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
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
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
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.
Business Development & Licensing concepts, methods and tools. From theory to practice.
Application to the pharmaceutical sector. Guidelines and recommendations
Pegging Brand Performance Measures to the Metrics that Really MatterCognizant
To help enable pharmaceuticals companies to accurately evaluate brands, we offer a framework for determining the most relevant key performance indicators (KPIs) that take into account drug lifecycles, brand stage, geography, primary vs. secondary care and stakeholders.
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.
This presentation defines what is a Business Model and illustrates them using a Business Model Canvas. It identifies generic business models that are common in community pharmacies and provides examples.
Pharmacies serve consumer, business, and government markets. Each market requires different marketing strategies. This presentation describes what pharmacists need to know about B2C, B2B, and B2G marketing.
The study sought to: (1) evaluate the predominant sales styles, the sales effectiveness, and the relationship among sales style flexibility, sales effectiveness and net income performance of a group of sales persons of several organizations, and (2) develop, implement, and evaluate a complementary Sales Training Program. To identify the predominant sales styles, as well as the selling effectiveness of the 200 involved salespersons, of the involved organizations (15), it has been used an instrument available in the market. To compute the net income of the salespersons of the involved organizations, an archival data gathering was conducted involving each one of the sellers. To investigate the relationship between sales flexibility, taken the average value per organization, and the average net income of each organization, it has been used the linear regression statistics computing the linear correlation coefficient between the before mentioned two variables. To investigate the relationship between sales effectiveness, taken the average value per organization, and the average net income of each organization, it has been used the linear regression statistics computing the linear correlation coefficient between the before mentioned variables. To assess the Sales Training Program three variables were selected: selling style flexibility, selling effectiveness and sales net income performance. A quasi-experimental design consisting of a pretest-posttest nonequivalent control group was used involving two organizations sales force in the experimental group (30 salespersons) and 13 organizations in the control group (170 salespersons). Analysis of means, variance, Pearson r, and Student t test were used for data analyses. The study has uncovered lack of flexibility regarding the selling styles, presenting styles of persuading and committing as dominants. The study also showed that the selling effectiveness of the involved salespersons was at a low level before any training efforts. The research also pointed out a high positive relationship between selling flexibility and sales net income performance, as well as selling effectiveness and sales net income performance. Finally, the research uncovered a high positive influence of the sales training efforts on the selling flexibility, selling effectiveness and sales net income performance.
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.
Business Development & Licensing concepts, methods and tools. From theory to practice.
Application to the pharmaceutical sector. Guidelines and recommendations
Pegging Brand Performance Measures to the Metrics that Really MatterCognizant
To help enable pharmaceuticals companies to accurately evaluate brands, we offer a framework for determining the most relevant key performance indicators (KPIs) that take into account drug lifecycles, brand stage, geography, primary vs. secondary care and stakeholders.
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.
This presentation defines what is a Business Model and illustrates them using a Business Model Canvas. It identifies generic business models that are common in community pharmacies and provides examples.
Pharmacies serve consumer, business, and government markets. Each market requires different marketing strategies. This presentation describes what pharmacists need to know about B2C, B2B, and B2G marketing.
