The document discusses 3 keys for sales leaders to successfully launch new products: 1) Align product messaging with customer needs by focusing on how the product solves problems rather than just product attributes. Develop "solution messaging cards" to guide discussions. 2) Align sales competencies with new customer expectations around account management, consultative dialogues, and clinical selling skills. 3) Assess sales teams' competency levels and create learning plans to prepare them for the critical first 6 months of a product launch. Proper preparation across these three areas can help sales teams maximize their impact within the key launch window.
Prescription for Growth: Embrace a NicheRolandJacobs1
Roland Jacobs is CEO of marketing strategy firm AspireUp
Tim Calkins is a clinical professor of marketing, including biomedical marketing, at the Kellogg School of Management at Northwestern
Sales Force Effectiveness- Uncovering How Pharmaceutical Companies Serve the ...Best Practices
The document discusses best practices for pharmaceutical companies' sales forces that target the US hospital market. It provides definitions for key terms related to hospital market segments, decision-makers, and sales force structures. The study aims to understand how to effectively develop a sales force to get products on hospital formularies for different market segments and customer profiles.
Five critical roles for healthcare marketing executivesKaren Corrigan
The document discusses five critical roles for healthcare marketing executives in light of changes in the healthcare industry. The five roles are:
1) Growth Strategist - Marketing executives must help health systems focus on revenue-generating growth opportunities and drive alignment across organizations to deliver revenue growth and profit targets.
2) Brand Advocate - Rapidly changing competitive dynamics require new approaches to brand leadership to build brand-driven cultures that transform organizations.
3) Digital Change Agent - Web, social, and mobile technologies are revolutionizing businesses, and marketers can help health systems better employ these technologies to engage consumers, improve care, and build their brand.
4) Experience Champion - Marketers must enhance every customer touchpoint and
The document discusses new approaches for pharmaceutical sales forces in 2010, including:
1) Sales forces need to optimize their time by focusing on qualified leads and conversations rather than just transactions.
2) Resources should be optimized by using tools and content tailored to different stages of the sales process.
3) Sales teams need to optimize their knowledge by understanding customer needs and processes in order to create value through mutually profitable relationships.
Healthcare Marketing Executives: Are You Ready for the Future?Karen Corrigan
In the healthcare industry, powerful demographic, economic, societal, technology and legislative forces are converging to change the underlying basis for competition. For health systems, new economic models, disruptive technologies and transformation of care delivery systems are front and center – challenging marketing executives to better understand and anticipate the impact of this change.
Incentive compensation plan diagnosis in the pharmaceutical industryPunum Jagg
There are three key steps in diagnosing an incentive compensation plan for pharmaceutical sales representatives: evaluating the technology used to administer the plan, analyzing processes to identify inefficiencies, and conducting a thorough evaluation of the plan itself. This evaluation examines inherent issues in the business, whether plan metrics were achieved as intended, and potential biases in the plan design. Regular diagnostic evaluations allow companies to continuously improve their plans and ensure goals are properly aligned with business objectives.
This document outlines the vision and core components for building a brand called "Product" in the life sciences space. It defines the vision as consisting of a core purpose and core values plus a mission statement. The core purpose discussed is advancing pain management therapy that is effective and accepted by healthcare providers while keeping patients' quality of life as the fundamental goal. The core values identified are scientific rigor, patient safety, reliability, integrity and being enduring. The proposed mission is to increase the quality of life for pain patients and set the standard for pain management therapy by becoming a leader in assisting healthcare providers in providing effective pain relief. The document discusses developing equities to shape customer perceptions and positioning the brand to deliver on this vision. It also outlines proposed
Pharmaceutical SFE Metrics: Are You Measuring The Wrong Things? (mini)Eularis
With the ever-increasing pressure to ensure maximum return on investment, Sales Force Effectiveness is becoming a high priority area. A Sales Force represents the largest spend in sales and marketing and is second only to Research and Development within the whole of a company. Yet, similar to R & D, study after study shows that the returns gained from this spend are not particularly strong.
Research by Novartis shows, despite the fact that the top 40 Pharmaceutical companies in the US doubled their investment in Sales Force over the past 5 years, prescriptions only rose by 15% in the corresponding time period. Research by IBM concurred with this result and found that every dollar spent on Sales Force generates just $10.30 in sales. This represents a 22% drop in return since 1996.
Generally, there has been an industry-wide decrease in productivity per Sales Representative, down 24% since 1996. In addition, the Sales Representatives that are hired are low in age, output and skill. Reps face a highly competitive field, with recent figures showing a field of 90,000 Reps competing for 650,000 Physicians - only 125,000 of whom are top tier prospects. A rapidly expanding Sales Force with rapidly decreasing productivity results in an approximate 18% turnover each year.
Fortunately, the concept that ‘size sells’ is largely beginning to be abandoned across the Pharmaceutical Industry. Many Sales Managers are turning their attention to increasing the effectiveness of the Sales Force, rather than the size.
In this report, we examine Sales Force Effectiveness in the Pharmaceutical Industry. We analyze current metrics and their limitations, in focus and in measuring Sales Force Effectiveness, for the Pharmaceutical Industry. Then we discuss appropriate metrics to solve these problems, and demonstrate implementation methods and issues.
Prescription for Growth: Embrace a NicheRolandJacobs1
Roland Jacobs is CEO of marketing strategy firm AspireUp
Tim Calkins is a clinical professor of marketing, including biomedical marketing, at the Kellogg School of Management at Northwestern
Sales Force Effectiveness- Uncovering How Pharmaceutical Companies Serve the ...Best Practices
The document discusses best practices for pharmaceutical companies' sales forces that target the US hospital market. It provides definitions for key terms related to hospital market segments, decision-makers, and sales force structures. The study aims to understand how to effectively develop a sales force to get products on hospital formularies for different market segments and customer profiles.
Five critical roles for healthcare marketing executivesKaren Corrigan
The document discusses five critical roles for healthcare marketing executives in light of changes in the healthcare industry. The five roles are:
1) Growth Strategist - Marketing executives must help health systems focus on revenue-generating growth opportunities and drive alignment across organizations to deliver revenue growth and profit targets.
2) Brand Advocate - Rapidly changing competitive dynamics require new approaches to brand leadership to build brand-driven cultures that transform organizations.
3) Digital Change Agent - Web, social, and mobile technologies are revolutionizing businesses, and marketers can help health systems better employ these technologies to engage consumers, improve care, and build their brand.
4) Experience Champion - Marketers must enhance every customer touchpoint and
The document discusses new approaches for pharmaceutical sales forces in 2010, including:
1) Sales forces need to optimize their time by focusing on qualified leads and conversations rather than just transactions.
2) Resources should be optimized by using tools and content tailored to different stages of the sales process.
3) Sales teams need to optimize their knowledge by understanding customer needs and processes in order to create value through mutually profitable relationships.
