Ahieving global launch_excellence2


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Ahieving global launch_excellence2

  1. 1. Achieving Taren Grom Global Launch EXCELLENCE “ Therequiresof developing a global brand process the genuine involvement of the whole organization. ” PHIL DESCHAMPS / GSW WorldwideT he details of what comprise a global launch vary depending upon who is doing the defin- ing, but experts can agree thatthe launch environment is becoming morechallenging. And with the value of the globalpharmaceutical market expected to grow 5%to 7% in 2011, according to IMS Health, the { Defining what comprises a global launch is almost as complex as executing a global launch strategy. “Some clients take a centralized approach, which adopts a worldwide market position } patent life. However, because of particular market issues, maintaining a fully alignedincentive to reach multiple markets is enough that rallies around a brand offering that res- global approach can be challenging.”to have global brand teams rallying around a onates with the largest percentage of the tar- Ken Ribotsky, president and CEO of Thecommon goal, whether it’s a true worldwide geted population from market to market,” he Core Nation, says at its core a global productapproach or a series of mini launches. says. “Other clients prefer to defer more to the launch is actually a series of individual mini- “Global launches tend to require complex demands of local market forces. The trend in launches that are specific to each market.coordination across a broad functional span,” recent years has been for global marketing “A global launch involves navigating asays Gene Guselli, co-founder, president, and leaders to assume more and more responsibil- tremendous number of nuances: different peo-CEO of InfoMedics. “These can run from the ity for driving the brand into markets. This ple, languages, and cultures; different pre-basic general organization of traditional devel- trend skews toward global launches that are scribing behaviors; different levels of knowl-opment and commercialization activities, anchored by points of commonality.” edge among patients; different laws,often loosely coordinated and not necessarily Emma Sergeant, managing director global regulatory requirements, and healthcare cov-driven by global teams with established au- business at Ogilvy CommonHealth World- erage,” he says. “So in my mind, a globalthority, to highly structured, organized, and wide, says the key message and launch cam- product launch is an endeavor in which oneoftentimes well-financed global leadership paign strategy are driven from the global team must consider and address all of these nuances,with clear and real authority. It is important across the communication channels. effectively engaging diverse audiences with ato understand the precise characteristics of “How the regulatory bodies approve the brand that resonates, is memorable, and moti-each global organization before making any brand for launch and the label indication will vates people worldwide to make a change orassumptions about the effort required.” define the operational roll out,” she says. “In take action.” Larry Star, chairman and CEO of Harrison recent years there has been a much stronger Breaking it down further, Mr. Star says theand Star, agrees that the corporate culture of drive to maintain one brand name to allow eq- bare bones of a global launch might consist ofthe company influences the launch strategy. uity to be developed for the brand during its having a shared global brand name and visual28 January 2011 G PharmaVOICE PDF created for: DEBI EMERICK (demerick@us.imshealth.com) 1/5/2011
  2. 2. Global Launch “ Often, the foundationis not successful global launch for a Global Launch Experts easily visible but occurs behind the scenes. Define Global ” PHIL DESCHAMPS, GSW Worldwide AL TOPIN / Topin & Associates A global launch is any launch that targets more than one market simultaneously and where it is prospectively determined that a brand can share a core marketing idea. GENE GUSELLI, InfoMedics The most general definition of a global launch would be when a pharmaceutical company has a product that it intends to introduce into multiple markets. KEN RIBOTSKY, The Core Nation Global means pertaining to the world, and at its most basic definition, a global product launch Al Topin, president of Topin & Associates, can be defined as increasing awareness of a also believes it’s more difficult today for mar- new product in the majority of key international keters to execute any product launch because markets to ultimately achieve sales results and the challenges are greater, the audiences are help the greatest number of patients blending, costs are higher, customers have be- come more jaded, and the risks have grown. worldwide. EMMA SARGEANT,“ Each member of the globalhis or team Global Launch Success Ogilvy CommonHealth Worldwideneeds an opportunity to have “Internationally, companies are beginningher voice heard, and feel that his or to gather payer insights much sooner, in time to genuinely influence development of the For the majority of pharma companies, a globalher opinions are considered when launch value proposition, although rarely be- launch involves developing a central strategy,devising the ultimate strategy. fore Phase III,” says Chris Nickum, VP and brand essence, and proposition. ” global practice leader, commercial