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.
Description of the Brand Booster Program which includes three innovative marketing approaches: the Brand Preference Mix to increase market share - the Behavioral Prescriber Segmentation to increase the efficiency of field forces and the Individual Prescriber Plan to fine tune the marketing mix
For pharmaceuticals and biotech companies, medical, legal, and regulatory reviews (MLRs) are commonplace, and help ensure that product claims, promotions, and training are medically correct, and in compliance with FDA and other industry standards. This requires companies to develop an MLR process that helps assure the accuracy, relevancy, and value of the promotional material they produce and market.
Description of the ELITE Program based on four pillers: 1. the prescriber insight - 2. the brand preference mix - 3. the the high impact interactions - 4. Job passion
Doctor Profiling is a very important exercise for any pharma company because a company wants to constantly re evaluate the potential and penetration of the doctor/HCPs it caters to.We have also seen that there are times when the same doctor would be called on by MRs across two or more divisions.This results in duplication within the database and hence the actual potential of the doctor cannot be evaluated
Description of the Brand Booster Program which includes three innovative marketing approaches: the Brand Preference Mix to increase market share - the Behavioral Prescriber Segmentation to increase the efficiency of field forces and the Individual Prescriber Plan to fine tune the marketing mix
For pharmaceuticals and biotech companies, medical, legal, and regulatory reviews (MLRs) are commonplace, and help ensure that product claims, promotions, and training are medically correct, and in compliance with FDA and other industry standards. This requires companies to develop an MLR process that helps assure the accuracy, relevancy, and value of the promotional material they produce and market.
Description of the ELITE Program based on four pillers: 1. the prescriber insight - 2. the brand preference mix - 3. the the high impact interactions - 4. Job passion
Doctor Profiling is a very important exercise for any pharma company because a company wants to constantly re evaluate the potential and penetration of the doctor/HCPs it caters to.We have also seen that there are times when the same doctor would be called on by MRs across two or more divisions.This results in duplication within the database and hence the actual potential of the doctor cannot be evaluated
Digital marketing strategy for B2B sectorMoses Gomes
Here is a simple DIY for B2B and entrepreneurs on how to use social media and internet marketing strategies for lead generation, engagement and branding. This presentation presents some simple key techniques to help on different social media and technology elements for engagement with customers.
Principles of Joint Field Work for Pharma First-line Leaders in IndiaVivek Hattangadi
This slide presentation is basically a training tool for First-line Leaders of those pharma companies which do not provide even the basic training when they promote a medical representative to a First-line Leader; yet have a desire to learn and make progress in their careers and no longer desire to be SUPER MEDICAL REPRESENTATIVES. .
This is the foundation for them to excel as First-line Leaders and eventually move up to the position of CEO
Download the PDF: https://www.demandmetric.com/content/digital-marketing-best-practices-report
It has been said that “All Marketing is Digital Marketing.” And with good reason! In the last decade (or less), the marketing environment has been transformed.
Marketing has moved from an environment in which traditional marketing, brick and mortar storefronts and Digital Marketing options all competed for the time, attention and resources of the marketing department to one in which Digital Marketing reigns supreme – with an occasional nod in the direction of the storefront, or traditional marketing (direct mail, print advertising, etc.)
One of the biggest challenges of Digital Marketing is the speed of which it has taken over the marketing organization, often in an ad hoc, uncoordinated fashion.
Demand Metric’s research has consistently shown that Digital Marketing has a very significant and positive impact on the organizations that are employing it when they do so by following best practices and processes in a coordinated, holistic approach.
In this Best Practices Report on Digital Marketing we will cover the Digital Marketing landscape in five distinct categories - Content Marketing, Social Media Marketing, Mobile Marketing, Video Marketing and Public Relations
Ensuring Profitable ROI in Pharma Marketing (mini)Eularis
The Pharmaceutical environment is turbulent and, as a result, what used to work to create industry-wide growth of 20% no longer does. The profit generated from brands is in decline as market growth slows in the major Pharmaceutical markets and this inevitably leads to marketing budget cuts.
The only way for a brand to grow effectively - and cost-effectively - is to improve the bottom line effectiveness of each marketing spend. Pharmaceutical marketers are under even more pressure to get more ‘bang for their buck’ from their marketing spend and be able to justify it.
This in-depth report answers the questions that Pharmaceutical marketing directors are asking:
* How do we successfully measure our individual marketing activities’ bottom line return, and prove it to the CFO?
* How do we prove exactly which marketing components are really growing our bottom line
* How do we know what aspects need to be changed, and how, to grow the bottom line by a specific amount
This report explains the different methods being used such as ROI, promotional response models, econometrics and predictive algorithms and the pros and cons of the different approaches.
There are step-by-step guidelines on successfully implementing these approaches for real and measurable results and numerous case studies of actual Pharma brands who have successfully navigated these waters. Consideration is given to what they did to measure and improve - and prove - bottom line return.
There are step-by-step guidelines on successfully implementing these approaches for real and measurable results and numerous case studies of actual Pharma brands who have successfully navigated these waters. Consideration is given to what they did to measure and improve - and prove - bottom line return.
The report will help Pharmaceutical marketers navigate and understand marketing analytics and develop skills to harness competitive advantage.
