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Products & Services

Pharmaceutical Brand Leadership: Getting There and Staying on Top

ID: PSM-210


Features:

12 Info Graphics

28 Data Graphics

40 Metrics


Pages: 51


Published: Pre-2014


Delivery Format: Shipped


 

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
Why do some pharmaceutical brands fail and others succeed? This study identifies exact factors driving some brands such as Celebrex and Lipitor to the front of the pack in their therapeutic classes and what kept these brands at #1. With this knowledge, marketing teams can empower themselves to shape the destiny of a brand knowing what activities and skills truly make a difference in the journey to market leader. They can drive brands—regardless of their clinical differentiation—to the levels of proven winners!

To identify these success factors connected to winning brands, Best Practices, LLC surveyed 14 companies about marketing activities and capabilities and overall success factors and interviewed 6 executives with titles that include vice president, directors of marketing, sales manager and product/brand manager to capture their perspectives on what made a brand a hit.

Specific data points include learning whether overspending in the following 3 key areas leads to achieving the #1 position: marketing differentiation, clinical differentiation and sales force effectiveness. To view sample content from the complete research study click on "Key Findings" below and download the complimentary research summary.

Industries Profiled:
Pharmaceutical; Biotech; Medical Device; Manufacturing; Consumer Products; Diagnostic; Health Care


Companies Profiled:
AstraZeneca; Sanofi-aventis; Abbott Laboratories; Amgen; Baxter Healthcare; Biogen; Bayer; Boehringer-Ingelheim; GlaxoSmithKline; Johnson & Johnson; Pfizer; Roche; UCB Pharma


Study Snapshot

While many aspects of winning brands journeys to the top are different, some commonalities remain. Achieving & Sustaining Pharmaceutical Brand Leadership provides pharmaceutical and biotechnology companies with an analysis of the factors that enable brands to reach the #1 position and to stay there.

This presentation discusses some of these common factors of brands that have maintained a lead in a therapeutic class, including the driven marketing teams that creatively push clinical differentiation in the marketplace whether clinical differentiation is significant or marginal.

Points from discussions with executives on the longevity of brand success are found in the slide presentation and within a set of companion notes separate from the presentation that elaborate on each slide.

Along with other rankings, executives rank—according to their importance to brand leadership—internal and external factors, such as
  • expanding marketing resources,
  • launching new indications,
  • garnering favorable reimbursement,
  • modifying treatment guidelines,
  • shifting competitor priorities,
  • loss of thought leader support for a competitor, and
  • expiring patents.

Find out from 82% in the benchmark class that currently are leaders in the marketplace what activities, capabilities and resources propelled them ahead of their peers. Such metrics include how internal clinical and marketing capabilities and skills rank in the assessment of what makes a winning brand formula. For example, how important is the collecting and tracking of health outcomes to brand success compared with advocacy management? Executives behind current leading brands reveal their opinions.

Key Findings

To make a pharmaceutical brand reach #1 market position, three components are crucial for success: Clinical Differentiation, Marketing Differentiation and Sales Force Effectiveness.


Companies realize it is often not enough to spend like your competitor. In fact, you have to outspend the competition, especially in areas such as market research and patient education, to make significant impact on your position in the market.


Fostering competitive intelligence is important to keep a close eye on competitor activities and spending. Companies that want their product to reach #1 in the market must invest in a variety of competitive intelligence initatives.