The differentiation pharma needs in marketing in the advanced markets, Rob Halkes Oct 2009

The differentiation pharma
needs in marketing in the
advanced markets.
Rob Halkes, October 5th 2009

value innovation in medical and life sciences

As a pharmaceutical company in the advanced
markets, you rather need an exceptional good
product profile, if you want to rely with your
2 business on it!


Still,
would you trust to access and penetrate the
market without added value in services and
3 support..?

...without services and support to
prescribing professionals, buying payers and
consuming patients?


So,
There are three needs to your marketing strategy:

1. Classic promotion of all of the product features to all stakeholders;

2. Development and delivery of added value in terms of information and
4
support regarding the use of your product in health care;

3. To provide for all your steps necessary to advance, integrate and further
the implementation of your product within the delivery of health care.
Of course, you will do so in cooperation and partnership with providers
and other stakeholders.


And so, you have three different kinds of
marketing routines

Product Services and Health Care
Promotion Support Development
- USP - Education - Health care
- Administering - Conferences organization
5
features - Rx support - Health Care
- Positioning - Compliance programming
- Costs - Interactive - Focus
- Acceptance - Sourcing - Collaboration
- etc.. - etc… - Commitment
- etc…

These three imply an increasing
Investment in
Value and relationship


Could you perform these
three marketing/ business models
without differentiation
6
of stakeholders?

NO!


What basic characteristics of
stakeholders, beyond commercial potential,
would make up
7 your targeting methods?

Their knowledge,
use and experience
with the product!


Then, the basic scheme of your marketing
strategy is rather straightforward:

What ?
- USP - Education - Health care
- Administering - Conferences organization
features - Rx support - Health Care
- Positioning - Compliance programming
- Costs - Interactive - Focus
8 To Whom? - Acceptance - Sourcing - Collaboration
- etc.. - etc… - Commitment
- etc…

One way Promotion
To Get Rx
Share of voice
Two way relationship Account Based
To Keep Rx Marketing
Experience
Partnership Co-Creation
Developing To further healthcare
Health Care in partnership


How to design and align
Your medical, marketing and sales forces
to this strategy?
9
And,
how to adapt to
local, regional and national
market conditions and regulations?


What does this mean for your business and
organisational design?

It means: Differentiation through

10
segmentation and targeting
of decision making units
in health care networks;
Besides,
It means: Account management to tailor and specify
your business activities to actual accounts
and their progress with your products.


Your marketing and sales forces need to be able
to multitask
between promotion, service providing and
cooperation in health care development!

11
- USP - Health care
- Education organization
- Administering - Conferencing
features - Health Care
- Interactive programming
- Positioning - Sourcing
- Costs - Focus
- Dialogue - Collaborative
- Acceptance
- ..Rx.. - Commitment
Account
Management

Clients


And yet, besides multitasking, they also need
to multichannel,
given the new communication and marketing
12
12 channels!


Transactional Passionate
Occasional Continuous
Impersonal Intimate
Short-term Loyal

Web 1.0 Web 2.0 Web 3.0
13
- Exposure - Interactive - Focus
- One way - Sourcing - Collaborative
- Information - Dialogue - Commitment
- Together

Communicate Relate Collaborate

partner
Listen Engage


Moreover, there’s a fundamental change
from
how to provide effectively and efficiently
for promotion and provision of services,
14

to
the advancement of the delivery of health care
with your product,
which will be your needed unique selling point
to add to your product value profile!


Because, since

Services and Product
Support Promotion
- Education - USP
- Conferencing - Administering
- Interactive features
- Sourcing - Positioning
- Dialogue - Costs
-… - Acceptance
- ..Rx..

could be done in a mass communication and
15
detailing routine,
Health Care
Development
- Health care
organization
- Health Care
programming
- Focus
- Collaborative
- Commitment

can only be done effectively on an account and
tailor made basis!

This is a challenge to your
(new) client directed, customer oriented
account management:
Everything must be seen fit to the account!
Segment type

Data and characteristics Targeting

16
Effects and output
Investment: volume

Monitoring Account
Commercial action plan

Related professional functions
Process structures

Account management
Information and
Means and channels communication


So, may be in redesigning your
marketing, medical and sales forces to new
market and business conditions, you’d like to
rearrange your forces:

Key Issue in care:
integrated service lines accumulating in super
served patient care (monitoring, compliance,
17 information and support, prevention)

Key Issue in partnership with accounts: Capacity
cooperation with health care parties to create, volume
sustain and develop better care to patients

Key issue to change in business model:
Differentiate between schemes of added value to Down Up New
differentiated accounts.
Promote this with a progressive build up of
relationship in ROI and investment Sales Account New
Reps mngmnt Functions


These forces need to work mulitidisciplinary,
but in an integrated, client oriented way to
differentiate their efforts to accounts
Concept of Value Innovation Outline Offerings

Differentiation between 1. Select the most potential networks Market segmentation based on quality
targeting audiences of relationship, attractiveness of client,
position within DMU (decision--making
power)

2. Get access to or develop the Development of market approach

18 networks with the highest potential based on differentiators
and relevance From product oriented towards portfolio
oriented targeting

Delivering value 3. Develop value propositions Develop offerings based on value
propositions

4. Develop Account Strategies / Clarify and specify offerings, maintain
Creating commercial and business and strengthen position, maximize
account plans potential

5. Manage relationship and develop Measure and evaluate perceptions of
long term partnership performance and relationship of DMU’s
with Account Image Index

6. Shape account planning cycle Alignment of CRM with business
planning cycle


Well,
It looks like a challenging,
but rewarding job to
Pharma business,
19
To gain a new position
amongst health care partners
As opposed as to them!


Van Spaendonck’s BU “Value Innovation in Medical and life Sciences”
is a focused consultancy firm.

Van Spaendonck management consultancy supports and directs parties and professionals to
proper choices and processes to create and develop their USP, a better market position and performance.
In the dynamics of health care systems, pharmaceutical industry, health care insurers, social parties,
and health care professionals will be challenged more and more to their added value.

The business unit “Value innovation for Medical and Life Sciences,”
has the needed expertise and experience to initiate and develop processes and clinics for health care, marketing,
sales and management systems, professional development, and strategic organisational change.
Since 1987 < 20 years of consultancy expertise to pharmaceutical and medical industry, life sciences and health care.
Actual research and publications in health care and marketing developments.

Rob Halkes
BU Van Spaendonck – Value innovation in Medical and Life Sciences
T +31 418 578000
F +31 418 578010
M +31 653 420722 Postbus 2005
E r.halkes@VanSpaendonck.nl Hogeweg 85
W www.medicalandpharmamarketing.com 5300 CA Zaltbommel
T www.twitter.com/@rohal the Netherlands


The differentiation pharma needs in marketing in the advanced markets, Rob Halkes Oct 2009

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (7)

Similar to The differentiation pharma needs in marketing in the advanced markets, Rob Halkes Oct 2009

Similar to The differentiation pharma needs in marketing in the advanced markets, Rob Halkes Oct 2009 (20)

More from A.R.J. (Rob) Halkes

More from A.R.J. (Rob) Halkes (8)

Recently uploaded

Recently uploaded (20)

The differentiation pharma needs in marketing in the advanced markets, Rob Halkes Oct 2009