This report will focus on:
* The practical skills every marketer needs for measuring the effectiveness of their marketing
* Which tools and best practices really make a difference
* The measurement principles that drive successful marketing measurement
* How to propel strategy, growth, and bottom line return
* Case studies in measurement of sales force return, eDetailing return, compliance/adherence programs, CME speaker programs, advertising campaigns, PR campaigns, CRM implementation return, and much more
* Key points of relevance in these case studies
* New ideas you can apply to your area of marketing responsibility – be it sales force, advertising, eDetailing, CME, CRM, PR or any other related field.
Presentation of the "Smart Field Force Framework" which has been developed to help pharma companies design the best organizational model to support the right strategy and tactics
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.
Customer Journey Analytics: Cracking the Patient Engagement Challenge for PayersHealth Catalyst
Customer journey analytics uses machine learning and big data to track and analyze when and through what channels customers interact with an organization, with an aim to influence behavior (e.g., buying behaviors among retail customers). Similarly, healthcare organizations want to influence health-related behaviors, such a taking medication as prescribed and not smoking, to improve outcomes and lower the cost of care. In a partnership with an analytics services provider, a payer organization is leveraging customer journey analytics among healthcare consumers to identify the best opportunities and channels for patient outreach. With this analytics-driven engagement strategy, the payer has found an opportunity to significantly improve patient engagement—a predicted overall increase from 18 percent to 31 percent.
SAAS Business Plan Example - CRM softwareupmetrics.co
Having a strong business plan for a SaaS startup is critical for success. Every business needs a strategy and plan that when implemented delivers a strong foundation, and this holds true for a software as a service startup as well.
According to a report published in The Gartner CRM Guide, more than 50 percent of CRM is deployed as SaaS, and the number continues to grow at a rapid rate.
While Saas as a business delivers high value to customers with high ROI, a startup in this domain needs to be executed right from the very beginning, and only a well-written business plan can help you get started, as well as sustain in this competitive market.
If you are tempted to jump in and develop your own Software as a Service business, the below tips on how to write a business plan for a SaaS startup will help you achieve your goals.
Analysis of what patient services proposed by pharma companies should be. This document explains: 1. why patient centricity is essential? - 2. how to craft a patient-centric strategy? - 3. How to implement patient-centric initiatives?
Social Media Marketing - Brand Reach Out Strategyabigailkyna
It is a Marketing Strategy plan for a new business running in the beauty industry that requires better marketing strategy. Introducing Med-Line Singapore. They provides an alternate solution for consumer with skin allergy as well as sensitive skin.
Sales Force Effectiveness is Dead ... or is it?
Five opportunities for pharma to get ‘back to basics’ and immediately lift sales performance.
Blackdot are a full service benchmarking, consulting, training & advisory firm exclusively focused on lifting sales force effectiveness & efficiency. Blackdot exist to assist their clients to achieve more predictable, repeatable, and sustainable sales performance.
What makes them unique is their total fixation on the use of data-driven, evidence-based techniques to understand what does (and does not) drive sales performance.
By viewing the ‘sales engine’ holistically, as an ecosystem of component parts that work interdependently to impact sales results, Blackdot are able to identify the root cause of what’s inhibiting and enabling your current performance, including quantifying the payoff in actually getting it right.
Armed with this knowledge, Blackdot stand alongside their clients who engage them to define, implement and embed change programs that bridge the gap between ‘hoping’ and ‘knowing’ they’ll deliver top and bottom line performance improvement.
Highlights From 7th Medical Science Liaison/MSL ConferenceExL Pharma
Current trends, issues and challenges facing MSL's in the pharmaceutical industry. Presented at the 7th MSL Best Practices conference, April, 2010. For further information, please visit www.exlpharma.com
Training Program for Medical Representatives by Anup Soans Anup Soans
“Hardknocks for GreenHorn is a good book and very useful tool for any one starting his / her career in Pharma Industry..
It covers all basic concepts i.e Medical Part, Sales Tools, Innovative methods and much more. I strongly recommend this book to be the part of freshers training batch in any Pharma Company. .”
A Sales Force Effectiveness Analysis is used to support the decision making process by providing a detailed overview of the variety of forces that may be acting on an organisational change issue. It allows the user to assess the source and strength of these forces and is particularly useful in the planning and implementation stages of change management.
Discover in this presentation, the digital marketing trends for 2022, a quick review over 2021 trends as well as some of our resources to help you prepare for the next year.
HeathifyMe: Mobile heath and Fitness startupHelloMeets
This was discussed at "Product Workshop - Mobile Growth & Monetisation" conducted by HelloMeets at Zetaux's office in Bengaluru.
Speaker & Presentation by:
Anjan Bhojaraj, Head of Product for HealthifyMe
- He led Growth and Monetization verticals for 1.5 years at HealthifyMe before taking over as Head of Product
-Anjan has over 10 years of experience across Mobile Apps and R&D having worked at companies like Motorola Solutions & Cognizant
Presentation includes:
-Growth Trajectory from 3,000,000 users in 2017 to 8,000,000 in 2018 with 4 revenue making verticals led by 6 PMs & 40 engineers
How Healthifyme launched the following products:
-HealthifyMe Insights - Leading to increase in engagement
-Ria - World's first AI wellness coach - Leading to increase in retention/engagement
-Content feeds - Leading to increased session time
B2B, or business to business companies, are unique entities that require a well-thought-out and creative marketing plan, tailored for their own target audience, from acquiring them by awesome content, Ace-ing the deal with the Sales team's help.