Healthcare Marketing Executives: Are You Ready for the Future?Karen Corrigan
In the healthcare industry, powerful demographic, economic, societal, technology and legislative forces are converging to change the underlying basis for competition. For health systems, new economic models, disruptive technologies and transformation of care delivery systems are front and center – challenging marketing executives to better understand and anticipate the impact of this change.
Incentive compensation plan diagnosis in the pharmaceutical industryPunum Jagg
There are three key steps in diagnosing an incentive compensation plan for pharmaceutical sales representatives: evaluating the technology used to administer the plan, analyzing processes to identify inefficiencies, and conducting a thorough evaluation of the plan itself. This evaluation examines inherent issues in the business, whether plan metrics were achieved as intended, and potential biases in the plan design. Regular diagnostic evaluations allow companies to continuously improve their plans and ensure goals are properly aligned with business objectives.
This document outlines the vision and core components for building a brand called "Product" in the life sciences space. It defines the vision as consisting of a core purpose and core values plus a mission statement. The core purpose discussed is advancing pain management therapy that is effective and accepted by healthcare providers while keeping patients' quality of life as the fundamental goal. The core values identified are scientific rigor, patient safety, reliability, integrity and being enduring. The proposed mission is to increase the quality of life for pain patients and set the standard for pain management therapy by becoming a leader in assisting healthcare providers in providing effective pain relief. The document discusses developing equities to shape customer perceptions and positioning the brand to deliver on this vision. It also outlines proposed
Pharmaceutical SFE Metrics: Are You Measuring The Wrong Things? (mini)Eularis
With the ever-increasing pressure to ensure maximum return on investment, Sales Force Effectiveness is becoming a high priority area. A Sales Force represents the largest spend in sales and marketing and is second only to Research and Development within the whole of a company. Yet, similar to R & D, study after study shows that the returns gained from this spend are not particularly strong.
Research by Novartis shows, despite the fact that the top 40 Pharmaceutical companies in the US doubled their investment in Sales Force over the past 5 years, prescriptions only rose by 15% in the corresponding time period. Research by IBM concurred with this result and found that every dollar spent on Sales Force generates just $10.30 in sales. This represents a 22% drop in return since 1996.
Generally, there has been an industry-wide decrease in productivity per Sales Representative, down 24% since 1996. In addition, the Sales Representatives that are hired are low in age, output and skill. Reps face a highly competitive field, with recent figures showing a field of 90,000 Reps competing for 650,000 Physicians - only 125,000 of whom are top tier prospects. A rapidly expanding Sales Force with rapidly decreasing productivity results in an approximate 18% turnover each year.
Fortunately, the concept that ‘size sells’ is largely beginning to be abandoned across the Pharmaceutical Industry. Many Sales Managers are turning their attention to increasing the effectiveness of the Sales Force, rather than the size.
In this report, we examine Sales Force Effectiveness in the Pharmaceutical Industry. We analyze current metrics and their limitations, in focus and in measuring Sales Force Effectiveness, for the Pharmaceutical Industry. Then we discuss appropriate metrics to solve these problems, and demonstrate implementation methods and issues.
Pegging Brand Performance Measures to the Metrics that Really MatterCognizant
The document discusses frameworks for measuring brand performance in the pharmaceutical industry. It suggests that effective frameworks should focus on leading indicators that provide insights into future success, rather than just lagging sales metrics. It provides examples of key performance indicators that could be used at different stages of the brand lifecycle, in various geographies, and for primary vs. specialty care brands. The frameworks are intended to help pharmaceutical companies improve decision-making and maximize the value of each new brand launch.
New Pharma approach: from (e-)detailing to customer & patients excellence: a ...A.R.J. (Rob) Halkes
In the demand for a new business model for pharma, the roadmap from current promotion via detailing to a more engaging way to physicians and health care providers, may lead stepwise to improved servicing to physicians and may lead to collaboration to co-create patient care. Role of social media to pharma and multichannel approaches may so find its position in new pharma marketing.
The document discusses how specialty pharmaceutical manufacturers can benefit from data-driven decision making. It notes that approximately 50% of medications pending approval are specialty-oriented, and developing these medications requires high financial investments of $50 million or more. Specialty manufacturers manage product lifecycles that differ from broadline manufacturers due to serving smaller, distinct patient populations. The document cites a study showing companies that use data-driven decision making experience 5-6% higher productivity. It argues that clear, real-time data can help specialty manufacturers make profitable decisions across a product's lifecycle to create lasting success.
Sales Force Automation for Pharmaceutical IndustryPrashan Costa
The document discusses the implementation of a sales force automation (SFA) system by a pharmaceutical company to digitize its sales and distribution operations. Some key points:
- Currently the company lacks integrated data across medical marketing, sales, and redistribution. Real-time data is also not available.
- The SFA system will automate processes like itinerary planning, order management, expense tracking for both medical representatives and sales representatives.
- It will provide real-time sales data, online stock updates, and optimize distributor operations.
- Analytics from the system will help with sales planning, effectiveness reviews, pharmacy stock levels, and doctor relationship management.
The document discusses which performance indicators are best to use in an incentive strategy. It recommends using market share or market share growth for products with clear territory-level data, as these metrics are transparent and help drive competitive and market-oriented goals. For products without clear territory data, it suggests using sales growth versus budget. For market leaders with over 80% market share, sales growth versus budget is also recommended. It also provides guidance on incentives for new product launches within the first 18 months.
Pharmaceutical Branding: Therapeutic Franchise / Range Brand ModelDavid Delong
The traditional pharmaceutical branding model is flawed strategically, tactically and financially. In this presentation we review the different branding models available to pharma with a focus on the disadvantages of the current pharma Brand as Product model
Amplify the Pharmaceutical Sales Process with MobilityRelayware
Antenna helps pharmaceutical companies amplify the value of their most valuable business driver -- the salesforce -- by equipping them with the tools they need to communicate, collaborate and produce while working in the field. As the barriers to success grow more daunting -- with greater regulation, fiercer competition and fewer sales resources -- companies must recognize that they need a mobile architecture that supports how their employees want to work and how their physicians expect to be serviced.
- Traditional discrete choice models used to evaluate marketing strategies often provide misleading results, leaving managers unable to accurately measure the effectiveness of different marketing efforts.
- A new model called the Flexible Substitution Logit (FSL) relaxes assumptions made by traditional models that can skew results. The FSL allows for a more accurate analysis of how marketing instruments affect demand.
- The researchers tested the FSL model using data on statin drugs. Unlike traditional models, the FSL found that detailing was more effective at increasing sales than direct-to-consumer advertising or meetings/events, by drawing customers from competitors. The FSL provides managers better insights to guide marketing investments.
Business Development & Licensing concepts, methods and tools. From theory to practice.
