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Growing Lone Products into Broad-Based Brands: Best Practices in Trademark and Branding Development

ID: SM-161


Features:

20 Info Graphics

6 Data Graphics

25 Metrics

48 Narratives

35 Best Practices


Pages: 61


Published: Pre-2013


Delivery Format: Shipped


 

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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
Top brand teams in the pharmaceutical industry discuss how to best manage the complexities of branding and launching multiple indications of an active ingredient. According to Food and Drug Administration (FDA) statistics, about two thirds of all new products launched in the pharmaceutical marketplace over a recent 11-year period grew from existing molecular entities. That is to say, of 1035 new drugs approved between 1989 and 2000, more than 650 of them were products derived from existing active ingredients. They represented new indications, new formulations, new patient niches and new markets. This powerful statistic underscores the dramatic need for pharmaceutical companies to better master the development and marketing of chemical compounds as lifecycle franchises. By franchise, executives mean that one compound will have many forms and formulations that maximize its economic and therapeutic potential.

Industries Profiled:
Pharmaceutical; Biotech; Health Care


Companies Profiled:
AstraZeneca; Sanofi-aventis; Bristol-Myers Squibb; GlaxoSmithKline; Janssen; Merck; Novartis; Pfizer; Pharmacia


Study Snapshot

Growing Lone Products Into Broad-Based Brands: Best Practices in Trademark and Branding Development (SM-161) profiles a class of companies that are successfully making difficult trademark and branding decisions for pharmaceutical products. The study organizes its findings under several key organizational areas that, through interviews with executives, were found to be critical to trademark and branding success.

These areas are:

  • Setting Lifecycle Management Directions Early
  • Understanding Customer Segments and Key Marketing Factors
  • Evaluating Synergies and Conflicts Across Indications
  • Addressing Regulatory Concerns Around Multiple Brands

After reading this report, you will have a better understanding of the best practices in decision-making around these areas. You will also benefit from the companies' lessons learned on issues such as assessing the viability of single, hybrid or dual branding, establishing pricing, meeting regulatory requirements and effectively communicating to the product's various market segments.

Key Findings

Growing Lone Products Into Broad-Based Brands: Best Practices in Trademark and Branding Development (SM-161) highlights the lessons and best practices gathered from in-depth interviews with brand managers and marketing executives who were personally involved in trademark and branding decisions.

Some of the key findings found were that:

  • Trademark and brand strategies at pharmaceutical companies are increasingly driven by a new paradigm of lifecycle management that begins early in the molecule's life. More than ever, new product planners seek to identify all viable indications, formulations and line extensions for a molecular entity early to stage them for internal development, out-licensing or strategic partnerships.
  • Best practice brand teams seek to understand potential conflicts and synergies among indications to help them evaluate the marketing risks and benefits associated with single, dual or hybrid trademark and branding approaches.
  • Top performing benchmark companies base their trademark and branding decisions on careful analysis of all target audiences and customer segments. To that end, companies conduct early market research to determine which trademark and branding approach is preferred by their primary target customers who will write the prescriptions for the indication. Additionally, best-practice brand teams analyze market segments to avoid potential conflicts between physician segments such as specialists versus specialists and specialists versus primary care physicians.
Table of Contents

Executive Summary
• Project Background
• Project Methodology
• Key Findings
• Going Forward
• Report Structure and Organization

Chapter 1: Setting A Winning Strategy & Selecting the Best Customer Segments
• Setting Direction for Lifecycle Success
• Targeting Key Customer Groups

Chapter 2: Power P’s: Positioning, Pricing, Promotion & Packaging For Brand Success
• Positioning for Power and Market Success
• Pricing: A Key to Value Maximization
• Promotion and Launch Management
• Labeling and Packaging

Chapter 3: Addressing Medical Needs and Regulatory Concerns
• Synergies and Conflicts Across Indications
• Maintaining Patient Safety
• Addressing Regulatory Concerns

Chapter 4: Managing Sales Force Deployment for Optimal Brand Communications
• Sales Force Assignment


List of Charts & Exhibits

Benchmarking Conceptual Model
Pharmaceutical Brands Studied
Benchmark Partner Companies
Product Innovation Analysis
Innovation Includes Modification
Trademark Strategy Matters
Focusing on Growth
New Products Drive $ Growth
Growth Drivers Analysis
Single vs. Dual Trademark Strategies
Creating Dual Brands
Bundled Pricing Options
Pricing Analysis
Launch Planning - Short Interval Decision Tool
Launch Planning - Long Interval Decision Tool
Cannibalizing the Market
Differentiating Brands In the Marketplace
Double-Dosing Prevention
Sources of Risks From Medical Products
Optimal Launch Timing