When you initially think about B2B marketing strategies, your mind might go straight to direct and outbound techniques—messaging sent straight to prospective clients that you’ve identified. While that can work, it’s not always the best way to bring in new clients, this checklist would help viewers prepare to launch the best in class campaigns.
Let’s take a look at B2B digital marketing strategies you can utilize in 2022 to increase your business exposure and numbers.
Digital marketing strategy for B2B sectorMoses Gomes
Here is a simple DIY for B2B and entrepreneurs on how to use social media and internet marketing strategies for lead generation, engagement and branding. This presentation presents some simple key techniques to help on different social media and technology elements for engagement with customers.
Principles of Joint Field Work for Pharma First-line Leaders in IndiaVivek Hattangadi
This slide presentation is basically a training tool for First-line Leaders of those pharma companies which do not provide even the basic training when they promote a medical representative to a First-line Leader; yet have a desire to learn and make progress in their careers and no longer desire to be SUPER MEDICAL REPRESENTATIVES. .
This is the foundation for them to excel as First-line Leaders and eventually move up to the position of CEO
Download the PDF: https://www.demandmetric.com/content/digital-marketing-best-practices-report
It has been said that “All Marketing is Digital Marketing.” And with good reason! In the last decade (or less), the marketing environment has been transformed.
Marketing has moved from an environment in which traditional marketing, brick and mortar storefronts and Digital Marketing options all competed for the time, attention and resources of the marketing department to one in which Digital Marketing reigns supreme – with an occasional nod in the direction of the storefront, or traditional marketing (direct mail, print advertising, etc.)
One of the biggest challenges of Digital Marketing is the speed of which it has taken over the marketing organization, often in an ad hoc, uncoordinated fashion.
Demand Metric’s research has consistently shown that Digital Marketing has a very significant and positive impact on the organizations that are employing it when they do so by following best practices and processes in a coordinated, holistic approach.
In this Best Practices Report on Digital Marketing we will cover the Digital Marketing landscape in five distinct categories - Content Marketing, Social Media Marketing, Mobile Marketing, Video Marketing and Public Relations
Ensuring Profitable ROI in Pharma Marketing (mini)Eularis
The Pharmaceutical environment is turbulent and, as a result, what used to work to create industry-wide growth of 20% no longer does. The profit generated from brands is in decline as market growth slows in the major Pharmaceutical markets and this inevitably leads to marketing budget cuts.
The only way for a brand to grow effectively - and cost-effectively - is to improve the bottom line effectiveness of each marketing spend. Pharmaceutical marketers are under even more pressure to get more ‘bang for their buck’ from their marketing spend and be able to justify it.
This in-depth report answers the questions that Pharmaceutical marketing directors are asking:
* How do we successfully measure our individual marketing activities’ bottom line return, and prove it to the CFO?
* How do we prove exactly which marketing components are really growing our bottom line
* How do we know what aspects need to be changed, and how, to grow the bottom line by a specific amount
This report explains the different methods being used such as ROI, promotional response models, econometrics and predictive algorithms and the pros and cons of the different approaches.
There are step-by-step guidelines on successfully implementing these approaches for real and measurable results and numerous case studies of actual Pharma brands who have successfully navigated these waters. Consideration is given to what they did to measure and improve - and prove - bottom line return.
There are step-by-step guidelines on successfully implementing these approaches for real and measurable results and numerous case studies of actual Pharma brands who have successfully navigated these waters. Consideration is given to what they did to measure and improve - and prove - bottom line return.
The report will help Pharmaceutical marketers navigate and understand marketing analytics and develop skills to harness competitive advantage.
This report will focus on:
* The practical skills every marketer needs for measuring the effectiveness of their marketing
* Which tools and best practices really make a difference
* The measurement principles that drive successful marketing measurement
* How to propel strategy, growth, and bottom line return
* Case studies in measurement of sales force return, eDetailing return, compliance/adherence programs, CME speaker programs, advertising campaigns, PR campaigns, CRM implementation return, and much more
* Key points of relevance in these case studies
* New ideas you can apply to your area of marketing responsibility – be it sales force, advertising, eDetailing, CME, CRM, PR or any other related field.
Presentation of the "Smart Field Force Framework" which has been developed to help pharma companies design the best organizational model to support the right strategy and tactics
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.
Customer Journey Analytics: Cracking the Patient Engagement Challenge for PayersHealth Catalyst
Customer journey analytics uses machine learning and big data to track and analyze when and through what channels customers interact with an organization, with an aim to influence behavior (e.g., buying behaviors among retail customers). Similarly, healthcare organizations want to influence health-related behaviors, such a taking medication as prescribed and not smoking, to improve outcomes and lower the cost of care. In a partnership with an analytics services provider, a payer organization is leveraging customer journey analytics among healthcare consumers to identify the best opportunities and channels for patient outreach. With this analytics-driven engagement strategy, the payer has found an opportunity to significantly improve patient engagement—a predicted overall increase from 18 percent to 31 percent.