effective- ness, at IMS Health Management Consulting. LARRY STAR / Harrison and Star LARRY STAR, Harrison and Star “In some cases, successful organizations have driven earlier country-level stakeholder en-identifiers, such as logo, color palette, icon, gagement and examples exist where this has Ultimately, a global product launch is definedetc., but at the other end of the continuum, been vital to launch performance in that coun- by the client and is a direct reflection of theclients might embrace these minimal ele- try. However, it is still unusual to devote sig- client’s operating philosophy.ments, while demanding continuity across nificant resources to stakeholder managementcontinents in terms of the brand’s positioning as early as a year in advance. AL TOPIN, Topin & Associatesplatform, core messages, and brand identity. “There’s an ongoing shift in power among “Brand teams may also require a common stakeholders, with decreasing influence fromset of go-to-market strategies and a single prescribers,” Mr. Nickum continues. “All A global product launch involves unitingglobal launch campaign that would use the stakeholders have expanded the criteria by multiple geographic markets with commonsame core creative in each market allowing for which they assess new products, generating elements and objectives — product name,only minor modifications to meet local regula- requirements for stronger and broader levels brand identity, positioning, and messaging —tory and cultural dictates,” Mr. Star continues. of evidence. To engage these stakeholders, to leverage media channels, publications, and According to IMS, launches, even the best companies are expanding their business func-ones, are not doing as well as those in previous tions, which are, in many cases, stretching ex- medical congresses, which continue to becomeyears in terms of early market share, and com- isting organizational operations.” increasingly global.panies are acknowledging, but not yet consis- Mr. Star believes the most important factortently responding to, the new demands of the in a successful global launch is to have an or-changing launch environment. ganization, and a team leader, that gathers in- PharmaVOICE G January 2011 29 PDF created for: DEBI EMERICK (demerick@us.imshealth.com) 1/5/2011
  3. 3. Global Launch sight, information, and critical local market requires the genuine involvement of the whole starts with making sure the company is prop- perspectives from all key constituents. organization. Global marketers need to be con- erly aligned and organized for the complexi- “Each member of the global team needs an cerned about what the brand is going to stand ties of global marketing. opportunity to have his or her voice heard and for, i.e. positioning and brand hallmarks, and “I have seen global brands that should have feel that his or her opinions are considered when the regional and local marketers need to be fo- been blockbusters right out of the gate become devising the ultimate strategy,” he says. “At the cused on how that positioning is going to con- completely derailed because the organization outset of a global launch, disparate market rep- nect with the local audience.” did not have all of the required systems in resentatives will naturally focus on the differ- Mr. Guselli concurs that one of the keys to place, from manufacturing and supply chain, ences between individual market dynamics. success lies in the global launch team’s ability to securing market access, reimbursement, The key to a successful launch necessitates shift- to listen to and respond to the specific needs sales, and even customer service,” he says. ing this myopic perspective to a 20,000-foot of the local market teams. “Proper planning and anticipating market- view of the brand that lets each player see the “Issues involving regulatory authorization specific obstacles are crucial, but unfortunately importance of speaking to the benefits that are or approval, market access, reimbursement, the process can never be started early enough. common in the majority of markets.” pricing, etc., coupled with market and cultural The approach to global product launch plan- Phil Deschamps, president and CEO of differences, require significant flexibility in the ning should be a holistic one, and it should in- GSW Worldwide, says global launch success global planning process,” he says. tegrate all of the processes, systems, and capa- rests with the company’s readiness to execute a Global launches are successful when the bilities so that they will converge and cover the complex strategy — it has to be philosophically brand stands on a consistent platform in the entire life cycle of the brand.” and actually structured to do a global launch. target markets. Another critical factor to global launch “Global, regional, and local marketers need “This usually means that the disease state success, according to Mr. Star, is the ability to to have defined roles and accountability to the is treated in similar ways and the cultural sen- look at the market, the competition, and the process or much of the synergy the organization sitivities lend themselves to be able to own customer’s brand and identify the one thing may be looking for is lost in the redundancy of the same platform in each target market,” Mr. that will differentiate the brand in a relevant roles,” he says. “This is not just a top-down Deschamps says. way from the competition. issue. The