Marketing Management Best Practices
Best Practices, LLC has conducted extensive research in the field of Marketing Management. Browse through and sample our published Marketing Management research in the topics below:
| |  | Implementation Support and Continuous Improvement of Pharmaceutical Market Segmentation
Design and deploy segmentation training programs to enhance implementation
effectiveness.
Interviewed managers observed that segmentation training is essential to the
implementation success of their overall marketing strategies. Two of the
benchmark companies have built a key module on customer segmentation into their
sales training programs. One company’s training program focuses on physicians
segmented by medical background, professional influence, treatment philosophy
and prescribing habits. Another training program covers broader segments that
include MCOs, pharmacists, Pharmacy Benefit Mangers (PBMs), long-term care,
hospitals and physicians. Benchmark partners use multiple formats – including
classroom learning and computer-based training – to enhance training
effectiveness ...
Multi-Year Compendium of Pharmaceutical Case Studies (2002 to 2006): Meeting Proceedings
OVERVIEW
Pharmaceutical companies face a unique blend of challenges involving balancing new product research, sales and marketing forces, and quality production processes while building and protecting a trusted name in the industry. The following pharmaceutical case studies in this compendium address these areas and much more. They were presented by industry leaders at Global Benchmarking Council meetings between 2002-2006. This compendium is a valuable tool for any pharmaceutical executive interested in improving communication, marketing and measurement processes, increasing sales, or building a brand.
COMPANIES AND CASE STUDIES
Best Practices, LLC analysts distilled company presentations into brief summaries that highlight the key challenges each presenter and their company faced, their action plans, and the results and lessons learned. Other summaries include presentations of research results and roundtable discussions.
Pfizer Inc. discussed how leadership commitment, cultural commitment and hard work are success factors for communications excellence success factors in "Executing Superior Communication to Achieve Superior Sales Performance."
Best Practices, LLC reviewed the results of a benchmarking study of 20 successful products across 14 biotech and pharmaceutical companies that had to re-launch after disappointing market entries in "Innovative Best Practices in Product Relaunches."
Johnson & Johnson Health Care Systems Inc. shared the design, implementation and ongoing leadership and management of Johnson & Johnson's balanced business measurement system across multiple operating companies in "Using Scorecards to Focus Growth in Major Accounts and Best Customers."
Eli Lilly and Company highlighted the challenges that pharmaceutical companies face when advertising to consumers. They addressed the importance of educating consumers and how to create a real-time budgeting strategy that allows companies to generate predictive marketing in "Integrated Marketing at Eli Lilly."
Cardinal Health shared recent empirical results that link its revenue-creation with its leading employee and customer satisfaction indicators in "Linking Performance and Profitability."
Johnson & Johnson presented a similar evolutionary process of utilizing dashboards to automate the reporting process and linking scorecard metrics to incentives.
Eli Lilly and Company reviewed in the evolution of quality thinking, Six Sigma training and deployment, quality successes and its new initiatives in "Variability Reduction: The Aim for Six Sigma Methodology in Lilly Research Laboratories."
Johnson & Johnson reviewed its quality journey, process excellence initiatives, and results in meeting process excellence goals in "Integrating Process Tools for Enterprise-wide Improvements."
Pharmacia (now Pfizer) presented on the product development cycle and process in the pharma industry, strategic drivers for M&A and key lessons learned in "The Impact of Government Regulations on Portfolio Management and M&A."
GlaxoSmithKline reviewed the company's integration of diagnostic tests into product development and building partnerships between diagnostics and pharma products and adding value to the portfolio in "Enhancing Portfolio Value by Integrating Related Products & Services."
Eli Lilly and Company emphasized strong branding, quicker uptake and higher revenues to offset the long-term investments necessary in the pharmaceutical industry in "Living the Promise."
Johnson & Johnson explained the responsibilities of being a Trustmark, the company credo which applies to all of its operating companies, and how it maintains this reputation as it innovates and grows in "Johnson & Johnson: How to Establish a Trustmark."
Roundtable Discussion: Participants discussed the current status of communication and technology used by the sales force such as the pros and cons of "real time information" and information push vs. pull in "Technologies that Drive Global Sales Force Effectiveness."
METHODOLOGY
This report was compiled from notes taken from speaker presentations and a roundtable discussion at Global Benchmarking Council meetings from 2002-2006.
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Medical Science Liaison Services Excellence: Providing Support for KOLs Throughout Product Lifecycle 
Non-members: Click here to review a complimentary excerpt from "Medical Science Liaison Services Excellence: Providing Support for KOLs Throughout Product Lifecycle"
STUDY OVERVIEW
As competition for the time and attention of key opinion leaders (KOLs) intensifies, pharmaceutical companies are increasingly turning to medical science liaisons to build and strengthen key relationships. This benchmarking research study explores best practices in the management of MSLs and their work with KOLs pre- and post-approval, capturing information about the strategies, structures, activities, tools, and tactics currently being used for this purpose.
Specifically, Best Practices, LLC conducted this study to identify valuable insights into MSL services structure as well as the roles and responsibilities of these services in relation to KOLs. The study offers powerful insights that MSL leaders will be able to use in the organization and deployment of MSLs. Additionally, this report provides information on how the roles of MSLs are evolving in the changing pharmaceutical environment.
Data presented in two segments: Total Benchmark Class and U.S.
KEY TOPICS
Changes in MSL services to KOLs
KOL Profiling
KOL Relationship Channels and Relationship Management
MSL Services Over Product Lifecycle
Best Practices and Key Performing Factors for MSLs
SAMPLE KEY METRICS
Changes that impact the way MSLs interact with KOLs
Ranking of most effective new technologies for serving KOLs
Rating importance of key channels for building strong working relationships with KOLs
Criteria most relevant for profiling a KOL's influence and impact
Frequency for MSLs providing various KOL services prior to drug approval
Frequency for MSLs providing various KOL services after drug approval
Best practices that inform the work and success of highest-performing MSLs
SAMPLE KEY FINDING
KOL Relationships Crucial : Insights from interviews and research range broadly from starting early to develop KOL relationships, seeding MSL resources early, committing to the Therapeutic Area to win influential investigators, and employing segmentation to identify and manage top KOLs and investigators.
Involve KOLs in Science to Create Ownership: Involve KOLs from Phase II onward. Get them to work with the compounds and oftentimes they will help you write the protocols and they will have a better understanding of its purpose.
METHODOLOGY
Thirty-five research Pharmaceutical and Medical Device executives from 30 companies participated in this project. The benchmark class, of global pharmaceutical and medical device companies, has been segmented into two classes based on geographic coverage (Total Benchmark and U.S. focus).
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