Application to the pharmaceutical sector. Guidelines and recommendations
14th Alex Marketing Club (Smarketing) by dr. Amir HassanMahmoud Bahgat
14th Alex Marketing Club (Smarketing) by dr. Amir Hassan
to attend & Get the Address Confirm to me on Pvt WhatsApp
#Mahmoud_Bahgat
00966568654916
#Marketing_Club
Only If you are a Marketer Register as a member & or a Speaker in the link
http://goo.gl/forms/RfskGzDslP
■■■■■■■■■■■■■■
جروبات خاصة عالواتساب ب
محبي العمل فالتسويق فالمستقبل
غير عاملين بالتسويق حاليا للتعلم
■ أهم الإعلانات والأفكار والكتب في التسويق■
■■ *بدون كلام ولا سلام ولا شكرا*■■
فقط اشتراك الجروبات
وليس حضور اجتماعات نادي الماركتينج
■ *(الماركتيرز لهم جروبات خاصة)*■
ويستطيعوا حضور الاجتماعات الشهرية ولنا
■ اشترك في جروب واحد منهم فقط دوس على اللينك ■
Marketing club 19 (Future)
https://chat.whatsapp.com/IqDyV0a7GcPIKhcSKan8zD
Marketing club 20 (Future)
https://chat.whatsapp.com/Kt0SlWIeh3n8JPNrUKBOX8
■■■■■■■■■■■■■■■■
Marketing Club Middle East
Since 29 October 2015
We have 7 groups whatsapp
with 750 marketers
From all middle east
since 9 years
& now 13 more groups
For Marketing Club Lovers as future Marketers
Many non Marketers yet have asked to Attend the Club
((We Wish All can Attend,But Cant right now but soon we will..))
Criteria for attending Marketing Club Meetings
•••••••••••••••••••••••••••••••
For Better Harmony & Mind set.
Must be only Marketer
Also Previous Marketing experience
●Business Managers
●Country Manager,GM
●Directors, CEO
Are most welcomed to add Value to us.
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》 till we allow all soon
Not Med Rep,
Not Key Account,
Not Product Specialist,
Not Sales Supervisor,
Not Sales Manager,
●●●●●●●●●●●●●●●●●●
But till you become a marketer
you can join our What'sApp group
Marketing Lover Future Club Group
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》
For Conflict of Interest
Also Can't attend
If Working in a Marketing Services Provider
=not Hotel or tourism
=not Restaurant
=not Advertising
=not Event Manager
=not Market Researcher
■■■■■■■■■■■■■■■■
this Club for Only Marketers
Soon will open for all
Very Soon we will have
■ Business Leaders Club ■
For Sales Managers & Directors
Will be Not for Marketers
■■■■■■■■■■■■■■■■
جروب وصفحة الماركتينج كلووب عالفيسبوك
#Marketing_Club Group on Facebook
https://www.facebook.com/groups/837318003074869/
Now we can talk freely In all marketing topics
As open discussion all the time
On our Facebook group
Without disturbing anyone
on our 16 what'sApp groups
To keep what's app groups simple &to the point
Only 2 or 3 posts daily
■اتكلم براحتك على الفيسبوك■
وخلي الواتساب صور وكتبو وبوستات كاملة فقط حتى لا نزعج الناس
اشترك الآن في صفحة الفيسبوك
https://www.facebook.com/MarketingTipsPAGE/
اشترك الآن في جروب الفيسبوك
https://www.facebook.com/groups/837318003074869/
لتسجيل بيناتك لتصلك بعض المحاضرات لو أمكن عالايميل
http://goo.gl/forms/RfskGzDslP
#Marketing_Club
#Mahmoud_Bahgat
00966568654916
■■■■■■■■■■■■■■■
14th Cairo Marketing Club (Digital World for Pharma) by Dr. Fayza Elshatby & ...Mahmoud Bahgat
14th Cairo Marketing Club (Digital World for Pharma) by Dr. Fayza Elshatby & Dr.Mahmoud Hamdy
*#Mahmoud_Bahgat*
*#Marketing_Club*
للاشتراك في نادي التسويق بالشرق الاوسط
*If you are a Marketer now*
To Join our whatsapp &Monthly Meeting in Middle East Cities
Send me ur data on Whatsap
00966569654916
*Fill ur data here as speaker or member*
https://lnkd.in/efkTE7T
Join now
*Marketing Club Facebook Page*
https://lnkd.in/gm4c4hD
*Marketing Club Facebook Group*
https://lnkd.in/gX-5au5
*Egyptian Pharmacists Society Facebook Page*
https://lnkd.in/fucnv_5
•••••••••••••••••••••••••••••
*#Mahmoud_Bahgat*
00966568654916
لخدمات التسويق والدعاية والاعلان
*#Legendary_ADLAND*
Complete Marketing Solutions
*www.LegendaryADLAND.com*
•••••••••••••••••••••••••••••
للحصول على اقامة او شركة في اوروبا
*#Legendary_Europe*
Europe Companies & Residency
*www.LegendaryEurope.info*
•••••••••••••••••••••••••••••
*Contact Bahgat*
M.Bahgat@TheLegendary.Info
This document provides an agenda for the Sixteenth National Summit on Healthcare Marketing Strategies taking place from March 27-29, 2011 in Orlando, Florida. The summit will focus on strategic marketing, customer communication, physician strategies, strategies for consumer engagement, and interactive strategies and new media. Keynote speakers will discuss real-time marketing and how to instantly engage markets. Breakout sessions will provide case studies on topics like urgent care center marketing, advertising approaches, marketing structure within health systems, return on investment analysis, brand building, and customer relationship management strategies. The agenda includes general sessions, breakout sessions, a networking reception and luncheon. The event is intended for healthcare marketing, planning and strategy executives.
Pre-Launch Planning: Priming Your Pharma Brand For Profit And Success (mini)Eularis
In today’s environment, Pharmaceutical companies find themselves in a bind. Until recently, if drugs made over $500 Million in annual revenue within 3 to 5 years of launch, they were considered hugely successful. They were a support to an extensive company portfolio and a component of greater company profit.
However, things have changed. The standards for a successful drug have become much higher and much more dangerous. With so many revenue-producing drugs going off patent, companies are facing large holes in their balance sheets and sales that are increasingly slow.
Plus, with the stakes high and available funds low, pipelines are drying up. Add to this the closer scrutiny of safety issues, the rise of Generics, slower physician acceptance and adoption of new therapies, and the Pharma Industry is in trouble.
More and more, companies are expecting marketers to be instrumental at the key moment of launch, and marketers are under extreme pressure. To deliver on the high hopes of Pharmaceutical brand launch, companies must engage in comprehensive pre-launch planning.
In this report we analyze why launch is increasingly important, the issues involved in pre-launch planning, including key organizational strategies, marketing tactics, regulatory considerations, global issues, and methods for ensuring the most effective plans.