The study sought to: (1) evaluate the predominant sales styles, the sales effectiveness, and the relationship among sales style flexibility, sales effectiveness and net income performance of a group of sales persons of several organizations, and (2) develop, implement, and evaluate a complementary Sales Training Program. To identify the predominant sales styles, as well as the selling effectiveness of the 200 involved salespersons, of the involved organizations (15), it has been used an instrument available in the market. To compute the net income of the salespersons of the involved organizations, an archival data gathering was conducted involving each one of the sellers. To investigate the relationship between sales flexibility, taken the average value per organization, and the average net income of each organization, it has been used the linear regression statistics computing the linear correlation coefficient between the before mentioned two variables. To investigate the relationship between sales effectiveness, taken the average value per organization, and the average net income of each organization, it has been used the linear regression statistics computing the linear correlation coefficient between the before mentioned variables. To assess the Sales Training Program three variables were selected: selling style flexibility, selling effectiveness and sales net income performance. A quasi-experimental design consisting of a pretest-posttest nonequivalent control group was used involving two organizations sales force in the experimental group (30 salespersons) and 13 organizations in the control group (170 salespersons). Analysis of means, variance, Pearson r, and Student t test were used for data analyses. The study has uncovered lack of flexibility regarding the selling styles, presenting styles of persuading and committing as dominants. The study also showed that the selling effectiveness of the involved salespersons was at a low level before any training efforts. The research also pointed out a high positive relationship between selling flexibility and sales net income performance, as well as selling effectiveness and sales net income performance. Finally, the research uncovered a high positive influence of the sales training efforts on the selling flexibility, selling effectiveness and sales net income performance.
First partBegin with a brief narrative description how the plan .docxvoversbyobersby
First part
Begin with a brief narrative description how the plan budget will achieve profitability.
Part two
Gaining approval from the company leadership often depends on the allocation of the marketing plan budget. Show that you know how to spend it wisely.
B2C Objective: Become preferred brand and to increase customer loyalty to our product lines amongst:
· Young Adults (business/career builders)
· Children
· Young Families
Goals:
Tactics:
Budget:
Timetable:
Responsibilities:
1) increasing market penetration to 80%
1. Increase the number of direct sales force and in-house sales personnel who support the retail channels by 20%
2. Increase b2c advertising by 10% each
3. Lower the prices of cold medicine and make it affordable to the target groups
1.
$25M
2. 39M
3. N/A
Christopher
Anita
Yasser
2) increase usage of cold medicine to 3.0 bottles/period among the preference groups
1. Offer volume discounts of 15-40% of the manufacturer’s suggested retail price and promotional allowance of 10-20 percent
2. Spend $20 million dollars on all round's advertising campaign, mainly for commercials aired on network television.
3. Increase competitive advertising budgets
1.
35M
2. $20M
3. 39M
Yasser
Mohammed
Anita
3) increase the demand for cold medicine
1. Reviewing and tracking competitors’
marketing mix decisions, performance, and resources
2. Understanding what benefits the customer is seeking, how they learn about products, what their motivation for purchasing is, where they buy the product, what they consider when choosing a product, and the like
3. Determine the current and future size of the market in units and dollars through market research
n/a
N/a
2. $100,000
Mohammed
Anita
Christopher
B2B Objective: Claim a larger market share over specific channels with shelving
· Supermarkets
· Pharmacies
Goals:
Tactics:
Budget:
Timetable:
Responsibilities:
1) increase gross margin of All round from $145.3 million, to $172.3 million.
1. Reduce advertising and promotional expenses
2. Minimize sales force and administrative costs
3. Reduce the purchasing of marketing research
1. 24M
2. 5M
3. 10M
2) Outshine the competitors in the industry like supermarkets and pharmacies
1. Understanding the dynamics of market competition
2. Discern competitors’ strategies
3. Changing the advertising decisions to increase the market share.
1. n/a
2. n/a
3. n/a
3) to maintain long-term profitability and market share in an increasingly competitive and changing environment
1. Embrace skillful marketing which will be pivotal to the long-term success of all-star brands.
2. Assign each member separate assignments, but all are concerned with the performance of the Allround brand and any new brands that might be forthcoming.
