Marketing Management Best Practices
Best Practices, LLC has conducted extensive research in the field of Marketing Management. Browse through and sample our published Marketing Management research in the topics below:
| |  | Implementation Support and Continuous Improvement of Pharmaceutical Market Segmentation
Design and deploy segmentation training programs to enhance implementation
effectiveness.
Interviewed managers observed that segmentation training is essential to the
implementation success of their overall marketing strategies. Two of the
benchmark companies have built a key module on customer segmentation into their
sales training programs. One company’s training program focuses on physicians
segmented by medical background, professional influence, treatment philosophy
and prescribing habits. Another training program covers broader segments that
include MCOs, pharmacists, Pharmacy Benefit Mangers (PBMs), long-term care,
hospitals and physicians. Benchmark partners use multiple formats – including
classroom learning and computer-based training – to enhance training
effectiveness ...
Multi-Year Compendium of Pharmaceutical Case Studies (2002 to 2006): Meeting Proceedings
OVERVIEW
Pharmaceutical companies face a unique blend of challenges involving balancing new product research, sales and marketing forces, and quality production processes while building and protecting a trusted name in the industry. The following pharmaceutical case studies in this compendium address these areas and much more. They were presented by industry leaders at Global Benchmarking Council meetings between 2002-2006. This compendium is a valuable tool for any pharmaceutical executive interested in improving communication, marketing and measurement processes, increasing sales, or building a brand.
COMPANIES AND CASE STUDIES
Best Practices, LLC analysts distilled company presentations into brief summaries that highlight the key challenges each presenter and their company faced, their action plans, and the results and lessons learned. Other summaries include presentations of research results and roundtable discussions.
Pfizer Inc. discussed how leadership commitment, cultural commitment and hard work are success factors for communications excellence success factors in "Executing Superior Communication to Achieve Superior Sales Performance."
Best Practices, LLC reviewed the results of a benchmarking study of 20 successful products across 14 biotech and pharmaceutical companies that had to re-launch after disappointing market entries in "Innovative Best Practices in Product Relaunches."
Johnson & Johnson Health Care Systems Inc. shared the design, implementation and ongoing leadership and management of Johnson & Johnson's balanced business measurement system across multiple operating companies in "Using Scorecards to Focus Growth in Major Accounts and Best Customers."
Eli Lilly and Company highlighted the challenges that pharmaceutical companies face when advertising to consumers. They addressed the importance of educating consumers and how to create a real-time budgeting strategy that allows companies to generate predictive marketing in "Integrated Marketing at Eli Lilly."
Cardinal Health shared recent empirical results that link its revenue-creation with its leading employee and customer satisfaction indicators in "Linking Performance and Profitability."
Johnson & Johnson presented a similar evolutionary process of utilizing dashboards to automate the reporting process and linking scorecard metrics to incentives.
Eli Lilly and Company reviewed in the evolution of quality thinking, Six Sigma training and deployment, quality successes and its new initiatives in "Variability Reduction: The Aim for Six Sigma Methodology in Lilly Research Laboratories."
Johnson & Johnson reviewed its quality journey, process excellence initiatives, and results in meeting process excellence goals in "Integrating Process Tools for Enterprise-wide Improvements."
Pharmacia (now Pfizer) presented on the product development cycle and process in the pharma industry, strategic drivers for M&A and key lessons learned in "The Impact of Government Regulations on Portfolio Management and M&A."
GlaxoSmithKline reviewed the company's integration of diagnostic tests into product development and building partnerships between diagnostics and pharma products and adding value to the portfolio in "Enhancing Portfolio Value by Integrating Related Products & Services."
Eli Lilly and Company emphasized strong branding, quicker uptake and higher revenues to offset the long-term investments necessary in the pharmaceutical industry in "Living the Promise."
Johnson & Johnson explained the responsibilities of being a Trustmark, the company credo which applies to all of its operating companies, and how it maintains this reputation as it innovates and grows in "Johnson & Johnson: How to Establish a Trustmark."
Roundtable Discussion: Participants discussed the current status of communication and technology used by the sales force such as the pros and cons of "real time information" and information push vs. pull in "Technologies that Drive Global Sales Force Effectiveness."
METHODOLOGY
This report was compiled from notes taken from speaker presentations and a roundtable discussion at Global Benchmarking Council meetings from 2002-2006.
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Supporting Successful Oncology Product Launches: Tactics for Educating Patients 
Non-members: Click here to review a complimentary excerpt from "Supporting Successful Oncology Product Launches: Tactics for Educating Patients"
Note: Data in this study are segmented to present views for Total Benchmark Class and Oncology respondents.
Study Overview
The bio-pharmaceutical marketplace - and the oncology therapeutic area in particular - continues to evolve as new medicines and technologies create valuable market opportunities. It's in this competitive and challenging environment that organizations with new oncology products are scrutinizing their strategies and tactics to support market education for patients.
This field research and benchmarking study probes the types and value of medical education and marketing tactics used to inform patient groups about new therapies - and oncology therapies in particular. A quantitative survey helped identify patient education strategies and tactics that organizations use pre- and post-launch. Qualitative and quantitative data is presented across a broad array of educational approaches, from public relations and new technologies to advocacy groups and early access plans.
Marketing executives can use this research to compare their patient education strategies and tactics with those of leading organizations.
Key Topics
Summary of Key Insights, Findings and Lessons Learned
Research Participants, Launch Experience, and Therapeutic Area Demographics
Early Access Programs: Helping Patients & Expanding Physicians Experience
Post-Approval Early Access Programs: Helping Patients, Physicians and Marketplace Buzz
Inform Patients Through Education & Advocacy Group Collaborations
Use PR & New Technologies For Leveraged Reach to Patients
Use New Technologies For Educating & Informing Patients
Allocate Market Education Mix To Reflect Therapeutic Area Needs & the Competitive Landscape
Voices From the Field: Best Practices, Lessons Learned & Pitfalls To Consider
Future Trends & Issues
Sample Key Metrics
Appropriate time to start each activity for educating patients and advocacy groups
Top five most important activities for educating Oncology patients and advocacy groups
Percentages of participants indicating PR Tool is effective during pre-launch/launch
Effectiveness ratings given to different calls-to-action leading patients to Web sites
Importance of various tactical elements influencing Public Relations Marketing effectiveness
Importance of various tactical elements influencing Public Relations effectiveness
Percentage of resources to be invested ideally in different educational categories
Sample Key Findings
Using Public Relations & Technology: New technologies and PR are both “leveraged,” cost-efficient tools for education. Both permit less control than companies customarily want. The development and pre-launch cycle offer many opportunities to use new technologies (e.g. Social Media, Internet, YouTube/Video communication channels) to educate physicians, patients, payers and government.
Winning Payers On Board: Commence work earlier than in past to win payers, who are increasingly important to market entry in both oncology and diabetes. Focus on cost and health outcomes. Understand payer needs and engineer them increasingly into clinical trials.
Methodology
Research was conducted through surveys and inteviews. Research participants included 34 executives and managers from 26 leading pharmaceutical, biotech and medical device companies. Oncology/Immunology research participants included 11 executives and managers at 11 different industry leading companies. Insight was drawn from successful and well known cancer / immunology treatments as well as compounds that are awaiting FDA approval or in Phase II & III clinical development.
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