Healthcare Marketing 101 for the 2013 APMA Young Physicians InstituteChris Houchens
This document provides an overview of healthcare marketing strategies. It discusses defining a marketing plan, developing a consistent brand message, and measuring effectiveness. Building relationships with customers through positive word-of-mouth is emphasized as the most effective marketing method. Social media has changed the healthcare marketing landscape by giving consumers more control over decisions and access to medical information online.
Marketing Plans for Product Managers Dr. Zubair AliDr. Zubair Ali
This document provides an overview of key aspects of developing a marketing plan, including:
- Conducting external and internal analyses to understand the market environment, customers, and company strengths/weaknesses. This includes PEST analysis, Porter's Five Forces, competitive analysis, and SWOT analysis.
- Defining the target market by segmenting based on customer characteristics and evaluating segment attractiveness. The goal is to select the most attractive segment(s) to target.
- Determining the product positioning by designing the product and image to occupy a distinctive place in the customer's mind relative to competitors.
- Outlining objectives, strategies, and action plans to guide marketing programs and resource allocation over the planning period
1. The document is a catalogue from Smart Pharma Institute of Management that provides information on their training programs for 2018.
2. It offers an inter-company seminar on Pharma Strategy & Marketing over 5 days, as well as intra-company masterclasses on specialized topics like strategic marketing, tactical marketing, market analysis, and action plans for medical representatives.
3. The programs are led by Jean-Michel Peny and focus on topics like market research, business development, sales effectiveness, medico-marketing, strategy, organization, management, and project management.
This is a high level view of aspects of sales and marketing for hospitals. There would be variations and details based on the actual hospital, specialties, service area demographic etc.
Walzer Case Study Launching And Selling A Pharmaceutical Compound With The Pa...walzer_18
The importance of the health care payer view in the development of a new compund is exemplarily shown and was presented at a conference in London in March 2012
The document discusses various marketing strategies for entering new markets as either a pioneer or late entrant. It notes that pioneers typically have significant market share advantages but can lose their lead if they become complacent. Late entrants can succeed through distinctive positioning or by taking advantage of gaps in pioneers' offerings. The strategies discussed include reducing price, improving products/services through niche targeting, entering new geographic markets, and developing new distribution channels.
EPG Final Porfolio - Tran Nguyen - Make a difference: A tale of two countiesTran K. Nguyen
I’m Tran Nguyen, a rising sophomore who majors in Political Science at Berea College. After participating in the Entrepreneurship for Public Good Program at Berea College, I have a better understand of entrepreneurial leadership.
”Make a difference: A tale of two counties” highlights different aspects of my summer. It is one of most animated presentation I ever made.
Michael van Wetering (Kennisnet) en ik hebben op 5 oktober 2016 in het Innovatiehuis in 's-Hertogenbosch een themamiddag verzorgd over trends op het gebied van ICT in het MBO.
Pegging Brand Performance Measures to the Metrics that Really MatterCognizant
The document discusses frameworks for measuring brand performance in the pharmaceutical industry. It suggests that effective frameworks should focus on leading indicators that provide insights into future success, rather than just lagging sales metrics. It provides examples of key performance indicators that could be used at different stages of the brand lifecycle, in various geographies, and for primary vs. specialty care brands. The frameworks are intended to help pharmaceutical companies improve decision-making and maximize the value of each new brand launch.
New Pharma approach: from (e-)detailing to customer & patients excellence: a ...A.R.J. (Rob) Halkes
In the demand for a new business model for pharma, the roadmap from current promotion via detailing to a more engaging way to physicians and health care providers, may lead stepwise to improved servicing to physicians and may lead to collaboration to co-create patient care. Role of social media to pharma and multichannel approaches may so find its position in new pharma marketing.
The document discusses how specialty pharmaceutical manufacturers can benefit from data-driven decision making. It notes that approximately 50% of medications pending approval are specialty-oriented, and developing these medications requires high financial investments of $50 million or more. Specialty manufacturers manage product lifecycles that differ from broadline manufacturers due to serving smaller, distinct patient populations. The document cites a study showing companies that use data-driven decision making experience 5-6% higher productivity. It argues that clear, real-time data can help specialty manufacturers make profitable decisions across a product's lifecycle to create lasting success.
Sales Force Automation for Pharmaceutical IndustryPrashan Costa
The document discusses the implementation of a sales force automation (SFA) system by a pharmaceutical company to digitize its sales and distribution operations. Some key points:
- Currently the company lacks integrated data across medical marketing, sales, and redistribution. Real-time data is also not available.
- The SFA system will automate processes like itinerary planning, order management, expense tracking for both medical representatives and sales representatives.
- It will provide real-time sales data, online stock updates, and optimize distributor operations.
- Analytics from the system will help with sales planning, effectiveness reviews, pharmacy stock levels, and doctor relationship management.
The document discusses which performance indicators are best to use in an incentive strategy. It recommends using market share or market share growth for products with clear territory-level data, as these metrics are transparent and help drive competitive and market-oriented goals. For products without clear territory data, it suggests using sales growth versus budget. For market leaders with over 80% market share, sales growth versus budget is also recommended. It also provides guidance on incentives for new product launches within the first 18 months.
Pharmaceutical Branding: Therapeutic Franchise / Range Brand ModelDavid Delong
The traditional pharmaceutical branding model is flawed strategically, tactically and financially. In this presentation we review the different branding models available to pharma with a focus on the disadvantages of the current pharma Brand as Product model
Amplify the Pharmaceutical Sales Process with MobilityRelayware
Antenna helps pharmaceutical companies amplify the value of their most valuable business driver -- the salesforce -- by equipping them with the tools they need to communicate, collaborate and produce while working in the field. As the barriers to success grow more daunting -- with greater regulation, fiercer competition and fewer sales resources -- companies must recognize that they need a mobile architecture that supports how their employees want to work and how their physicians expect to be serviced.
- Traditional discrete choice models used to evaluate marketing strategies often provide misleading results, leaving managers unable to accurately measure the effectiveness of different marketing efforts.
- A new model called the Flexible Substitution Logit (FSL) relaxes assumptions made by traditional models that can skew results. The FSL allows for a more accurate analysis of how marketing instruments affect demand.
- The researchers tested the FSL model using data on statin drugs. Unlike traditional models, the FSL found that detailing was more effective at increasing sales than direct-to-consumer advertising or meetings/events, by drawing customers from competitors. The FSL provides managers better insights to guide marketing investments.
Business Development & Licensing concepts, methods and tools. From theory to practice.