process of developing a global brand Mr. Ribotsky agrees that a global launch “Too often, companies base their strategy around what they want to believe is a point of product differentiation rather than what the market dictates as a relevant differentiator on a global scale,” he says. demonstrations of value, drawn from evidence Another priority, Mr. Star says is developing Executing a Successful Global Launch and communicating a value proposition or generated that addresses disparate stakeholder unique selling proposition that is both relevant IMS Health research has identified three recurring needs. Gaining advocacy, approval, and market and compelling, and the best way to accom- themes that are common to every excellent launch and access require a powerful and pertinent value plish that is by solving an identified problem. that analysts believe will be the key to future launch proposition that appeals to both regulators and “This is where things can get tricky because success. payers. This increasingly means meeting a problem that physicians are experiencing in dissimilar — and possibly contradictory — Provo, Utah, may be entirely different from the problems doctors are facing in Paris, 1 An Aligned and Prepared Organization Misalignment can occur at the functional as well as the needs. IMS research suggests that companies are facing the growing dilemma of finding the right balance between regulatory requirements France,” he says. “Another key to a successful global launch is preparing the market, and what I mean by that is engaging opinion lead- geographic levels. Common goals, shared incentives, for trials versus payer expectations from trials as ers and key stakeholders in such a way that and earlier launch preparation are essential. The well as trial investment (for the same label) they are completely on board before the importance of organizational alignment has been pre- and post-launch. launch. This also ties back to the development of the value proposition. It is much easier to central to the findings of IMS launch excellence studies, achieve momentum with all stakeholders underscoring its pivotal role as a driver of success. At its simplest level, alignment means that the various functional and geographic elements of a company are 3 Effective and Efficient Stakeholder Engagement Stakeholder power shifts are acknowledged and when there’s early buy-in from KOLs, patients, disease-state community members, and even more so now, regulators, and payers.” working together in harmony, with common goals, on earlier engagement is growing, but new models Ms. Sergeant agrees that gaining local mar- the launch. This may seem obvious and straightforward. must address ability to influence widespread ket input and buy-in to the global strategy will ensure that the approach is embraced, adopted, Yet both quantitative analysis and qualitative research product usage. Companies are well aware of and operationally resourced and supported. suggest that lack of real alignment for launches is very changes in the relative importance of “Ensuring the market is prepared appropri- common and achieving it is very difficult. different stakeholders. But have they adjusted ately within local regulatory requirements, their approach to development and which critically now involves developing a clear market access program, is key,” she says. 2 A Powerful and Pertinent Value Proposition Successful launches are powered by compelling commercialization? Where are the genuinely new models of effective and efficient stakeholder management for launch? How have they fared? Often, the foundation for a successful global launch is not easily visible but occurs behind the scenes, Mr. Topin says, and requires: a well- Source: Chris Nickum, IMS Health Management Consulting structured and defined global team charged For more information, visit imshealth.com. with a specific and detailed planning process; clear and effective channels of team communi- 30 January 2011 G PharmaVOICE PDF created for: DEBI EMERICK (demerick@us.imshealth.com) 1/5/2011
  4. 4. Global Launch It’s important to design and execute “learning solution that works for a diverse audiences and across diverse markets. ” SHABNAM IRFANI / ClearPoint Learning Systemcation that allow for geographic nuances andgive each participant a voice; and a plan for reg-ularly scheduled team meetings, includingface-to-face global team interactions. “Structure and planning help to clarify eachteam member’s role and responsibility, andshould include a flexible launch timetable thatlists specific milestones, and incorporate a cleardecision-making process,” he says. “Establishedchannels of communication assure that eachteam member is up to speed and can contributeat each stage of the process. And at critical junc-tures, it’s important that team members step The Future of Going Globalaway from conference calls, get on a plane, andmeet each other face to face. While these meet- According to our experts, there are severalings take extra time and add to the launch costs, trends that will impact global launches in the At its core a global productthey enhance clarity, accelerate decision mak- next five to 10 years, not the least of which are launch is actually a series ofing, and build team unity and understanding. shifting payer control, emerging markets, and “ individual mini-launches thatIt’s difficult to overemphasize the importance of pressure from local