Big Pharma - Brand Launch, Planning, Marketing Support (Document Bundle)

MARKETING PLAN 2.0
Helps us review what we have learned about the Customer looking back over the past year. These learnings come from a variety of places including scanning the macro and competitor environments, distilling research learning, and reconfirming or updating existing Customer centric documents e.g. the Brand's vision.

Following sections are available: Market Definition, Macro Environment Changes, Customer Prioritization, Competitor Review, Brand Vision Growth Platforms, Customer Needs & Segmentation, Customer Insight & Task, Prioritizing Prescribers, HCP Insight & Task, Competitive Advantage, Building Value Propositions, Creating Strategies, Priorisation Tactics, Choosing Channels, Internal Stakeholder Engagement, Line of Sight, Setting Up Measurement, Crafting Compelling Presentations


FFE
Must-to-have Guide on how to build the best Pharmaceutical Salesforce in the industry

BRAND PLAN
Brand plans are central to corporate management and help to plan revenue-increasing measures as well as to analyze and assess advertising campaigns. Thus, successful brand plans can be created and adjusted to current circumstances and enhance your economic performance. Any of these improving measures rely not only on sophisticated procedures and analyses but also need creative input.

LAUNCH PLAN
To bring new product to the market, a company needs a realistic evaluation of its market position for deducing future objectives and for adjusting strategic business measures. The more detailed your assessment and evaluation, the faster it will lead your business to success and the easier it will be to control the course you take. The optimization and improvement of all marketing activities will be your long-term benefits.

BRAND BUILDING
In previous years, the planning process has been very analytical; focusing on areas such as Patient Dynamics.

There is now more focus on Critical Intervention Points, which can identify specific decision making points where prescribing can be influenced. Previously there was a mass of IMS and other market research which is now focused on the development of prescriber funnels together with the identification of barriers to prescribing. Where there were previously only straight forward competitor comparisons, we now use the Brand Equity Diamond, which identifies emotional as well as rational benefits, and includes the Brand Identity and well as Brand Benefits. And where as before we have focused on the previous years performance we are now looking at Company's operational effectiveness. Which allows learning from past experiences and current organizational limitations. Overall the strategic drivers are more clearly defined as the Sources of Business which allows the clear identification of where business can be successfully gained