Application to the pharmaceutical sector. Guidelines and recommendations
14th Alex Marketing Club (Smarketing) by dr. Amir HassanMahmoud Bahgat
14th Alex Marketing Club (Smarketing) by dr. Amir Hassan
to attend & Get the Address Confirm to me on Pvt WhatsApp
#Mahmoud_Bahgat
00966568654916
#Marketing_Club
Only If you are a Marketer Register as a member & or a Speaker in the link
http://goo.gl/forms/RfskGzDslP
■■■■■■■■■■■■■■
جروبات خاصة عالواتساب ب
محبي العمل فالتسويق فالمستقبل
غير عاملين بالتسويق حاليا للتعلم
■ أهم الإعلانات والأفكار والكتب في التسويق■
■■ *بدون كلام ولا سلام ولا شكرا*■■
فقط اشتراك الجروبات
وليس حضور اجتماعات نادي الماركتينج
■ *(الماركتيرز لهم جروبات خاصة)*■
ويستطيعوا حضور الاجتماعات الشهرية ولنا
■ اشترك في جروب واحد منهم فقط دوس على اللينك ■
Marketing club 19 (Future)
https://chat.whatsapp.com/IqDyV0a7GcPIKhcSKan8zD
Marketing club 20 (Future)
https://chat.whatsapp.com/Kt0SlWIeh3n8JPNrUKBOX8
■■■■■■■■■■■■■■■■
Marketing Club Middle East
Since 29 October 2015
We have 7 groups whatsapp
with 750 marketers
From all middle east
since 9 years
& now 13 more groups
For Marketing Club Lovers as future Marketers
Many non Marketers yet have asked to Attend the Club
((We Wish All can Attend,But Cant right now but soon we will..))
Criteria for attending Marketing Club Meetings
•••••••••••••••••••••••••••••••
For Better Harmony & Mind set.
Must be only Marketer
Also Previous Marketing experience
●Business Managers
●Country Manager,GM
●Directors, CEO
Are most welcomed to add Value to us.
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》 till we allow all soon
Not Med Rep,
Not Key Account,
Not Product Specialist,
Not Sales Supervisor,
Not Sales Manager,
●●●●●●●●●●●●●●●●●●
But till you become a marketer
you can join our What'sApp group
Marketing Lover Future Club Group
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》
For Conflict of Interest
Also Can't attend
If Working in a Marketing Services Provider
=not Hotel or tourism
=not Restaurant
=not Advertising
=not Event Manager
=not Market Researcher
■■■■■■■■■■■■■■■■
this Club for Only Marketers
Soon will open for all
Very Soon we will have
■ Business Leaders Club ■
For Sales Managers & Directors
Will be Not for Marketers
■■■■■■■■■■■■■■■■
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14th Cairo Marketing Club (Digital World for Pharma) by Dr. Fayza Elshatby & ...Mahmoud Bahgat
14th Cairo Marketing Club (Digital World for Pharma) by Dr. Fayza Elshatby & Dr.Mahmoud Hamdy
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This document provides an agenda for the Sixteenth National Summit on Healthcare Marketing Strategies taking place from March 27-29, 2011 in Orlando, Florida. The summit will focus on strategic marketing, customer communication, physician strategies, strategies for consumer engagement, and interactive strategies and new media. Keynote speakers will discuss real-time marketing and how to instantly engage markets. Breakout sessions will provide case studies on topics like urgent care center marketing, advertising approaches, marketing structure within health systems, return on investment analysis, brand building, and customer relationship management strategies. The agenda includes general sessions, breakout sessions, a networking reception and luncheon. The event is intended for healthcare marketing, planning and strategy executives.
Pre-Launch Planning: Priming Your Pharma Brand For Profit And Success (mini)Eularis
In today’s environment, Pharmaceutical companies find themselves in a bind. Until recently, if drugs made over $500 Million in annual revenue within 3 to 5 years of launch, they were considered hugely successful. They were a support to an extensive company portfolio and a component of greater company profit.
However, things have changed. The standards for a successful drug have become much higher and much more dangerous. With so many revenue-producing drugs going off patent, companies are facing large holes in their balance sheets and sales that are increasingly slow.
Plus, with the stakes high and available funds low, pipelines are drying up. Add to this the closer scrutiny of safety issues, the rise of Generics, slower physician acceptance and adoption of new therapies, and the Pharma Industry is in trouble.
More and more, companies are expecting marketers to be instrumental at the key moment of launch, and marketers are under extreme pressure. To deliver on the high hopes of Pharmaceutical brand launch, companies must engage in comprehensive pre-launch planning.
In this report we analyze why launch is increasingly important, the issues involved in pre-launch planning, including key organizational strategies, marketing tactics, regulatory considerations, global issues, and methods for ensuring the most effective plans.
Healthcare Marketing 101 for the 2013 APMA Young Physicians InstituteChris Houchens
This document provides an overview of healthcare marketing strategies. It discusses defining a marketing plan, developing a consistent brand message, and measuring effectiveness. Building relationships with customers through positive word-of-mouth is emphasized as the most effective marketing method. Social media has changed the healthcare marketing landscape by giving consumers more control over decisions and access to medical information online.
Marketing Plans for Product Managers Dr. Zubair AliDr. Zubair Ali
This document provides an overview of key aspects of developing a marketing plan, including:
- Conducting external and internal analyses to understand the market environment, customers, and company strengths/weaknesses. This includes PEST analysis, Porter's Five Forces, competitive analysis, and SWOT analysis.
- Defining the target market by segmenting based on customer characteristics and evaluating segment attractiveness. The goal is to select the most attractive segment(s) to target.
- Determining the product positioning by designing the product and image to occupy a distinctive place in the customer's mind relative to competitors.
- Outlining objectives, strategies, and action plans to guide marketing programs and resource allocation over the planning period
1. The document is a catalogue from Smart Pharma Institute of Management that provides information on their training programs for 2018.
2. It offers an inter-company seminar on Pharma Strategy & Marketing over 5 days, as well as intra-company masterclasses on specialized topics like strategic marketing, tactical marketing, market analysis, and action plans for medical representatives.
3. The programs are led by Jean-Michel Peny and focus on topics like market research, business development, sales effectiveness, medico-marketing, strategy, organization, management, and project management.
This is a high level view of aspects of sales and marketing for hospitals. There would be variations and details based on the actual hospital, specialties, service area demographic etc.
Walzer Case Study Launching And Selling A Pharmaceutical Compound With The Pa...walzer_18
The importance of the health care payer view in the development of a new compund is exemplarily shown and was presented at a conference in London in March 2012
The document discusses various marketing strategies for entering new markets as either a pioneer or late entrant. It notes that pioneers typically have significant market share advantages but can lose their lead if they become complacent. Late entrants can succeed through distinctive positioning or by taking advantage of gaps in pioneers' offerings. The strategies discussed include reducing price, improving products/services through niche targeting, entering new geographic markets, and developing new distribution channels.
EPG Final Porfolio - Tran Nguyen - Make a difference: A tale of two countiesTran K. Nguyen
I’m Tran Nguyen, a rising sophomore who majors in Political Science at Berea College. After participating in the Entrepreneurship for Public Good Program at Berea College, I have a better understand of entrepreneurial leadership.