markets. are specific to each market.effective communications. In fact, when talking “We can expect that the pressure to answerabout global launches, there should be no such local customers’ needs is going to be greaterthing as overcommunicating.” and greater,” Mr. Deschamps says. “Also, the ” In addition to communication, Shabnam stakeholders involved will proliferate. Manu- KEN RIBOTSKY / The Core NationIrfani, director of learning solutions at Clear- facturers need to focus on creating value forPoint Learning Systems, says training is vital. their customers rather than pushing a particu- “It’s important to design and execute a lar message to their audience. We call this thelearning solution that works for diverse audi- shift from being an advertiser to being an ad-ences and across diverse markets,” she says. vocate for the disease state being served. That“To accomplish this, training departments value needs to be clearly articulated to payers,must fully understand the global launch prod- physicians, healthcare professionals, advocacyuct plan and engage key stakeholders from the groups, and government. Differentiating basedcommercial team to develop a training plan on message alone will not be enough; brandsthat meets the organization’s goals. A training and companies will need to focus on differenti-plan should be comprehensive and include ating themselves based on the value and posi-critical dependencies, organizational objec- tive outcomes they create for their customers.tives, and clear metrics around success at a This will require healthcare marketing expert-minimum. Secondly, during the training de- ise that is in short supply on a global basis.”sign and development process, critical Mr. Ribosky says marketers will be forced tothought must be given to the treatment of shift their mindsets, largely because of the fi-content and how it will address the varying nancial crises that are actively affecting — orneeds and requirements of the global training looming above — so many markets.audience. Aside from language differences and “Many of the bread-and-butter-drugs withlocalization needs, it is important to consider sales of more than $30 billion that have fueledhow content matter varies regionally. For ex-ample, the reimbursement landscape varies “ Because ofaparticular market issues,from region to region, so the training in this maintaining fully aligned globalarea should be designed to support easy mod- approach can be challenging.ification. And finally, when a blended learningsolution with varied media choices is devel-oped, it is important that the media choice be ”matched to the content to avoid costly recre- EMMA SERGEANT / Ogilvy CommonHealthation of training materials.” PharmaVOICE G January 2011 31 PDF created for: DEBI EMERICK (demerick@us.imshealth.com) 1/5/2011
  5. 5. Global Launch profits for so long are moving off patent, and earlier, rather than at the tail end, which was tinue to be a dynamic industry, and when we’re not seeing the no-holds-barred type of the old paradigm. Me-too drugs have passed viewed on a global level, Mr. Topin says launches that create or expand markets the way their shelf life, and progressively fewer drugs change is not just continual, but often seismic. they used to,” he says. “Marketers will be re- will be approved unless they can offer some “Over the next decade, we should expect to thinking their global launch strategies and en- novel value.” see communication channels and media con- tering high-potential, pharmerging markets The pharmaceuticals business will con- tinuing to become even more global; govern- mental approval processes growing even more unpredictable; regulatory bodies shadowing each other’s decisions; growing regulation and approval of biosimilars in various regions; continuing consolidation of large pharma manufacturers; and expansion of cross-re- gional comarketing agreements.” The result of all of this Mr. Topin says, will be a difficult path for any global player. “Both the incentives and the risks involved with launching brands on a global level have increased, local and regional competition has “ There’s an ongoing shift in grown, and generic threats have impacted the Global launches tend to require power among stakeholders, with life expectancy of even the most successful brands,” he says. “Manufacturers continue to complex coordination across a broad decreasing influence from “ spread their risk with comarketing agree- functional span. prescribers. ments, but the global launch process is im- ” ” pacted by the challenge of managing differing personalities, approaches, and perceptions of GENE GUSELLI / InfoMedics CHRIS NICKUM / IMS Health responsibilities. It’s the equivalent of manag- ing a group of type A personalities all playing together in the same sandbox.”EXPERTS Mr. Star says a major trend will be the eval- PHIL DESCHAMPS. President which provides market intelligence to the uations of brands by customers to include and CEO, GSW Worldwide, an in- pharmaceutical and healthcare industries in more than more factors than just the features and bene- Ventiv Health company, which is 100 countries. For more information, visit fits of a drug. “The service offering will be as critical to the one of the largest healthcare imshealth.com. success of a drug as its brand attributes and ef- companies in the world. For more KEN RIBOTSKY. President and CEO, The ficacy,” he says. “Because adherence to the drug