3. Make proper decisions in the areas of product choice, distrib ...
CompanyInformation is very important part of anything that exist.docxdonnajames55
Company
Information is very important part of anything that exist in the world but the correct information is the worthy part that actually plays a role in the success of the company. The correct information provided can only become the source of the right decision in the company. The case enables the reader to communicate the detailed description about the company and the shows the depth of the information. It tells that the All- Star Brands Medicine Groups is among one of the leading manufacturers of the packaged goods since 1924 and keep on expanding its network by acquiring or merging with the various small brands in the market. It gives the detailed overview about the company which shows it has three divisions including Consumer products, international and the pharmaceuticals. It also tells about the offering products of each division like the consumer products include detergent, laundry, bar soap and the shampoo. It is quite good that the company clearly tells about its global presence for which the international division is responsible for and also the leading brand of the group. The pharma division is engaged in the activities of marketing as well. The All- star Brand’s All- round is the market leader in Over the counter (OTC) cold and allergy remedy market. The company clearly tells about the profitability of the company through its leading brands and also the decline in the sales due to the tough competition. The group itself is concerned with the marketing activities and the decision of the brand and its extensions as well as the introductions of the new products. The marketing management group is responsible for the marketing activities. The depth of the information about the company is very important while taking the critical decisions of the company. All- star brand provides the information about the company and presents its overview in a clear manner but it should also present some more facts about the company and its pharma division as it the main focus and the subject matter of the case.
Surveys
The first and most important distinction that the surveys point out is the type of medicine Allround is perceived to be, and who are our target customer should be going forward. Allround is primarily a cold medicine and is perceived as a cold medicine. The target audience for Allround as cold medicine is young and mature families. The surveys suggest that Allround is rarely perceived as an effective medication for allergy symptoms. Allround is perceived as the number one medication for aches and cough among the target audience of young and mature families. The market penetration for families is 67%.
Although we have more overall satisfaction than all of our competitors in every category, we do not currently lead in any category within any demographic. Our brand awareness is excellent, with 82.3% of families being aware of Allround prior to making a purchase. 19% of the buyers that know about Allaround are actua.
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.
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.
This position paper answer the following questions: Why is creativity so important? - How to craft a creative strategy? - How to build a creativity-driven organization?
AMA Houston Healthcare SIG: Health Reform and Brand ManagementEndeavor Management
John McKeever recently spoke to the AMA Houston's Healthcare Special Interest Group (SIG) and shared how to effectively manage one's brand while navigating health reform.
14th Cairo Marketing Club (FMCG Fast Moving Pharma)) by Dr.Saber HelalMahmoud Bahgat
14th Cairo Marketing Club (FMCG Fast Moving Pharma)) by Dr.Saber Helal
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
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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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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
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Similar to Prescription for Growth: Embrace a Niche (20)
R3 Stem Cells and Kidney Repair A New Horizon in Nephrology.pptxR3 Stem Cell
R3 Stem Cells and Kidney Repair: A New Horizon in Nephrology" explores groundbreaking advancements in the use of R3 stem cells for kidney disease treatment. This insightful piece delves into the potential of these cells to regenerate damaged kidney tissue, offering new hope for patients and reshaping the future of nephrology.
CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
Struggling with intense fears that disrupt your life? At Renew Life Hypnosis, we offer specialized hypnosis to overcome fear. Phobias are exaggerated fears, often stemming from past traumas or learned behaviors. Hypnotherapy addresses these deep-seated fears by accessing the subconscious mind, helping you change your reactions to phobic triggers. Our expert therapists guide you into a state of deep relaxation, allowing you to transform your responses and reduce anxiety. Experience increased confidence and freedom from phobias with our personalized approach. Ready to live a fear-free life? Visit us at Renew Life Hypnosis..
How many patients does case series should have In comparison to case reports.pdfpubrica101
Pubrica’s team of researchers and writers create scientific and medical research articles, which may be important resources for authors and practitioners. Pubrica medical writers assist you in creating and revising the introduction by alerting the reader to gaps in the chosen study subject. Our professionals understand the order in which the hypothesis topic is followed by the broad subject, the issue, and the backdrop.
https://pubrica.com/academy/case-study-or-series/how-many-patients-does-case-series-should-have-in-comparison-to-case-reports/
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Prescription for Growth: Embrace a Niche
1. Prescription for Growth: Embrace a Niche
Aug 01, 2013
By Roland Jacobs [1], Tim Calkins [2]
Pharmaceutical Executive
In today's payer climate, even innovative products face challenges securing reimbursement if they
come with a premium price. The growth of generic products is stunning, and the blockbuster era,
with its broad indications, premium pricing, and big marketing budgets, is a thing of the past.