SAAS Business Plan Example - CRM softwareupmetrics.co
Having a strong business plan for a SaaS startup is critical for success. Every business needs a strategy and plan that when implemented delivers a strong foundation, and this holds true for a software as a service startup as well.
According to a report published in The Gartner CRM Guide, more than 50 percent of CRM is deployed as SaaS, and the number continues to grow at a rapid rate.
While Saas as a business delivers high value to customers with high ROI, a startup in this domain needs to be executed right from the very beginning, and only a well-written business plan can help you get started, as well as sustain in this competitive market.
If you are tempted to jump in and develop your own Software as a Service business, the below tips on how to write a business plan for a SaaS startup will help you achieve your goals.
Analysis of what patient services proposed by pharma companies should be. This document explains: 1. why patient centricity is essential? - 2. how to craft a patient-centric strategy? - 3. How to implement patient-centric initiatives?
Social Media Marketing - Brand Reach Out Strategyabigailkyna
It is a Marketing Strategy plan for a new business running in the beauty industry that requires better marketing strategy. Introducing Med-Line Singapore. They provides an alternate solution for consumer with skin allergy as well as sensitive skin.
Sales Force Effectiveness is Dead ... or is it?
Five opportunities for pharma to get ‘back to basics’ and immediately lift sales performance.
Blackdot are a full service benchmarking, consulting, training & advisory firm exclusively focused on lifting sales force effectiveness & efficiency. Blackdot exist to assist their clients to achieve more predictable, repeatable, and sustainable sales performance.
What makes them unique is their total fixation on the use of data-driven, evidence-based techniques to understand what does (and does not) drive sales performance.
By viewing the ‘sales engine’ holistically, as an ecosystem of component parts that work interdependently to impact sales results, Blackdot are able to identify the root cause of what’s inhibiting and enabling your current performance, including quantifying the payoff in actually getting it right.
Armed with this knowledge, Blackdot stand alongside their clients who engage them to define, implement and embed change programs that bridge the gap between ‘hoping’ and ‘knowing’ they’ll deliver top and bottom line performance improvement.
Highlights From 7th Medical Science Liaison/MSL ConferenceExL Pharma
Current trends, issues and challenges facing MSL's in the pharmaceutical industry. Presented at the 7th MSL Best Practices conference, April, 2010. For further information, please visit www.exlpharma.com
Training Program for Medical Representatives by Anup Soans Anup Soans
“Hardknocks for GreenHorn is a good book and very useful tool for any one starting his / her career in Pharma Industry..
It covers all basic concepts i.e Medical Part, Sales Tools, Innovative methods and much more. I strongly recommend this book to be the part of freshers training batch in any Pharma Company. .”
A Sales Force Effectiveness Analysis is used to support the decision making process by providing a detailed overview of the variety of forces that may be acting on an organisational change issue. It allows the user to assess the source and strength of these forces and is particularly useful in the planning and implementation stages of change management.
Discover in this presentation, the digital marketing trends for 2022, a quick review over 2021 trends as well as some of our resources to help you prepare for the next year.
HeathifyMe: Mobile heath and Fitness startupHelloMeets
This was discussed at "Product Workshop - Mobile Growth & Monetisation" conducted by HelloMeets at Zetaux's office in Bengaluru.
Speaker & Presentation by:
Anjan Bhojaraj, Head of Product for HealthifyMe
- He led Growth and Monetization verticals for 1.5 years at HealthifyMe before taking over as Head of Product
-Anjan has over 10 years of experience across Mobile Apps and R&D having worked at companies like Motorola Solutions & Cognizant
Presentation includes:
-Growth Trajectory from 3,000,000 users in 2017 to 8,000,000 in 2018 with 4 revenue making verticals led by 6 PMs & 40 engineers
How Healthifyme launched the following products:
-HealthifyMe Insights - Leading to increase in engagement
-Ria - World's first AI wellness coach - Leading to increase in retention/engagement
-Content feeds - Leading to increased session time
B2B, or business to business companies, are unique entities that require a well-thought-out and creative marketing plan, tailored for their own target audience, from acquiring them by awesome content, Ace-ing the deal with the Sales team's help.
When you initially think about B2B marketing strategies, your mind might go straight to direct and outbound techniques—messaging sent straight to prospective clients that you’ve identified. While that can work, it’s not always the best way to bring in new clients, this checklist would help viewers prepare to launch the best in class campaigns.
Let’s take a look at B2B digital marketing strategies you can utilize in 2022 to increase your business exposure and numbers.
Evolving pharmaceutical market drivers, technical details and market forecast...priyanks0607
The report features an overview of the various marketing channels available to Pharma, and examines the factors driving change within this field. It analyzes how a wide range of digital marketing methods can be effectively integrated into a synergistic multichannel marketing strategy.
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.
6/4/2019 Print
https://content.ashford.edu/print/AUBUS620.12.1?sections=sec1.2&content=all&clientToken=facba320-3875-6b39-053e-fd4d5df2b43b&np=sec1.2 1/9
How can you apply this process to a company, product, and target market you are aware of?
1.2 The Marketing Management Process
Marketing management is a process that is intended to facilitate transactions by bringing buyers
and sellers together. Consistent with the marketing concept, the ultimate goal of the process is to
create exchanges that satisfy both company and customer.