information, visit inventivhealth.com. Core Nation, a family of healthcare regimen erodes over time and doctors have less GENE GUSELLI. Co-Founder, marketing and medical communications time to closely monitor their patients’ compli- President, and CEO, InfoMedics companies (Core-Create, Brandkarma, and ance patterns — or lack thereof — service of- ferings that make it easier for patients to stick Inc., which works with Alpha & Omega) that offers strategic, branding, and with their treatment increases the chances of biopharmaceutical marketers to creative consulting services. For more information, successful outcomes.” break down walls that exist in health visit thecorenation.com. Mr. Star says often the core element for communications and enable doctors and EMMA SERGEANT. Managing Director success lies in developing a relationship with patients to better communicate about a Global Business, Ogilvy CommonHealth the patient. treatment experience. For more Worldwide, is a global healthcare Mr. Guselli believes there will be a contin- ued trend toward stronger, centralized coordi- information, visit infomedics.com. communications network serving clients in nation and financial support from global SHABNAM IRFANI. Director of 64 offices across 33 countries. For more information, teams, who will be given increasing authority Learning Solutions, ClearPoint visit ogilvy.com. to execute multi-country product launches. Learning Systems, an interactive LARRY STAR. Chairman and CEO, Harrison “The global leaders who will rise to the top health education company that and Star, a healthcare advertising and will be those who discover the correct balance between global coordination and control, and creates media-rich educational and train- communications agency providing a full respect and empowerment of the local market ing solutions supporting the needs of a array of strategic and creative services for leaders,” he says. “I truly believe that these wide range of constituents across the pharmaceutical, biotechnology, diagnostic, and device people are the future leaders of the global healthcare spectrum. For more information, companies. For more information, visit hs-ideas.com. pharmaceutical industry.” PV visit clearpointlearning.com. AL TOPIN. President, Topin & Associates CHRIS NICKUM. VP and Global Inc., an independent full-service, USE YOUR SMART Practice Leader, Commercial Ef- medical marketing communications PHONES QR CODE fectiveness, IMS Health company. For more information, visit READER TO ACCESS MORE ON THIS TOPIC. Management Consulting, topin.com. 32 January 2011 G PharmaVOICE PDF created for: DEBI EMERICK (demerick@us.imshealth.com) 1/5/2011
  6. 6. Dave Espenshade Senior Vice President· 610-832-2100 PDF created for: DEBI EMERICK (demerick@us.imshealth.com) 1/5/2011
  7. 7. The PROS DI GI TAL E DITIO N — B ON US CON TEN T and CONS Taren Grom of Global Launches { Industry experts discuss the advantages/disadvantages of undertaking a global product launch. } he UpsideT tion, is the campaign develops brand equity even the largest corporations hesitate to do Larry Star, chairman and CEO of much more quickly. when the world economy is as shaky as it is Harrison and Star, says the pri- “It is more efficient to produce such a cam- right now. Companies also assume greater mary advantage to a global paign and global, regional, and local market- risk, and are far more exposed because success product launch is that drugs exist in a smaller ing resources can be streamlined,” he says. is going to be evaluated based on how well a world than ever before. The advantages of a global product launch brand does in individual markets, which is “Doctors, whether practicing in Shanghai are clear but can be elusive, says Al Topin, pres- very different from an average or aggregated or Rio or Dallas, are beginning to converge in ident of Topin & Associates. These include the assessment that occurs in one large market terms of treatment approaches,” he says. “Peo- impact of a unified global branding and consis- like the United States. So if, for example, a ple cross continents to participate in profes- tent messaging on multiple audiences, signifi- global launch effort fails miserably in the sional society meetings so it’s good to have the cant efficiencies and economies of unified United Kingdom, it’s going to be much consistency in messaging and positioning. branding and communication, and potential to harder to hide that failure. And since compa- And of course, the Internet is a powerful preempt competition in multiple markets. nies really only have a six-month window to touch point for all brands regardless of the make their mark, the stakes are really high.” category. For these reasons, building a solid For Emma Sergeant, managing director global foundation can be a vital element in The Downside global business at Ogilvy CommonHealth building awareness and adoption at launch.” “The primary disadvantage of a global prod- Worldwide, the advantages of consistency and Ken Ribotsky, president and CEO of The uct launch is that the nuance that is important efficiency — time, resources, and cost — can Core Nation, says the advantage of a global to a local market can be lost because it may be offset by several disadvantages, including launch is that the brand can reach the great- have to be sacrificed for the benefit of the global missing some local market nuances and buy- est number of people