Marketers need to rise to the challenge. The greatest value marketing leaders can provide is to
harness the power of strategic thinking. It starts with developing a compelling product positioning.
Positioning is the foundation
Positioning defines how a product competes—who it is for and how it is differentiated versus
competitors. In consulting work and teaching Kellogg MBA students, we see case study after case
study detailing how companies have significantly steepened their brand's growth curve by
developing a compelling product positioning. There are three core elements in a positioning:
Target. Defining your target as simply "patients with X condition" or "primary care physicians" is
not enough. The target definition should be grounded in segmentation and customer insight.
Frame of reference. What comparison set do you wish to be a part of? For example, if your
product is an asthma drug, are you better off competing broadly against all other asthma drugs or,
for example, competing for usage as a preventative therapy in this drug class?
Differentiating benefit and support. Your primary benefit must be narrowed to satisfy three
criteria: it must be highly valued by customers, truly unique versus competition, and credible based
on the inherent strengths of your product or company. If your product is not seen as "best in the
Roland Jacobs is CEO of marketing strategy firm AspireUp. He can be reached at
rjacobs@aspireup.com
Tim Calkins is a clinical professor of marketing, including biomedical marketing, at the Kellogg
School of Management at Northwestern. He can be reached at t-
calkins@kellogg.northwestern.edu
2. world" at something, your benefit may not be focused enough.
The three elements can be summarized in a positioning statement. This is a fairly fundamental tool
for marketing executives. To (target), X is the brand of (frame of reference) that provides
(differentiating benefit) because (support).
A common misconception is that a positioning statement is primarily to help create effective
advertising or sales brochures. It is much more important than that. Products with no advertising
still need a positioning statement. It provides strategic guidance for everything that happens
downstream—development of the marketing plans, sales initiatives, legal/regulatory approach, and
financial plans.
Pharma's positioning challenge
It's difficult for pharmaceutical companies to develop strong positioning statements. The core
problem is that pharma marketers dislike niche strategies; when positioning products, most
pharma marketing leaders push for breadth. That's understandable, since the goal at launch is to
capture as much revenue and profit as possible before the patent expires. Pfizer, for example,
reached a broad audience with Lipitor and that worked very well indeed.
Going after a small group of physicians and patients seems like a bad idea. Why think small? In
some organizations, aggressively championing a niche launch could well be a career limiting
move.
Broad launches are appealing, but there's a simple problem: they don't often work in today's
healthcare ecosystem. In a competitive market, a broad launch often becomes a "me-too" strategy,
raising the ire of regulators and payers.
Finding a niche is a far better approach. The key for any pharmaceutical product today is
demonstrating a clear benefit, and it's easier to demonstrate a benefit against a small target.
"Niche" doesn't necessarily mean small
A niche strategy doesn't mean sales will necessarily be small. Once a physician is comfortable with
a product and appreciates the benefits, she will likely use it with additional patients. It is easy to
expand from the initial niche to the broader population of patients that fall within the label. And
once the product is in the market, companies can secure additional indications to expand use
further.
Eli Lilly's Cymbalta illustrates the power of a niche positioning. Cymbalta entered the intensely
competitive anti-depressant category in 2004. By focusing on depression sufferers who also
experienced pain symptoms, Lilly could have embraced a broader positioning, but this would have
diluted its effort. Eli Lily had a lot riding on Cymbalta; Prozac lost patent protection shortly before
the launch, and Cymbalta needed to fill the gap. The depression category already had several
blockbuster drugs, and promotional spending was second only to the proton pump inhibitor class
for heartburn.