As illustrated in Figure 1.2, the process of marketing management from the seller's perspective can
be characterized as a series of four stages of decision making: situation analysis, marketing
strategy, marketing mix decisions, and implementation and control.
Figure 1.2: Marketing management process
Each of these stages is described in greater detail in the sections that follow. Before proceeding,
however, it is important to keep two features of the model in mind. The purpose of the model is to
provide a measure of discipline to the process of marketing management to improve the quality of
managers' decisions. Its value lies in making sure that the decision maker is deliberate, thorough,
and systematic in the planning and execution of marketing strategy. An important consideration
when evaluating the model is that it is not simply a linear recipe card for decision making. It is
intended to provide an aid to assessing the goodness of fit between marketing problems and
alternative solutions. As such, it is not a substitute for thinking. The model can only be as useful,
flexible, and dynamic as the user makes it.
Stage I: Situation Analysis
In many instances, corporate, division, and business unit level goals and strategic priorities will
shape and direct the process of marketing management from the outset. Given those constraints,
the first step of the process is to undertake a thorough analysis of the current situation and
environment confronting the organization. Situation analysis is at the heart of marketing's endeavor
to identify new opportunities to satisfy unmet customer wants and needs. Opportunities typically
stem either from finding new ways to serve the needs of existing customers or uncovering new
markets for existing product or service lines. Many new opportunities incorporate elements of both
new products and new markets. Productrelated opportunities for a regional hospital, for example,
might include the addition of alternative therapies (e.g., acupuncture) or creating satellite wellness
or expresscare centers in local shopping centers and malls. The addition of a new service line in
sports medicine and rehabilitation care might be one way to reach a new segment of the market.
6/4/2019 Print
https://content.ashford.edu/print/AUBUS620.12.1?sections=sec1.2&content=all&clientToken=facba320-3875-6b39-053e-fd4d5df2b43b&np=sec1.2 2/9
CVS and many other companies are meeting shoppers'
needs conv.
Presentation of the "Pharma Corporate Reputation Booster" which is a practical approach to strengthen the reputation and competitive position of pharmaceutical companies.
Knowledge management and business intelligence systems in the pharmaceutical industry can provide access to valuable data and insights. This information can help decision-makers make informed choices regarding drug development, clinical trials, market expansion, and resource allocation.
Enhanced Research and Development: Knowledge management systems enable efficient storage, retrieval, and sharing of scientific knowledge, research findings, and intellectual property. This facilitates collaboration among researchers, accelerates the discovery process, and promotes innovation in drug development.
Effective Drug Discovery and Targeting: Business intelligence tools can analyze vast amounts of data, such as genomic information, clinical trial results, and patient records. This enables pharmaceutical companies to identify potential drug targets, optimize drug discovery processes, and develop personalized treatments based on patient characteristics.
Regulatory Compliance: The pharma industry operates in a heavily regulated environment. Knowledge management systems can centralize regulatory information, track compliance requirements, and ensure adherence to relevant guidelines. This reduces the risk of non-compliance and facilitates regulatory audits and inspections.
Efficient Supply Chain Management: Business intelligence systems can monitor and analyze supply chain data, including inventory levels, production rates, and distribution networks. This helps streamline the supply chain, optimize inventory management, and ensure timely delivery of pharmaceutical products while minimizing costs and waste.
Real-time Market Insights: Knowledge management and business intelligence tools provide real-time access to market data, competitor analysis, and customer feedback. This empowers pharmaceutical companies to identify market trends, understand customer needs, and make data-driven marketing and sales strategies to maximize product adoption and market share.
Patient Safety and Pharmacovigilance: Knowledge management systems enable the collection, analysis, and sharing of adverse drug event data and patient safety information. This supports pharmacovigilance efforts, helps identify potential risks, and facilitates proactive measures to ensure patient safety.
Improved Collaboration and Knowledge Sharing: Knowledge management platforms facilitate collaboration among cross-functional teams, enabling seamless information sharing, best practice dissemination, and lessons learned. This fosters a culture of continuous learning and improvement within the organization.
Cost Reduction and Operational Efficiency: Business intelligence tools can analyze operational data, identify inefficiencies, and optimize processes. This leads to cost reduction, improved resource allocation, and increased operational efficiency across various functions, such as manufacturing, logistics, and sales.
Compliance with Quality Standards: Knowledge management systems assist in ensuring
In this most recent ReCon newsletter we discuss the emergence of ACOs in the healthcare marketplace and how pharma marketers can create a path forward for optimal engagement.
Pharma Sales Crediting: Incentives for Accurate & Compliant ProcessesCognizant
For pharmaceuticals organizations, sales incentive compensation is complicated and labor-intensive - and crucial for avoiding regulatory problems or sales rep dissatisfaction. We analyze the sales crediting process and offer key guidelines for ensuring it is accurate and efficient.
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is evolving into a strategy that reaches across technology companies. We offer guidance on the rise of experience and its role in business modernization, with details on how orgnizations can build the ecosystem to support it.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
According to our research, manufacturers are well ahead of other industries in their IoT deployments but need to marshal the investment required to meet today’s intensified demands for business resilience.