possible, which means it brand,” Mr. Star says. “This can cause some in, not necessarily producing marketing cam- has greater potential for therapeutic and fi- competitive disadvantage in that local market. paigns that are adventurous and push the nancial success. It is not possible for a brand to be all things to boundaries, and becoming too process-driven “Marketers also gain valuable intelligence, all people so a global product launch runs the and losing sight of innovative approaches. including what the uptake drivers are in differ- risk of losing local flavor.” Mr. Topin says the disadvantages or risks ent parts of the world, all of which can help Mr. Deschamps says the only disadvantage are also obvious but difficult to manage, such them down the road when they launch a future is that a global campaign requires more coor- as adjustments and compromises to accom- product,” he says. “Marketers can also develop dination and that without real roles and re- modate local/regional customs, medical pro- or improve their core competencies, such as un- sponsibilities, defined any advantages will not tocols, government approval processes, and re- derstanding how reimbursement varies from materialize. imbursement that can potentially dilute the one country to another. Medical communities Mr. Ribotsky says there is a misperception impact of branding and messaging. are global today, so companies can benefit from that global product launches are going to be Furthermore, he says, a global launch re- having a constant and consistent brand pres- less expensive than market-by-market intro- quires additional time to build and coordinate ence across all markets.” ductions. a global effort vs. a single regional launch. Ad- Phil Deschamps, president and CEO of “A marketer’s focus should always be on ditionally, there is a risk of missing timely ap- GSW Worldwide, says the advantage of a creating a bigger brand and not a cheaper provals in key markets, or facing differing in- global launch, once it has been determined launch,” he says. “Another downside is that a dications and restrictive labeling in key that a brand can have an effective global posi- global launch requires more resources, which markets. January 2011 G PharmaVOICE PDF created for: DEBI EMERICK (demerick@us.imshealth.com) 1/5/2011
  8. 8. D IG ITA L E DI TION — B O N US CON TEN T Global Launch Key Global Market Dynamics forecast to grow 5% to 7% in 2011, a year when alternatives for these products, as well as other biennial price cuts will have little impact. The five brands in their therapy classes, mostly will be felt in According to IMS Health, there are several major European markets (Germany, France, Italy, 2012, due to the timing and expected competitive important trends that are expected to impact Spain, and the U.K.) collectively will grow at a 1% intensity among generic entrants. the global market: to 3% pace, as will Canada. The » Broad measures applied by public and private » Divergent growth rates expected for United States will remain the single largest payers to reduce growth in drug budgets. developed and pharmerging markets. pharmaceutical market, with 3% to 5% growth Governments are pursuing an ongoing wave of As countries recover from the global economic expected next year. Pharmaceutical sales in the budgetary control mechanisms that target drug crisis at different rates, there is growing U.S. will reach $320 billion to $330 billion, up from spending as one way to restore fiscal balance. divergence in the pace of pharmaceutical $310 billion forecast for this year, not including the Multiple markets will be impacted by these growth among major markets. The 17 impact of off-invoice discounts or rebates. measures in 2011. Prominent examples include pharmerging countries are forecast to grow at » Peak years of patent expiries shift major therapies substantial reductions in the price of generics a 15% to 17% rate in 2011, between $170 to generic dominance. In 2011, products with relative to their branded counterparts in Spain billion and $180 billion. Many of these markets sales of more than $30 billion are expected to and in Canada, where generic pharmacy rebates are benefiting from greater government face the prospect of generic competition in the are expected to be eliminated; new price spending on healthcare and broader public major developed markets. In the United States negotiation requirements for brands launched in and private healthcare funding, which is driving alone, Lipitor, Plavix, Zyprexa, and Levaquin — Germany; and across-the-board price cuts for greater demand and access to medicines. which together accounted for more than 93 branded products in Turkey and Greece. In the China, which is predicted to grow 25% to 27% million prescriptions dispensed in the past 12 United States, health plans are stepping up their to more than $50 billion next year, is now the months and generated over $17 billion in total use of pre-authorizations and cost sharing world’s third-largest pharmaceutical market. sales — likely will lose market exclusivity. The full provisions in an effort to address rising healthcare Among major developed countries, Japan is impact of patients shifting to lower-cost generic expenditures. Source: IMS Health. For more information, visit imshealth.com. rope,” he says. “Another misstep is relying too customization the global manufacturer isBest Practices much on ‘the old bag of pharma