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

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

  1. 1. The differentiation pharma needs in marketing in the advanced markets. Rob Halkes, October 5th 2009 value innovation in medical and life sciences
  2. 2. As a pharmaceutical company in the advanced markets, you rather need an exceptional good product profile, if you want to rely with your 2 business on it! value innovation in medical and life sciences
  3. 3. Still, would you trust to access and penetrate the market without added value in services and 3 support..? ...without services and support to prescribing professionals, buying payers and consuming patients? value innovation in medical and life sciences
  4. 4. So, There are three needs to your marketing strategy: 1. Classic promotion of all of the product features to all stakeholders; 2. Development and delivery of added value in terms of information and 4 support regarding the use of your product in health care; 3. 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. value innovation in medical and life sciences
  5. 5. And so, you have three different kinds of marketing routines Product Services and Health Care Promotion Support Development - USP - Education - Health care - Administering - Conferences organization 5 features - Rx support - Health Care - Positioning - Compliance programming - Costs - Interactive - Focus - Acceptance - Sourcing - Collaboration - etc.. - etc… - Commitment - etc… These three imply an increasing Investment in Value and relationship value innovation in medical and life sciences
  6. 6. Could you perform these three marketing/ business models without differentiation 6 of stakeholders? NO! value innovation in medical and life sciences
  7. 7. What basic characteristics of stakeholders, beyond commercial potential, would make up 7 your targeting methods? Their knowledge, use and experience with the product! value innovation in medical and life sciences
  8. 8. Then, the basic scheme of your marketing strategy is rather straightforward: Product Services and Health Care What ? Promotion Support Development - USP - Education - Health care - Administering - Conferences organization features - Rx support - Health Care - Positioning - Compliance programming - Costs - Interactive - Focus 8 To Whom? - Acceptance - Sourcing - Collaboration - etc.. - etc… - Commitment - etc… One way Promotion To Get Rx Share of voice Two way relationship Account Based To Keep Rx Marketing Experience Partnership Co-Creation Developing To further healthcare Health Care in partnership value innovation in medical and life sciences
  9. 9. How to design and align Your medical, marketing and sales forces to this strategy? 9 And, how to adapt to local, regional and national market conditions and regulations? value innovation in medical and life sciences
  10. 10. What does this mean for your business and organisational design? It means: Differentiation through 10 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. value innovation in medical and life sciences
  11. 11. Your marketing and sales forces need to be able to multitask between promotion, service providing and cooperation in health care development! 11 Product Services and Health Care Promotion Support Development - USP - Health care - Education organization - Administering - Conferencing features - Health Care - Interactive programming - Positioning - Sourcing - Costs - Focus - Dialogue - Collaborative - Acceptance - ..Rx.. - Commitment Account Management Clients value innovation in medical and life sciences
  12. 12. And yet, besides multitasking, they also need to multichannel, given the new communication and marketing 12 12 channels! value innovation in medical and life sciences
  13. 13. Transactional Passionate Occasional Continuous Impersonal Intimate Short-term Loyal Web 1.0 Web 2.0 Web 3.0 13 - Exposure - Interactive - Focus - One way - Sourcing - Collaborative - Information - Dialogue - Commitment - Together Communicate Relate Collaborate partner Listen Engage value innovation in medical and life sciences
  14. 14. Moreover, there’s a fundamental change from how to provide effectively and efficiently for promotion and provision of services, 14 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! value innovation in medical and life sciences
  15. 15. Because, since Services and Product Support Promotion - Education - USP - Conferencing - Administering - Interactive features - Sourcing - Positioning - Dialogue - Costs -… - Acceptance - ..Rx.. could be done in a mass communication and 15 detailing routine, Health Care Development - Health care organization - Health Care programming - Focus - Collaborative - Commitment can only be done effectively on an account and tailor made basis! value innovation in medical and life sciences
  16. 16. 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 16 Effects and output Investment: volume Monitoring Account Commercial action plan Related professional functions Process structures Account management Information and Means and channels communication value innovation in medical and life sciences
  17. 17. 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, 17 information and support, prevention) Key Issue in partnership with accounts: Capacity cooperation with health care parties to create, volume sustain and develop better care to patients Key issue to change in business model: Differentiate between schemes of added value to Down Up New differentiated accounts. Promote this with a progressive build up of relationship in ROI and investment Sales Account New Reps mngmnt Functions value innovation in medical and life sciences
  18. 18. 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 1. Select the most potential networks Market segmentation based on quality targeting audiences of relationship, attractiveness of client, position within DMU (decision--making power) 2. Get access to or develop the Development of market approach 18 networks with the highest potential based on differentiators and relevance From product oriented towards portfolio oriented targeting Delivering value 3. Develop value propositions Develop offerings based on value propositions 4. Develop Account Strategies / Clarify and specify offerings, maintain Creating commercial and business and strengthen position, maximize account plans potential 5. Manage relationship and develop Measure and evaluate perceptions of long term partnership performance and relationship of DMU’s with Account Image Index 6. Shape account planning cycle Alignment of CRM with business planning cycle value innovation in medical and life sciences
  19. 19. Well, It looks like a challenging, but rewarding job to Pharma business, 19 To gain a new position amongst health care partners As opposed as to them! value innovation in medical and life sciences
  20. 20. 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 value innovation in medical and life sciences

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