The Work Ahead in Higher Education: Repaving the Road for the Employees of To...Cognizant
Higher-ed institutions expect pandemic-driven disruption to continue, especially as hyperconnectivity, analytics and AI drive personalized education models over the lifetime of the learner, according to our recent research.
Engineering the Next-Gen Digital Claims Organisation for Australian General I...Cognizant
In recent years, insurers have invested in technology platforms and process improvements to improve
claims outcomes. Leaders will build on this foundation across the claims landscape, spanning experience,
operations, customer service and the overall supply chain with market-differentiating capabilities to
achieve sustainable results.
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
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Pegging Brand Performance Measures to the Metrics that Really Matter
1. Pegging Brand Performance Measures
to the Metrics that Really Matter
Success in today’s high-pressure pharma market requires
organizations to create more relevant brand performance frameworks
that not only reflect lagging indicators such as product sales, market
share, pricing and profitability, but offer a lifecycle-focused view of
where business is heading.
Executive Summary
Marathons are often viewed as an analogue for
measuring performance. Marathon running is a
game for players, not winners, and when one runs
a marathon, it is against the distance and not
against other runners or against time. A corol-
lary can be drawn between a marathon and brand
performance, where the market can be viewed as
the race, an athlete represents the brand, a coach
acts as a stakeholder and the stopwatch is seen
as the measurement tool for gathering perfor-
mance data.
The coach provides guidance to help the athlete
alter his approach according to the nature of
the race, while the data obtained from the stop-
watch can be interpreted and is indicative of the
athlete’s performance. The data sets can be inter-
preted according to measurement needs; each
data point is indicative of a fact.
Less than 1% of new pharmaceuticals brands
excel in today's highly competitive environment.1
The reason for failure is rarely a lack of data points,
management reports and performance indica-
tors. In fact, the opposite is often true. Lack of
alignment, an excess of key performance indica-
tors (KPIs), irrelevant KPIs, a disconnect between
KPIs and critical success factors for a brand and
mismatched KPIs across business functions and
geographies are the major challenges pharma
organizations face when designing an optimal KPI
framework.
This white paper aims to identify an indicative
and relevant metrics framework to track brand
performance that focuses on leading indicators
which yield insights for quick decision-making
and achieving desired objectives.
A Brand Performance Primer
Business leaders often invoke the old but relevant
adage: “You can’t manage what you don’t mea-
sure.” Amid the pharma industry’s steep patent
cliff and shrinking pipeline for blockbuster mol-
ecules, organizations face a major challenge in
maximizing the value of each brand launch. In
the era of shorter lifecycles of pharmaceuticals
launches, it is imperative that organizations dili-
gently prepare and achieve optimal returns from
each product launch — with little margin for error.
As a result, brand performance measurements
• Cognizant 20-20 Insights
cognizant 20-20 insights | may 2016
2. cognizant 20-20 insights 2
within a solid KPI framework is
critical to a successful launch.
There are various meth-
odologies and frameworks
available for measuring brand
performance that pivot around
a product’s lifecycle. But which
framework is right?
Traditionally, brand perfor-
mance has been measured
by financial returns. However,
understanding the market and the operational
drivers can improve the predictability of financial
outcomes. Many companies engage in a variety of
integrated marketing activities to monitor brand
performance indicators by what are known as
“the five A’s”: (brand) awareness, acquaintance,
association, allegiance and appraisal, spread over
perception, performance and financial factors.2
Measuring brand performance in pharmaceuticals
is vastly more complex than in other industries.
The reason: Consumers are not always the target
for the brand. Influencers, or key opinion leaders
and physicians, are often the direct customers.
Tracking pharma brand performance qualitative-
ly is therefore complicated, requiring insights
into multiple perspectives of various customers
including primary and specialist physicians, key
opinion leaders, legislators, payers (i.e., insurance
plans), pharmacists, patients and, in some con-
texts, caregivers.3
Given the level of interaction between healthcare
professionals and pharmaceuticals representa-
tives, companies strive to measure their own
propensity to accommodate customers and their
future needs (i.e., the customer interaction index).
The dynamic nature of the business makes brand
awareness and perception key to a product’s
performance.
Measuring Pharmaceuticals Brand
Performance
Most organizations aim to define their KPIs by
connecting leading and lagging metrics. Leading
metrics are the performance indicators that
illuminate future growth of a brand, whereas lag-
ging metrics are performance indicators derived
from past results. While lagging indicators are de
rigueur across the industry (in conjunction with
leading indicators), many organizations are now
focused on leading metrics.
The selection of key brand performance indica-
tors depends on a number of parameters:
• In-line/late-stage pipeline drugs, launched
brands and established brands.
• Primary care and specialty care brands.
• Global, regional or individual market.
• Targeted stakeholders within an organization.
• Priority brands aligned to the vision of the
organization, or non-priority brands.
Figure 1
Amid the pharma
industry’s steep
patent cliff and
shrinking pipeline for
blockbuster molecules,
organizations face a
major challenge in
maximizing the value
of each brand launch.
