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Products & Services Brand Management and Product Leadership Product Marketing and Innovation

Best Practices in Global Branding for New Products: Creating an Effective Global Brand for New Products and Ensuring Alignment across Geographies and Affiliates

ID: PSM-331


Features:

13 Info Graphics

35 Data Graphics

600+ Metrics

23 Narratives

26 Best Practices


Pages: 76


Published: 2016


Delivery Format: Shipped


 

License Options:
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Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
As the global biopharmaceutical marketplace continues to evolve rapidly, it is important for brand teams to develop an effective global branding program to drive product success. Faced with a diversity of markets around the world, global teams are under pressure to create brand elements for new products that work across geographies and affiliates.


Best Practices, LLC undertook benchmarking research to produce industry metrics on key aspects of the global branding process, including activities, timing, positioning, key message development, regional alignment and the tradename process. The report also delivers benchmarks around agency utilization & cost, and alignment with affiliates.


Industries Profiled:
Biopharmaceutical; Pharmaceutical; Consulting; Health Care; Biotech; Clinical Research; Laboratories; Computer Hardware; Research


Companies Profiled:
Alkermes; Allergopharma; Asklepion Pharmaceuticals; LLC; Axovant Sciences; Biolink Marketing LLC; Boehringer Ingelheim; Cempra; EMD Serono; Everex Pharmaceuticals; Grifols; HUYA Bioscience International; Inovio Pharmaceuticals; Merck; Pfizer; Sanofi; Teva Pharmaceutical Industries Ltd; Toshiba; UCB Pharma


Study Snapshot

Best Practices, LLC engaged 18 leaders from 17 biopharmaceutical companies and one pharma marketing firm through a benchmarking survey. Almost 70% of participants are at the level of director or above. In-depth interviews were conducted with 4 branding leaders to gather further insights.

Insights in this study are presented in two data segments: Effective Company Segment (N=9 – companies self-rated as “Effective”) and Large Company Segment (N=9 – companies >$3B in revenues).

Key Findings

Most Global Branding Activities Start in Phase III Before Final Data Period: Five of the nine (55%) global branding activities studied were most often started during Phase III Before Final Data, including Tradename, Customer Segmentation, Brand Personality, Brand Identity/Logo, and Vocabulary Development. Meanwhile, most participants started Competitive Intelligence earlier, in Phase II or Phase III before Final Data. The handover to local affiliates starts in the Phase III Data to NDA Filing period, although an equal number of participants start the handover process in later periods.

Most Distribute Branding Elements to Affiliates via Face-to-Face Meetings: A majority (65%) distribute their branding elements to affiliates in face-to-face meetings. A third do it through a teleconference or web meeting.


Table of Contents

Executive Summary, pgs. 4-12
Research Overview, pg. 4
Participating Companies, pg. 5
High-Level Recommendations, pg. 6
Key Findings, pgs. 7-12
Study Participant Demographics, pgs. 13-16
Global Branding Program Elements, pgs. 17-22
Timing of Global Branding Activities, pgs. 23-29
Global Positioning and Messaging Development, pgs. 30-41
Global Branding Alignment with Affiliates, pgs. 42-50
Tradename Process, pgs. 51-57
Executive Interview Narratives, pgs. 58-74
About Best Practices, LLC, pgs. 75-76


List of Charts & Exhibits

Activities Included in Global Branding Process for New Products
Global Branding Program Effectiveness
Key Characteristics of Participants’ Global Branding Process – Formal/Informal
Utilization of Agencies for Global Branding Activities
Best Practices/Lessons Learned for Creating a Global Branding Process
Phase in the Development/Launch Cycle when Global Branding Activities are Started and Completed
Involvement Level of Different Functions in Global Branding Activities for a New Product
Functions Leading/Driving Global Branding Activities for a New Product
Timing for Beginning Global Positioning Process for a Product in Development
Use of Market Research to Create Global Positioning
Use of Market Research to Create Global Messages for a New Product
Formal Global Positioning and/or Global Message Development Process
Budget for Agency Work on Global Positioning and Message Development
Qualitative and/or Quantitative Testing of Global Positioning and Messages before Finalizing
Who Do You Test Global Positioning and Messaging With?
Total Testing Budget for Global Positioning and Messaging
If the Global Positioning/Messages are Altered by the Affiliate, Does the Revision Need to be Approved by Global to Ensure Alignment?
Best Practices/Lessons Learned for Creating a New Product’s Global Positioning & Messages
Delivery Format of Global Brand Elements to Affiliates
Delivery Timing of Globally Led New Product Branding Elements to Affiliates
Distribution Method of Branding Elements to Affiliates
Ability of Affiliates to Alter Global Brand Elements
Affiliates Involvement in Global Branding Process
Senior Leadership Sign-Off of Global Branding Elements
Ensuring Brand Team Adherence to Global Branding Plan
Characteristics of Global Branding Process
Use of External Agencies for Tradenames
Testing Requirements for Tradename
When do Participants First Use Their Tradename?
Identification and Registration of Back-Up Tradenames
Budget for Tradename Generation and Tradename Testing
Best Practices/Lessons Learned for Trademark Identification
Successful Global Branding Program