”Make a difference: A tale of two counties” highlights different aspects of my summer. It is one of most animated presentation I ever made.
Michael van Wetering (Kennisnet) en ik hebben op 5 oktober 2016 in het Innovatiehuis in 's-Hertogenbosch een themamiddag verzorgd over trends op het gebied van ICT in het MBO.
Why would we want to make a difference? How do we go about it? With this interactive talk Plamen's goal is to inspire the audience to decide on and start planning a change initiative in their organization or community
Building Your Customer Development PlanCindy Alvarez
The document discusses building a customer development plan through conducting interviews. It provides guidance on what questions to ask customers to understand problems, needs, and opportunities. Examples of questions are provided. The document emphasizes iterative learning - summarizing after a few interviews to assess what is working and not working about the interview process. It also stresses the importance of talking to multiple customers to identify trends rather than relying on individual anecdotes. The goal is to learn enough about customer needs to build an initial product before further validation.
SMB owners are feeling very optimistic about business prospects in 2017 based on a recent survey. Growth industries like healthcare, accommodations, and professional services are driving growth among SMBs. However, issues like rising healthcare costs, cybersecurity threats, and adapting to Millennial workers' needs may challenge SMBs in the coming year. Over 550,000 SMBs could fail in 2017 due to cybersecurity breaches if trends continue. The Latino-owned business sector is a major driver of jobs and economic growth with revenues projected to reach $640 billion in 2017.
Want to make a difference but don't know where or how to start? Take a look at these quotes and get inspired. From Mahatma Gandhi, Michael J. Fox, Michael Dell, Robert J. Kennedy and Lady GaGa.
The document outlines 10 emerging trends in information and communications technology: cloud computing, distributed processing, semantic web, social apps, rural markets, education, media, mobile, location-based apps, and web applications. It was written by Siddharta Govindaraj of Silver Stripe Software Pvt Ltd and provides links to the author's email and company blog for more information on emerging ICT trends.
Top Collaboration and Communication Predictions for 2017Kirti Khanna
This document discusses predictions for collaboration and communication technologies in 2017. It predicts that businesses will increasingly adopt virtual reality to engage customers. Companies will also use predictive analysis and artificial intelligence to anticipate customer needs based on past purchase behavior. Additionally, the document states that companies will start tapping into "dark data" or unused customer data to improve products and services by fixing big data flaws. Finally, it mentions that internet of things security protocols will be strengthened to address business security concerns.
2017 Marketing Plan Template for Modern MarketersAugentia LLC
This Marketing Plan Template for 2017 provides a comprehensive coverage of all the strategic and execution elements needed by Modern Marketer - audit of last year's performance, setting goals and objectives, planning campaigns, content marketing, account based marketing and defining metrics to monitor performance.
Want to download the editable deck, visit this link http://marketing.augentia.com/how-to-write-a-marketing-plan/
This document discusses trends in information and communication technologies (ICT). It covers the topics of convergence, social media, and mobile technologies.
Convergence refers to the integration of different technologies to achieve common goals. Social media encompasses various online platforms for user-generated content, including social networks like Facebook, bookmarking sites like Pinterest, media sharing sites like YouTube, microblogging, blogs, forums, and more.
The document also outlines several mobile operating systems like iOS, Android, Blackberry OS, Windows Phone OS, Symbian, WebOS, and Windows Mobile. It introduces assistive media which helps people with disabilities. Finally, it provides an example homework assignment about using social media to address a community
This document discusses improving industrial hygiene assessments by making data collection, reporting, and storage more accurate, fast, and reliable. Currently, manual data entry leads to mistakes, underreporting, and data being hidden. The document proposes digital solutions called HOT MED and HOT CHEM to conduct medical surveillance and air sampling electronically in real time. It concludes by encouraging readers to make a difference and be the change for a better future.
Sales performance management and C-level goalsIBM Analytics
The document outlines the C-level goals for sales performance management in 2017 that were discussed with the CEO and heads of sales at a multibillion-dollar company. The goals were to double sales productivity in three years, break complacency in the sales culture, execute a strategy of offering full solutions based on customer needs, build an organization with one face to the customer, and align best sales resources with high-value customers further up in the organization. These goals would define the major priorities for the sales compensation plan.
In the ever changing world, marketing strategies are changing fast. A new domain of marketing, digital marketing emerged with the rise of the internet and social media. New trends in digital marketing in the upcoming year can modify the face of marketing.
The document outlines a business acceleration system from Alchemy that aims to help companies increase customers, sales, and profits. It does this through proven strategies and techniques to capture more market share by winning new customers and increasing loyalty. These include developing multiple marketing channels, implementing the "7 profit multipliers" to boost key metrics like leads, conversion rates, and average transaction value, and creating systems that allow the business to run profitably without constant oversight. The goal is to build a highly valuable business that can be sold or operated independently on "autopilot".
Google makes more than 500 algorithm updates a year. LinkedIn now offers more ways to connect with sales prospects than ever before. Keeping track of the changes in digital marketing can make your head spin.
Review this presentation to learn what works today and what you should be thinking about as we head into 2017.
Sheila Kloefkorn, of KEO Marketing Inc, named a top 25 Interactive, Social Media, SEO and Advertising Agency by the Phoenix Business Journal, will walk you through the most important trends you should be thinking about heading into 2017.
Sales models are evolving to meet the new challenges of today’s market, and incentive compensation and measurement plans are changing as a result. As the new environment of pharma sales shifts to more specialized and consumer-centric approaches, the industry will need to respond to adequately compensate and incentivize its sales teams. Our experts say prescription numbers will remain the predominant measurement for sales rep performance in the near term, but eventually, the industry will have to create IC plans that include alternative methods of measurement. Our experts report that the change has begun, albeit very slowly. New measures will be added to the compensation mix to more broadly capture the performance of sales representatives and while script metrics won’t disappear, they will definitely have a smaller impact
The document discusses challenges faced by hospital marketers in proving their value. It notes that marketers are often viewed narrowly and that traditional ROI metrics do not fully capture marketing's impacts. It advocates thinking beyond short-term gains to focus on long-term outcomes like innovation, clinical improvements, and talent recruitment. The document recommends that marketers serve as change agents, focus on customer and community impacts over industry norms, and bolster physician relationship efforts.
Bowen Family Theory and Therapy1.Consider Bowen’s notion that pe.docxjackiewalcutt
Bowen Family Theory and Therapy
1.Consider Bowen’s notion that people seek out partners with identical levels of differentiation of self. Do you think this is true? Why might people marry partners at similar levels of differentiation? According to Bowen, Why would a mismatch fail?
Bowen Family Theory and Therapy
2.You should have completed or may be in the process of completing your Genogram, however, please discuss either Multigenerational Transmission Process, Emotional Cutoff, Sibling Position or Societal Emotional Process as it pertains to you and your family. Provide examples.