Clusters KPI categories
Strategic
• Source of Business
• Share of Access
• Real-World Delivery
• Standard of Care
Execution
• Share of Voice
• Call and Activity
• Account Information
• Social Media
• Share of Science
Customer Impact • KOL Advocacy
• Perception and Awareness Across Stakeholders
Performance
• Profitability
• Sales (Value/Volume)
• Market Share
• Evolution Index
• Pricing Strategy
Dissecting Brand Performance Measurement
Figure 1
3. cognizant 20-20 insights 3
For marketers, it is vital to track the acquisition
of loyal customers, measurements attained by
perceiving performance through their custom-
ers’ eyes. To improve performance and sustain
profitable growth, many marketers now measure
customer loyalty and market responsiveness with
parameters such as net promotion scores based
on factors including corporate communications,
expectation-setting and delivering on promises.4
A Brand Performance Framework
Before defining its KPI framework for measuring
a brand’s performance, an organization needs to
answer the following questions:
• How do we track progress versus key brand
strategic imperatives?
• Do we execute set strategies well, and how do
we compare to our competition?
• Do our strategies have the desired impact on
customers?
• Do we obtain the business performance we plan?
Based on the responses to such questions, brand
performance frameworks can be categorized
broadly into four major clusters (see Figure 1, pre-
vious page).
KPI Frameworks
Figure 1 presents the major performance indi-
cators that are commonly used to track brand
performance for pharmaceuticals companies;
however, KPIs should focus on the most important
and pertinent metrics. The goal of an effective
KPI system/framework
is to provide relevant
and actionable insights.
Many pharmaceuticals
companies still rely
on the conventional
metrics of market
share, sales and pre-
scriptions to measure
brand performance,
but these measures
alone fail to provide
the granular level of
information required
to ensure an optimal
course and proper fact-
based decision-making.
The following frame-
works can help overcome these shortcomings:
• Considering the brand’s lifecycle: The
choice of metrics will vary according to the
brand’s lifecycle. Traditional KPIs exist to
measure brand lifecycle elements, including
sales, market share, pricing and profitability.
More pertinent KPIs illustrate progress made
in achieving those objectives. They can be
classified as leading indicators. #
2
Many pharmaceuticals
companies still rely
on the conventional
metrics of market share,
sales and prescriptions
to measure brand
performance, but these
measures alone fail to
provide the granular level
of information required to
ensure an optimal course
and proper fact-based
decision-making.
• Prevalence rate
• Diagnosis rate
• Treatment rate
• Branded drug treatment rate
• Perception and awareness
across stakeholders
Pipeline
Brands
• Market share and M&S spend
• Market access position
• Physician adoption ladder
• Sales growth PP (val/vol)
• Real-world delivery
• New, add-on and switch-in patients
• Repeat patients
• Patient share split
Launch Brands
• Profitability
• Market share
• Sales growth PY (val/vol)
• Evolution index
• Share of voice
• Standard of care
Established
Brands
• Sales (val/vol)
• Market share (val/vol)
• Share of access
• Pricing
• Profitability
Generics
Indicative KPI Framework Focused on Lifecycle and Brand Stage
Figure 2
4. cognizant 20-20 insights 4
Leading indicators include KPIs such as per-
ception and awareness across stakeholders for
a pipeline brand, the physician adoption ladder
and market access position for launch brands,
evolution index and the standard of care for
an established brand, and the profitability and
share of access for a generic. An indicative KPI
framework focused on a brand’s lifecycle stage
is depicted in Figure 2 (previous page).
• Accounting for differences within the U.S.,
Europe and emerging markets: Market
dynamics vary from country to country. Major
underlying factors include regulatory barriers,
competitors/local players, pricing strategies,
distribution/ease of availability and cultural
differences. The appropriate KPIs for a
managed care market such as the U.S. differ
from those associated with European nations
and emerging markets. For example, formulary
listing and reimbursement status (i.e., share of
access) are major leading indicators for the U.S.
market. For regional Europe, however, pricing
strategy becomes an important parameter.
The variable pricing regulation of pharmaceu-
ticals, coupled with weak vertical control over
the drug supply chain, results in conducting
parallel trade in the European nations.5
For major developed markets, physician and
payer rankings of defined attributes, combined
with the awareness of those attributes, are
more viable and thus are considered leading
measures for successful brand performance.
However, in an emerging market like India or
China, the distribution and the availability of
drugs are key parameters for brand success.
Also, the incursion of local players and brands
is sufficient reason for having a different set of
KPIs vis-à-vis Western countries to track brand
performance. An indicative KPI framework that
controls for geographic variances is illustrated
in Figure 3.
• Distinguishing between a primary or
specialty care brand: The choice of metrics
also varies according to the brand franchise.