marketing going to try to penetrate the market with a Gene Guselli, co-founder, president, and tricks,’ those tried-and-true channels or tactics blunt object rather than an arrow point.”CEO of InfoMedics, says at all costs compa- that worked really well for years, but may not Mr. Deschamps also warns that marketersnies need to avoid a one-size-fits-all approach. be as effective in today’s environment. Mar- should avoid being global for the sake of “Also, it’s important to remember that the keters need to look at a multiple channels, de- being global.ultimate success of the global plan will be de- termining which ones will be the most appro- “Every situation is different and needs to bependent upon the enthusiasm and support pro- priate to prepare and shape each market. I also assessed as to whether a brand should be global,vided at the local level,” he says. “Therefore, the think while the overall marketing strategy is regional, or local,” he says. “Only when researchglobal leadership teams need to be ever-vigilant determined by the home team, brand teams determines that the brand can have a globalwhen it comes to making sure that local mar- need to allow some flexibility for individual marketing platform should the global approachket personnel feel — and to some extent get — countries to condition their markets, and per- be used. A great example of this is the ADHDtrue ownership of the program. haps even refine messaging so that it’s specific market. In North America the market is much “When they hear the term global launch, to individual market challenges. And while more developed than in Europe, so for brandsmost people assume a single button gets many pharma marketers spend a great deal of targeting this disease state there should be dif-pushed somewhere at corporate headquarters time and resources on aligning external stake- ferent approaches in each of those regions.”and overnight a brand goes live across the holders, they overlook alignment of their in- Lastly, Mr. Deschamps says marketers needglobe,” Mr. Guselli continues. “Nothing ternal stakeholders. This often results in inter- to remember to make sure the global brandscould be further from the truth. In fact, in nal confusion on positioning and the value can breathe.most cases, even with well-conceived and exe- proposition. Everyone needs to be on board, “Most global organizations establish thecuted strategies, it can take anywhere from from the CEO to the most junior employee.” global strategy for a brand and do not have theone to three years to truly execute a global Mr. Deschamps explains that it’s impor- means or the structure to gain real-time feed-launch. As such, success is highly dependent tant to remember that global sameness is not back on the brands’ performance in the marketupon a strong communication structure and global marketing and branding. place beyond market share,” he says. “In today’smonitoring and control systems that produce “While clearly a brand needs to share a environment the opportunities for gaining in-actionable information.” global position and branding hallmarks, this sight into customers’ relationships with a brand Mr. Ribotsky agrees that the most disas- does not mean the campaign or marketing ap- is measured in minutes or days not years. Mosttrous mistake is adopting a one-size-fits-all proach should be the same in each market,” he manufacturers are more concerned that theapproach. says. “A brand has to share a visual and posi- local affiliates execute the ‘global’ campaign “Just because something works well in the tioning core but local marketers are the ex- but they also have to make sure the global cam-United States doesn’t mean that the same set perts at connecting that brand to their cus- paign responds to local customer needs throughof tools will create a similar reaction in Eu- tomers locally. Without the local micro message and campaign tweaking.” PharmaVOICE G January 2011 PDF created for: DEBI EMERICK (demerick@us.imshealth.com) 1/5/2011
  9. 9. DI GI TAL E DITIO N — B ON US CON TEN TGlobal Launch Ms. Sergeant says there are three things to need to listen for the key trends to determine pect to consider is that KPIs tend to be short- avoid when launching a global brand: first, what insight will allow them to create value term and we need to look at our long-term central development with limited market in- for their customers. impact: what’s the value creation in the life of volvement; second, allowing local market’s “I really think we need to go beyond the your brand? Another area that often goes over- input to splinter a central strategy, losing obvious performance-based metrics of pre- looked is how well unbranded disease-state brand cohesiveness and resulting in multiple scription and payer data and find effective communications are working. Adherence is approaches that are time-, resource- and rev- ways to measure customer engagement across another area that needs to be measured quan- enue-intensive in a cost-constrained environ- all audiences, whether they are prescribers, titatively.” ment; and third, poor expert engagement, re- patients, or payers,” he continues. “With in- Mr. Topin says beyond the standard meas- sulting in potential lack of thought leadership creasing regulatory restrictions, access to ures of growth and share, monitoring ongoing involvement and voice at launch. physicians is going to get even tougher, so we messaging in key regions