Assignment Objectives for Unit 5:
STRATEGIC MARKETING PLAN
INTRODUCTION
This assignment entails development of a comprehensive strategic marketing plan for a new product or service that is ready to “go to market”. A Project Template is provided that allows you to organize your work in increments and see how the sections come together to produce a comprehensive plan.
PRODUCT/SERVICE
This assignment requires application of concepts learned to build a strategic marketing plan for a new product or service that is ready to “go to market”. You will not be allowed to mimic plans or ideas from larger or already "in-place" campaigns. You must develop the business concept in its entirety.
· Describe the new product or service.
· Discuss the qualities that make this product/service new to the marketplace and the rationale for your decision to pursue the concept. Be sure to pick a product or service that is ready to market. If you are developing a new product, assume that the development phase is over and you are ready to launch the product into the marketplace.
OBJECTIVES/MISSION STATEMENT
Create a Mission Statement. State your short-term MARKETING objectives (one year). Assume that the product/service is ready to launch at the beginning of the year (planning and testing have been completed).
· Marketing objectives include goals for sales, profits, market share (as examples)
· Objectives need to be quantifiable. Use the SMART acronym—simple, measurable, achievable, relevant, and time-specific—in formulating your objectives. An objective with a 100% goal is not acceptable
TARGET MARKET
Identify your target market. Provide a specific demographic profile and rationale for this decision. Another source that may help you: The US Census Bureau's American Fact Finder. Consider the size of the market and its purchasing power. Research is required to back-up your selection and to provide statistics to show that it is a viable market.
COMPETITION
Analyze your competition. Who are they? Who are the biggest players? How large is the market? What are the trends/forecasts in the industry? How does your product/service fit in? Business Source Complete in the Library is a good tool for this section; it may be accessed under Find Articles & eBooks.
PRODUCT/SERVICE FEATURES
Provide a brief overview of the product or service.
· State the features of your product/service. Show how it's innov.
Week 4 Dis 1Please respond to the following Brand Stretch .docxmelbruce90096
Week 4
Dis 1
Please respond to the following: "Brand Stretch Spectrum and Market Product Grid"
· Assess the importance of evaluating newly developed health care products in order to determine whether the products should carry existing brand names or whether they should be assigned new brand names. Suggest realistic branding strategies needed for marketers to evaluate newly developed health care products or services. Provide support for your rationale.
· From the e-Activity, determine whether or not the product offerings that you selected are consistent with the perceived selections of the given health care entity. Explain your rationale.
2 page
Dis 2
Please respond to the following: "Lateral Marketing Strategy"
· Assess the value of target marketing as an effective health care marketing strategy. Appraise the degree to which vertical and traditional segmentation help marketing managers use target marketing strategies. Support your rationale with at least two (2) specific examples of target marketing within a health care organization with which you are familiar.
· Evaluate the impact of lateral segmentation in encouraging marketing managers to look broadly at markets in order to identify previously overlooked opportunities. Provide at least one (1) specific example of quality initiatives within a health care organization.
2 page
Week 5
Dis 1
· Please respond to the following: "Marketing Segment and Perceptual Map"
· Evaluate the value and utility afforded by Philip Kotler’s Segment-by-Segment Invasion Plan as a tool for mapping current and future market segment pursuits. Provide support for your rationale.
· Assess the importance of a Perceptual Map for current and potential product offerings in the marketplace. Suggest one (1) way in which this instrument can be used by marketers to affect better product positioning outcomes within the health care industry.
2 page
Dis 2
Please respond to the following: "Product Ladder and Hierarchy of Needs"
· Assess the importance of the Ries and Trout’s Product Ladder as a target marketing device within the health care industry. Provide a rationale for your response.
· Assess the level of necessity for health care marketers to possess an effective understand of human motivation in order to better understand their customers. Provide at least two (2) specific examples of the use of human motivation within a health care organization.
2 page
Week 6
Dis 1
Please respond to the following: "Diffusion of Innovation"
· Per the text, health care consumers vary in their willingness to adopt new product offerings, with some being quicker to adopt than others. Suggest the key reasons why you believe these variances exist. Provide a rationale with at least (1) example of a situation or scenario that would support your response.
· Assess the importance of Everett Rogers’ Diffusion of Innovation Model as a tool for understanding the product adoption tendencies of health care consumer. Provide at least two (2) specific.
Leading the Customer Experience in Healthcare and Life ScienceJennifer Simon
High-performing healthcare marketers are leading initiatives to improve the customer experience by:
1) Adopting agile methodologies to quickly adapt to changing customer needs.
2) Owning the customer experience and digital transformations across their organizations.
3) Elevating customer-focused metrics like satisfaction over traditional metrics like acquisitions.
4) Prioritizing social media engagement to meet customers where they are.
Michael Stevinson of Echelon Brand Communications, a solution provider at the marcus evans PharmaMarketing Summit 2013 and the PharmaSales Summit 2013, gives tips for effective pharmaceutical product strategy and marketing.
Interview with: Michael Stevinson, Vice President, Echelon Brand Communications
This Presentation help organization in development of his sales teams. As the most important and expensive resource of any organization is his people. So to make his people productive, one should work on their development and make them " Efficiently Effective People". In this presentation , the of importance of " Sales Force Effectiveness Department" in an organization has been established. Every organization want that his sales team should fulfill quantitative objectives of organization. This presentation is specially for pharmaceuticals.
This document discusses four key things that pharmaceutical companies need to do in order to successfully innovate beyond traditional drug development. These include: 1) Obsessing over solving their customers' (the NHS) biggest problems like funding shortages and quality of care expectations. 2) Using customer feedback to guide the generation of new ideas. 3) Applying evaluation criteria for innovations that focuses on win-wins for all stakeholders, not just financial metrics. 4) Building partnerships to develop solutions by tapping existing specialist skills and technologies, rather than trying to do everything alone. Successful innovators will be those that understand customer needs best and consistently deliver broader value through partnership to address major healthcare issues.
The document provides guidance on establishing an effective brand strategy for healthcare organizations. It outlines that successful branding efforts transform branding from a short-term project into a long-term discipline. It recommends establishing buy-in from key stakeholders, using research to guide decision making, developing a brand book to guide future decisions, and sustaining momentum through ongoing executive support and communication. The overall aim is to link the brand to business outcomes and establish a high-performance brand.
The document outlines the key concepts and elements of successful marketing. It discusses the meaning of marketing, elements like the 4 Ps (product, price, place, promotion), and the evolution of marketing from a production to sales to modern customer-oriented era. It also covers strategic marketing processes like identifying target markets and stakeholders, as well as requirements for organizational marketing success like having a shared vision, action plan, and capacity to be market-oriented.