Furthermore, existing SSRIs were all considered similar in efficacy, with no head-to-head clinical
trials available for the class. Lilly received a diabetic nerve pain indication on Cymbalta two months
after receiving its depression indication in 2004. This niche gave Cymbalta a reason to exist in a
very crowded and competitive marketplace. It has since received additional pain indications for
fibromyalgia and chronic pain. Prozac sales peaked in 2000 at $2.6 billion—a threshold Cymbalta
3. blew past in 2009.
Narrow to grow
Narrowing a positioning can accelerate growth even once a product is on the market. This
repositioning technique can breath new life into struggling products.
One company we've worked with had recently entered the hypertension market with great promise.
The category is huge; it's the largest office-based condition treated by physicians with nearly $14
billion in 2011 sales. The new drug attained the coveted regulatory approvals with clear, clinical
superiority versus its two branded rivals.
Despite these advantages, the new product struggled in the market. It faced intense rivalry from a
host of branded and generic competitors that were already meeting most every apparent need.
Adding to the challenge, there was little motivation on the part of physicians to try something new,
and intense pressure from payers for them to prescribe generics.
After the new product failed to meet expectation at launch, further research and analysis indicated
that a niche positioning could reinvigorate the brand. The marketing team concluded that the best
way to gain traction would be to narrow the focus in two ways. First, it would focus on its one main
product attribute—strength—where the brand had clinical superiority. Second, it would focus the
target audience on those patients for whom strength mattered most—physicians who treat patients
whose blood pressure was not being effectively controlled by other medications.
With a clearer positioning focus, the company is now able to intensify the efforts of its sales force
against a physician audience that has a more compelling reason to consider the new drug.
Why does it work?
Niche positioning might imply going after a small market. Rather, it means going after a select
market that has intense needs. If a niche positioning is executed well, resources will be more
focused where they will achieve the biggest result. The benefits of taking an enterprise-wide
approach to delivering a niche positioning are significant:
» Better targeting of physicians, e.g., more visits to the highest priority doctors, better visibility in
their professional associations and publications
» Better targeting of patients, which is especially important if consumer pull is an important part of
the marketing plan
» Reduced concern from payers/MCOs of inappropriate prescribing and risk to budgets
» Clinical data and claim support resources focused where they are most important
» Easier to carve out and defend marketing position from rivals
» Improved financial ROI
Where to begin
To build an effective niche positioning, marketers must focus on doing four things exceptionally
well.
4. Start by understanding all the key players. What are the needs, motivations, and constraints of
your targeted audiences, e.g., physician segments, patients, or managed care customers?
Involve your team in developing options. Cross-functional perspectives from all groups are
critical to a successful niche positioning. It can be a time-consuming process, but insights and
consensus should be obtained from all the key players: legal, regulatory, medical, manufacturing,
and finance. This helps to avoid bigger problems that can result from having an un-vetted
positioning later.
Conduct rigorous strategic analysis and market research. Your positioning options must be
put through a strategic filter. Our framework includes evaluations of three core areas:
» How strong is the value proposition—in particular, how valued, unique, and credible is it with
your target audience?
» What is financial opportunity balanced against the risk?
» Is the positioning feasible—can your sales force execute it and will it get legal/regulatory
support?
Develop a marketing plan that delivers the positioning. Think through the implications of your
positioning options on your marketing strategies and tactics. What levers should you pull? These
differ based on the audience you need to reach and the message you must convey. Consider all
four key stakeholder groups—patients, physicians, providers, and payers. How will each perceive
your value proposition? With which group will you obtain the greatest leverage in gaining
awareness and credibility for your new positioning?
The positioning development process takes times and requires thorough use of market research,
analysis, and involvement from senior management and cross-functional peers. But if it's done
well, your more focused positioning can drive significant sales growth and enhance careers.