Pfizer - Brand architecture model


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Pfizer - Brand architecture model

  1. 1. 11Version 1.2 December 11, 2009 Brand architecture helps define an organization by rationalizing howbusinesses and products are communicated—it is not an organizationalstrategy. An architecture strategy is essential in communicating ourbreadth and depth of offerings, as well as clarifying the relationshipbetween various entities. It defines the relationships of tangible assets:• Trademarks • Names • Graphic identities • TaglinesThe benefits of a defined brand architectureThe Pfizer architecture should:• Create clarity• Drive long-term shareholder value• Establish Pfizer as a leader in healthcare• Generate cost savings• Support market-focused branding• Reinforce the vision of “One Pfizer” It should help customers find exactly what they are looking for. Through a clear set of rules and an accompanying signature system, we can protect and promote the equity of the Pfizer identity.What is brand architecture?Pfizer Branding Guidelines / Strategy and Messagin / Brand architectureGeneral Users Communications Professionals Design Agencies
  2. 2. 12Version 1.2 December 11, 2009 Pfizer enforces a masterbrand strategy to build the Pfizer brand.The chart illustrates the cyclical nature of the pharmaceutical business and that, over time, the only constant is the Pfizer brand.Product brands have significant life spans, but eventually their patents expire, and the Pfizer brand helps to take the product forward.The Pfizer brand carries more weight from the beginning for nonbrandedgenerics. Divisions and business units might have a long life cycle, butthey also retire as the marketplace changes.Therefore, all elements need to work together to enhance the value ofthe Pfizer masterbrand. This strategy will benefit the organization overallas the brand value will extend to all supported elements in the long run.The following pages explain the relationships among the entities withinPfizer. Functions, divisions, programs, and products all help tell the Pfizerstory and have clearly defined relationships to the Pfizer brand. As aresult, Pfizer receives credit for the contributions these groups are makingto building healthcare around the world.Masterbrand strategyPfizer Branding Guidelines / Strategy and Messagin / Brand architectureBrandEquityPfizer MasterbrandDivisionsTimeProductsBusiness UnitsGeneral Users Communications Professionals Design Agencies
  3. 3. 13Version 1.2 December 11, 2009 Pfizer’s functions, divisions, programs, and products form eightlayers that serve as the foundation of the architecture system.A masterbrand strategy requires that a single brand—Pfizer—playan important role in all eight layers. Entities must link to the Pfizermasterbrand by communicating within a standard visual andsignature system.Entities toward the top of this structure are centralized corporatefunctions and indicators of the organizational structure, and shouldonly use the Pfizer visual identity system. Their names are not lockedup with the Pfizer logo.Entities closer to the bottom require more flexibility to communicatewith specific audience groups. These entities have more flexibility withthe visual system, and use the Pfizer logo somewhere on the page.2 Enabling Functions1 Pfizer Masterbrand3 Divisions6 Business Units4 Internal Programs and Initiatives5 External Programs and Initiatives7 Business Units Programs and Initiatives8 Products and Product MarketingThe Pfizer brand architecturePfizer Branding Guidelines / Strategy and Messagin / Brand architectureGeneral Users Communications Professionals Design Agencies
  4. 4. 14Version 1.2 December 11, 2009 Pfizer Branding Guidelines / Strategy and Messagin / Brand architectureThe Pfizer brand architecture structure1 Pfizer Masterbrand INTERNAL/EXTERNALINTERNAL2 Enabling Functions (Internal)5 External Programs & Initiatives (Corporate-wide and Division-wide)7 BU Programs & Initiatives (Internal and External)8 Products & Product MarketingCORPORATE-WIDE External Programs and Initiatives span the entire organization and are stewards of the company’s reputation. They help establishPfizer as a leader in healthcare by touching more than one Divisionwithin Pfizer and providing resources for external audiences.(e.g., Pfizer Investments in Health)Each Division is composed of Business Units, and each Business Unit serves a specific purpose, need, and audience. Not all Business Units are customer facing, therefore eachneeds to be evaluated independently.Products are the revenue drivers of the organization and havethe most visible presence in the marketplace.EXTERNAL Business Unit Programs and Initiatives originate in only one Business Unit, and external audiences engage with Pfizer throughthese Programs and Initiatives. They provide resources and serve specific audience needs. (e.g., First Resource, Global Access, All Eyes on Glaucoma, etc.)DIVISION-WIDEExternal Programs and Initiatives originate in a Division of Pfizer and touch more than one Business Unit. External audiencesengage with Pfizer through these Programs and Initiatives. Theyserve a targeted external audience and provide a common resourcefor key audiences. (e.g., Pfizer Helpful Answers, Pfizer Pro, etc.)INTERNAL Business Unit Programs and Initiatives originate in only one Business Unit and provide resources and support for employees.(e.g., Area Commercial Team, PAH Online, etc.)6 Business UnitsThe masterbrand establishes Pfizer as the corporate umbrella under which all programs, initiatives, and products are created and communicated.The logo is the primary representation of the masterbrand.Enabling Functions include the permanent departments and sub-departmentsthat provide guidance, support, and resources for Divisions and Business Unitsthroughout Pfizer. Though they are not customer facing, Enabling Functionsspan the breadth of Pfizer, supporting all its business areas and employees. (e.g., Global Operations, Finance, Legal, Corporate Travel, etc.)3 Divisions The five Divisions represent and manage the key operating areas wherePfizer generates business value. Each Division represents a specific areaof expertise. (i.e., Pharmatherapeutics Research and Development Group,Biotherapeutics Research and Development Group, Diversified Businesses,Manufacturing.)4 Internal Programs & Initiatives (Corporate-wide and Division-wide)CORPORATE-WIDE Internal Programs and Initiatives span the entire organization and provide common resources and support for all Pfizer employees. They are temporary and/or reoccurring events established and controlled by an Enabling Function. (e.g., Healthy Pfizer)DIVISION-WIDEInternal programs and Initiatives originate in a Division of Pfizer and touch more than one Business Unit. They aretemporary and/or reoccurring events, and they provide acommon resource for and unify the Division.INTERNAL EXTERNALPFIZER HUMAN RESOURCESBiopharmaceutical BusinessesGeneral Users Communications Professionals Design Agencies