is critical because it Shabnam Irfani, director of learning solu- need to measure how successfully we are en- becomes an indicator of brand acceptance. tions at ClearPoint Learning Systems, says gaging these professionals through non-rep- “Constant vigilance can help the brand while some organizations have achieved a delivered methods. We need more real-world team to quickly act and modify messages to fully integrated global product launch, oth- engagement to find out what customers are accelerate growth,” he says. “Following a ers are beginning to isolate the areas in really thinking. One of the newest key per- global launch, marketers should monitor how which a global approach can yield significant formance indicators (KPIs) is going to be the quickly a product is accepted in each market, benefits. Training and education is one of number of patients who begin a product-spe- then compare that with the resources allocated those areas. cific discussion with their doctor. Another as- to the market launch.” PV “Through effective planning, collabora- tion, and the use of educational technology EXPERTS and media, organizations can drive more con- sistent messaging and eliminate many of the PHIL DESCHAMPS. President countries. For more information, visit redundant design activities that occur in re- and CEO, GSW Worldwide, an in- imshealth.com. gional silos today,” she says. “Failing to con- Ventiv Health company, one of KEN RIBOTSKY. President and sider and actively address the traditional divi- the largest healthcare compa- CEO, The Core Nation, a family of sions between regions and departments would nies in the world. For more information, healthcare marketing and affect a global launch negatively. Therefore, it visit inventivhealth.com. medical communications is critical that training organizations have solid communication and collaboration expe- GENE GUSELLI. Co-Founder, companies (Core-Create, Brandkarma, and rience between various departments.” President, and CEO, InfoMedics Alpha & Omega) that offers strategic, Inc., which works with branding, and creative consulting services. Key Indicators of Success biopharmaceutical marketers to For more information, visit break down walls that exist in health thecorenation.com. According to Mr. Guselli, key performance indicators for global launches need to be es- communications and enable doctors and EMMA SERGEANT. Managing tablished and agreed upon before the global patients to better communicate about a Director Global Business, Ogilvy launch and not after the fact. treatment experience. For more CommonHealth Worldwide, is a “This is important to ensure a consistent information, visit infomedics.com. global healthcare communications understanding of expectations and how per- SHABNAM IRFANI. Director of network serving clients in 64 offices across 33 formance will be measured,” he says. “Once Learning Solutions, ClearPoint countries. For more information, visit again, a certain amount of flexibility is neces- sary to accommodate local market conditions Leanring Systems, interactive ogilvy.com. and measures of success.” health education company that LARRY STAR. Chairman and Mr. Deschamps says brand metrics need to creates media-rich educational and train- CEO, Harrison and Star, a be expanded beyond market share. ing solutions supporting the needs of wide healthcare advertising and “Brand equity is a more comprehensive range of constituents across the healthcare communications agency providing metric,” he says. “Companies should deter- mine what value they need to create in the spectrum. For more information, visit an array of strategic and creative services for marketplace to be successful. This should be clearpointlearning.com. pharmaceutical, biotech, diagnostic, and de- customized to each situation. A primary care CHRIS NICKUM. VP and vice companies. For more information, visit brand will require a different type of value Global Practice Leader, hs-ideas.com. metrics than a specialty biopharmaceutical. Commercial Effectiveness, AL TOPIN. President, Topin & While it is difficult to determine how phar- IMS Health Management Associates Inc., an independent maceutical manufacturers can participate in the social media explosion, it is perfectly clear Consulting, which provides market full-service, medical marketing how they can use it, inspect it, and use it as a intelligence to the pharmaceutical and communications company. For listening post. Customers are talking about healthcare industries in more than 100 more information, visit topin.com. brands 24/7, 365 days a year, so brand leaders January 2011 G PharmaVOICE PDF created for: DEBI EMERICK (demerick@us.imshealth.com) 1/5/2011
  10. 10. Researched and organised by9th AnnualSFE Europe 201129-31st March, Hilton, DüsseldorfAre you serious Benchmark your strategies against our about your new commercial strategy? expert speakers: Cecile Quaedackers VP/General Manager Global Client Group American Express GCC Ken Jones COO Europe Astellas Dr. Miri Halperin Wernli VP, Deputy Head Global Clinical Development Global Head Business & Science Affairs Actelion Pharmaceuticals Andre Groenwegen VP & General Manager UCB Michael Zaiac VP Global Medical Affairs Adolescent/Adult Vaccines GSK Charl Van Zyl VP & General Manager Bausch and LombSAVE €200 when you mention the discount code VOICEvisit: www.eyeforpharma.com/sales PDF created for: DEBI EMERICK (demerick@us.imshealth.com) 1/5/2011