Primary care brands attempt to capture
market share, whereas specialty care brands
emphasize patient share. So sales are prima
facie for a primary care brand whereas a
specialty care brand focuses on patient
numbers. Specialty care also focuses on the
United States
THE MANAGED MARKET
• Share of account by formulary listing status
• Account plan execution
• Number of patients in account with
formulary listing
• Patient prescription market share
• Persistence rate and compliance rate
Regional Europe
THE MATURING MARKET
• Average price achieved vs. target price
• Physician and payer rating of attributes
• Brand growth vs. market growth (evolution index)
• Physician adoption ladder
• Share of voice (field force and detail position)
• Penetration index
Asia-Pacific
THE EVOLVING MARKET
• Product sales performance
• Primary sales from CnF to distributors
• Secondary sales from distributors to retailers
• Market share (val/vol)
• Market growth rate
• Brand evolution index
• Marketing contribution as percent of sales
Latin America
THE GROWING MARKET
• Treated and untreated diagnosis rate
• Medicine prescribed and desired
effect (IMS medical data for LATAM)
• Sales (val/vol) at the distributor
• Distributor coverage of government
hospitals/clinics
Indicative KPI Framework Based on Geography
Figure 3
5. 5cognizant 20-20 insights
types of healthcare centers where the drug is
prescribed and on reimbursement status. Share
of science and share of voice also are pivotal for
specialty care brands compared with primary
care brands. An indicative KPI framework for
primary or speciality care is shown in Figure 4.
• Understanding targeted stakeholders within
an organization: The choice of metrics will
vary according to an organization’s stake-
holders. If the targeted audience comprises
national sales managers, regional managers,
district managers and the field force, sales
performance would be an area of interest. If
the target audience is global brand directors
and the leadership team, brand performance
is a top area of interest. An indicative KPI
framework sensitive to targeted stakeholders
is illustrated in Figure 5.
Looking Forward
The aforementioned matrices, or KPIs, have a
singular purpose: to augment companies’ deci-
sion-making capabilities. This will ensure that
commercial success can be translated into maxi-
mal stakeholder profit and a confidence boost to
keep investing in the business regardless of indus-
try cycles and challenges (i.e., shorter product
lifecycles, blurring market boundaries, regulatory
changes and unrelenting globalization).
The commercial environment is getting tough-
er. Rising customer expectations for unique and
personalized offers, coupled with poor scientif-
ic productivity (i.e., the absence of blockbuster
drugs and the lack of developmental/research
molecules and drugs in the pipeline), mean that
brand product launches must achieve their full
potential. To accomplish this, pharma companies
must continue to evolve their brand performance
measures towards leading indicators providing
important foresights into future success. This
means focusing more on prescribers and their
emotional engagement to products, including
additional measures to capture their affinity
towards new brands and the diseases they treat.
Primary Care Specialty Care
Sales (val/vol)
Market share
Evolution index
Pricing strategy
Standard of care
Physician prompted
awareness
Physician adoption
ladder
M&S spend
Patient share
New patients
Add-on patients
Switch-in patients
Repeat patients
Share of access
(formulary listing and
reimbursement status)
Persistence rate
Compliance rate
KEY
PERFORMANCE
INDICATORS
Indicative KPI Framework Based on
Primary vs. Specialty Care
Figure 4
• Sales
• Profitability
• Market share
• Pricing
• Share of access
Executive Leadership
• Market share
• Perception and awareness
across stakeholders
• Evolution index
• Profitability
• Real-world delivery
• Source of business
Brand Director
• Share of voice
• Calls and activity
• Sales and market share
• Share of access
• KOL advocacy
Sales Director
STAKEHOLDERS
Indicative KPI Framework Based on Stakeholders
Figure 5
6. 6cognizant 20-20 insights
A Pharma Reporting and Information System Management
Quick Take
Business Situation
A top European pharma company with a diversi-
fied portfolio including medicines, eye care, OTC
and animal health products realized that its com-
mercial information, KPIs and reporting were
not aligned across the organization. Rather, the
business was operating in fragmented process-
es mirrored by a complex IT system landscape.
Misalignment and challenges existed at various
levels of the organization.
The company called on us to define, deliver and
manage its KPIs to address the needs of reporting
at national and global levels, while simultaneously
examining the reporting needs of brand manag-
ers, to improve company business performance.
Solution
• Assessed current external market data
reporting (KPIs, data sources, processes,
platforms).
• Identified, defined and delivered new innovative
KPIs. Also associated new additional data
sources and processes to increase produc-
tivity and reporting quality for the new KPIs,
especially in its specialty medicines business.
Together, this improved business insights and
decision-making (competitive advantage).
Focus areas included:
>> Primary care.
>> Specialty care.
• Delivered defined KPIs for tracking at national,
regional and global levels (top 15 geographies),
facilitating comparison and benchmarking both
horizontally and vertically within the pharma
business.
• Defined and embedded aligned reporting
across commercial operations through the
implementation of a KPI/dashboard framework.
• Identified the success criteria and alignment
with the global leadership team, commercial
leadership team and franchise leadership team.
Benefits
Our team identified the following potential ben-
efits that would result if an appropriate KPI
framework was implemented.
• Business impact:
>> Improved business insight and better
decision-making.
>> Prioritization of investments in more promis-
ing markets and brands.
>> Centralized data sourcing.
>> Optimized primary market research spend.
• Alignment:
>> Harmonization across country pharmaceuti-
cals organization and brands.
>> Ability to share/learn best practices with
other countries and regional/global teams,
which is valuable for new launch brands
where there is less market experience.
>> Aligned worldwide business franchise sup-
port.
• Reduced complexity:
>> Consolidated and aligned reporting, creat-
ing additional transparency and operational
rigor.
>> More visibility into brand performance:
greater transparency and comparability
(“apples to apples”).
• Productivity improvement:
>> Process streamlining.
>> Data elimination.
>> Technology standardization.
>> Outsourcing.