Situation
The US division of a global pharma company needed to complement their pre-launch brand planning efforts which targeted the traditional stakeholders (e.g. MD’s, Nurses) with a well thought out and integrated managed markets strategy and action plan. In addition, the recent merger of the company also posed some hurdles since the philosophic approach to the managed markets of the two companies pre-merger was fundamentally different.
Complication/Opportunity
A managed markets channel strategy was determined as critical to launch success due to well entrenched competitive products and solid competitive account relationships. Our client recognized the potential for using channel strategies to drive company and product differentiation, selection and penetration with key target accounts. In addition, the specter of fundamental government payer reimbursement shifts added increasing complexity and uncertainty to the analysis.
Approach and Resolution
Through an iterative, stepwise process (inclusive of secondary research as well as primary depth interviews with external as well as internal stakeholders), Frankel Group identified the core strategic channel specific issues and opportunities for the client’s pre-launch product.
- Codification of account segmentation opportunities & priorities by geography, by type of account, by access, by extent of account control, etc.
- Identification of customer relationship management opportunities, unmet needs
- Integration of efforts into other MC/contracting strategies in client’s product portfolio
- Development of action plan over pre-launch, launch and post-launch time frames