Best Practices in Global Branding for New Products: Program Elements, Activity Timing and Positioning & Message Development

STUDY OVERVIEW

The growth of the biopharmaceutical global marketplace has increased the importance of the global branding process for new products. Faced with a diversity of markets around the world, global teams are under pressure to create brand elements that work across geographies and channels. Global companies, in particular, face the challenge of creating a global branding process that ensures alignment with affiliates on key branding elements such as positioning and messages.

Best Practices, LLC completed this research study to help brand leaders and executives in global marketing better understand what brand elements should be part of a global branding program, when key brand activities should be started and completed in the development cycle and the cost of positioning and message development. This study provides key global branding benchmarks that will allow brand leaders to compare their global branding program with industry peers.

NOTE: Survey responses are segmented on two criteria - Effective Company Segment (branding programs self-rated as effective) and Large Company Segment (revenues > $3 billion).

KEY TOPICS

• Global Branding Program Elements
• Timing of Global Branding Activities
• Global Positioning and Messaging Development

• 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

• Participants Use Both Formal and Informal Approaches to Global Branding Process: The largest percentage of responses (33%) was for ad hoc branding processes while 28% have non-mandatory guidelines. Meanwhile, 17% have a semi-formal process with mandatory and flexible components; only 11% have a formal, mandatory global branding process. Another 11% use “Other.”
• Early Start to Positioning and the Global Branding Process are Characteristics Shared by Majority: Only two of eight global branding program characteristics are shared by a majority of study participants as well as the Effective Company Segment: Starting the global branding process prior to delivery of Phase III pivotal data (76%) and starting global positioning prior to delivery of Phase III pivotal data (53%).

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


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

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