This document discusses how life sciences companies can address challenges in the industry by adopting new technologies. It identifies trends putting pressure on companies, such as new regulations and shifting customer expectations. It then presents solutions that technology can provide: a new multi-channel commercial model to better engage customers; business agility through cloud-based platforms to accelerate innovation; and a focus on outcomes through data analytics and patient services to improve care. Adopting modern cloud technologies, the document argues, is key for companies to transform their business models and adapt to changes in the industry environment.
The document discusses the need for pharmaceutical companies to adopt key account management (KAM) as a new sales model. Changes in the US healthcare system over the past few decades, including the rise of integrated delivery networks and changes to insurance and payment models, have decreased pharmaceutical companies' influence over individual stakeholders. KAM is presented as an approach that can help pharmaceutical companies engage with larger healthcare organizations in a way that ensures brand development and sales in this new environment.
The document discusses the importance of marketing communications in successfully launching innovative products. It argues that while innovation is crucial for businesses, new products often fail due to poor marketing. The author analyzes how marketing can help products cross the 'chasm' between early adopters and mainstream customers. Real-world case studies demonstrate how strategic communications can magnify a product's market, while weak messaging can diminish it. Later sections provide best practices for marketers to follow when promoting innovations, including common pitfalls to avoid.
The document discusses the importance of marketing communications in successfully launching innovative products. It argues that while innovation is crucial for businesses, new products often fail due to poor marketing. The author analyzes how marketing can either boost or hinder customer adoption of innovations using case studies. They also identify the top five elements of an effective marketing plan for new products and common pitfalls to avoid based on their experience launching enterprise products and a survey of marketing managers. The role of marketing is to clearly communicate the innovative aspects of new products and position them properly in order to drive customer understanding and uptake.
CareVoz is a healthcare CRM platform that aims to increase consideration and awareness amongst medical organizations. It faces challenges in competing against larger players with more resources and developing an evolving content strategy. The document provides insights on CareVoz's strengths as a transparent brand with a consultative approach and monthly subscription model. It also analyzes weaknesses in analytics tracking and opportunities in thought leadership. Key competitors are reviewed along with trends of medical organizations adopting CRM tools for patient data management and engagement. Younger consumers are more open to online reviews, scheduling, and messaging providers directly. Positioning strategies focus on customization and the view of doctors as a wellness resource rather than just sickness.
10 Customer Acquisition and Relationship ManagementDmitry .docxchristiandean12115
10 Customer Acquisition and Relationship Management
Dmitry Kalinovsky/iStock/Thinkstock
Patronage by loyal customers yields 65 percent of a typical business’ volume.
—American Management Association
Learning Objectives
After reading this chapter, you should be able to do the following:
• Identify how organizational growth is best achieved by an HCO, and state the effect of the product life cycle
on an organization’s revenues.
• Discuss several approaches that an HCO can use to attract new customers, or patients.
• Delineate the premises upon which customer relationship management is based.
• Explain the advantages of database marketing, and identify ways for an organization to use a marketing
database.
• Provide examples of how an HCO can effectively manage real and virtual customer interactions.
Section 10.1Organizational Growth
Introduction
This chapter focuses on how to attract and keep patients through understanding and meeting
their needs. The long-term success of an HCO depends on its ability to attract new patients
and turn them into loyal customers who not only return for needed services, but recommend
the HCO’s services to others. This is especially important because of the nature of the life cycle
for products and services, from their introduction to their decline. Attracting new customers
and keeping existing ones involves interacting internally and externally with patients, analyz-
ing data on current patients, and managing real and virtual interactions with patients. Manag-
ing relationships with patients helps to ensure that patients stay informed and feel connected
to the HCO through its internal and external customer relationship efforts.
10.1 Organizational Growth
Most organizations have growth as a basic goal. Growth means an increase in revenue and
a greater impact on the communities served. Growth also creates opportunities for staff to
advance and take on new responsibilities. While many activities can help an HCO grow, the
most important is the development of an effective marketing plan to provide a consistent
platform for the organization’s visibility and to brand the HCO as an attractive option for
medical services. The development of an effective marketing plan was stressed in Chapter 8
as a basic marketing need for an HCO: that is, to inform new and existing customers of the
organization’s services and to persuade them to continue using or to try using these services.
Product/Service Life Cycles
Like people, products and services have a life cycle. The term product life cycle refers to the
stages that a product or service goes through from the time it is introduced until it is taken
off the market or “dies.” The stages of the product life cycle, illustrated in Figure 10.1, usually
include the following descriptions:
• Introduction—The stage of researching, developing, and launching the product or
service.
• Growth—The stage when revenues are increasing at a fast rate.
• M.
Similar to Launch readiness 3 keys to success for sales leaders (20)
This survey identifies current challenges and best practices for hiring B2B salespeople.
Sales is the lifeblood of business. Although there have been many advances in sales and marketing automation, B2B sales success still depends heavily on people. Nothing will doom a sales leader faster than open territories, neglected accounts, bad hires and poor onboarding.
Sales leaders face incredible pressure to hire fast but also hire well. Achieving these seemingly opposing objectives is possible but requires effective sales hiring practices.
For this reason, we partnered with SellingPower® to survey gain insight into sales hiring problems and solutions. To this end, we surveyed not only sales leaders but also recruiters and sales reps to uncover perceptions, expectations and preferences.
This document discusses managing difficult employees and provides problems and solutions. It identifies four main problems managers face: difficult personalities, bad attitudes, poor performance, and communication problems. While difficult employees only make up 10% of staff, they take up 90% of manager's time. The document provides advice on how to address each problem, such as making employees aware of problematic behaviors, understanding the root causes of issues, and setting clear expectations and consequences. The overall message is that difficult employee issues require tactful and direct action from managers to improve productivity and workplace culture.
SPI Insight: Selecting and Developing Sales Talent with Employee AssessmentsDario Priolo
This eBook covers:
How to determine if your existing talent is capable of executing future growth
Essential features of effective sales hiring assessments
Why personality assessments alone are inadequate
How to identify who you should choose as your next sales manager
SPI Insight: Driving CRM and Sales Enablement SuccessDario Priolo
This document provides an overview of driving CRM and sales enablement success. It contains three articles about aligning CRM with sales improvement initiatives, determining who should own CRM success through defining stakeholder roles and responsibilities, and recognizing and rescuing a failing CRM system through a 5-step approach. The document is intended to help organizations ensure their CRM system supports sales improvement efforts and drives better adoption.
SPI Insight: Top 5 Pharma Company Changed the NRx Launch CurveDario Priolo
A top 5 pharmaceutical company faced challenges in launching a new product due to misalignment between customer expectations and the sales team's abilities. They partnered with SPI to enhance the sales team's clinical selling and consultative skills through eLearning and workshops. This training aligned the skills with customer needs and increased NRx growth by 40% beyond initial forecasts, allowing for an upward adjustment of sales projections. The marketing director credited SPI's process and expertise for helping set up the sales team for success.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net