels!

Transactional Occasional Impersonal Short-term Passionate Continuous Intimate Loyal partner Web 1.0

Exposure

One way

Information

Web 2.0

Interactive

Sourcing

Dialogue

Web 3.0

Focus

Collaborative

Commitment

Together

Relate Communicate Collaborate Listen Engage

Moreover, there’s a fundamental change from how to provide effectively and efficiently for promotion and provision of services, to the advancement of the delivery of health care with your product, which will be your needed unique selling point to add to your product value profile!

Because, since could be done in a mass communication and detailing routine, can only be done effectively on an account and tailor made basis! Product Promotion

USP

Positioning

Costs

Acceptance

..Rx..

Education

Conferencing

Interactive

Sourcing

Dialogue

…

Focus

Collaborative

Commitment

This is a challenge to your (new) client directed, customer oriented account management: Everything must be seen fit to the account! Segment type Data and characteristics Targeting Investment: volume Commercial action plan Account management Related professional functions Process structures Monitoring Effects and output Information and communication Means and channels Account

So, may be in redesigning your marketing, medical and sales forces to new market and business conditions, you’d like to rearrange your forces: Key Issue in care : integrated service lines accumulating in super served patient care (monitoring, compliance, information and support, prevention) Key Issue in partnership with accounts : cooperation with health care parties to create, sustain and develop better care to patients Key issue to change in business model: Differentiate between schemes of added value to differentiated accounts. Promote this with a progressive build up of relationship in ROI and investment Down Up Capacity volume Sales Reps Account mngmnt New New Functions

These forces need to work mulitidisciplinary, but in an integrated, client oriented way to differentiate their efforts to accounts Concept of Value Innovation Outline Offerings Differentiation between targeting audiences 1. Select the most potential networks Market segmentation based on quality of relationship, attractiveness of client, position within DMU (decision--making power) 2. Get access to or develop the networks with the highest potential and relevance Development of market approach based on differentiators From product oriented towards portfolio oriented targeting Delivering value 3. Develop value propositions Develop offerings based on value propositions 4. Develop Account Strategies / Creating commercial and business account plans Clarify and specify offerings, maintain and strengthen position, maximize potential 5. Manage relationship and develop long term partnership Measure and evaluate perceptions of performance and relationship of DMU’s with Account Image Index 6. Shape account planning cycle Alignment of CRM with business planning cycle

Well, It looks like a challenging, but rewarding job to Pharma business, To gain a new position amongst health care partners As opposed as to them!

Van Spaendonck’s BU “Value Innovation in Medical and life Sciences” is a focused consultancy firm . Van Spaendonck management consultancy supports and directs parties and professionals to proper choices and processes to create and develop their USP , a better market position and performance. In the dynamics of health care systems, pharmaceutical industry, health care insurers, social parties, and health care professionals will be challenged more and more to their added value. The business unit “Value innovation for Medical and Life Sciences,” has the needed expertise and experience to initiate and develop processes and clinics for health care, marketing, sales and management systems, professional development, and strategic organisational change. Since 1987 < 20 years of consultancy expertise to pharmaceutical and medical industry, life sciences and health care. Actual research and publications in health care and marketing developments. Rob Halkes BU Van Spaendonck – Value innovation in Medical and Life Sciences T +31 418 578000 F +31 418 578010 M +31 653 420722 Postbus 2005 E r.halkes@VanSpaendonck.nl Hogeweg 85 W www.medicalandpharmamarketing.com 5300 CA Zaltbommel T www.twitter.com /@ rohal the Netherlands