Best-in-Class Pharma Marketers : Concepts Methods Tools

Best-in-Class
Pharma
Marketers…
… apply the
Concepts Brand Booster Program
Methods
 Brand Preference Strategy
Tools  Behavioral Segmentation
Smart Pharma  Individual Prescriber Plans
Consulting
“Marketing is all about strengthening customers preference”
Smart Pharma Consulting

Brand Booster Program
Table of Contents
 Brand Booster Program – Introduction p.3  Smart Pharma – Marketing Services p.28
− Context p.3 − Consulting p.29

→ Brand Booster Program Implementation
− Objective p.4
→ Brand Teams Support & Challenge
− Executive Summary p.5 → Marketing Conferences & Working Sessions
− Training p.32
 Brand Booster Program – Presentation p.8
→ Seminar
− Brand Preference Mix p.8 • Pharma Strategy & Marketing Program
→ Masterclasses
− Behavioral Prescriber Segmentation p.15
• Strategic Marketing Excellence
− Individual Prescriber Plan p.20 • Tactical Marketing Excellence
• Market Analysis & Forecasting Excellence
 Brand Booster Program – Conclusion p.26
− Publishing p.37
− Value of the Brand Booster Program p.26 → Pharma Marketing Tool Box (Book)
Sources: Smart Pharma Consulting
Best-in-Class Pharma Marketers must apply the Brand Booster Program 2 March 2017 Smart Pharma Consulting
Brand Booster Program – Introduction
The Brand Booster Program includes specific concepts, methods and tools which
have been designed to develop Pharma Marketers competence and performance
Context
 Over the past decade, pharma marketing functions have decreased in importance due to:
− External factors:
→ Health authorities have raised regulatory barriers restricting the scope of possible marketing
initiatives
→ Healthcare professionals have reduced the number of interactions with marketing and sales
people and have become less and less sensitive to operational1 investment
− Internal factors:
→ Marketing decisions are more and more shifting from affiliates to headquarters, losing insight
into their customers
→ Marketers have more and more difficulties in differentiating their brands
 Smart Pharma Consulting has set up the innovative Brand Booster Program to help
Marketers strengthen their competence, improve the performance of their brands and
become Best-in-Class Pharma Marketers
Sources: Smart Pharma Consulting 1 Medico-marketing-sales
The Brand Booster Program helps Pharma Marketers optimize the performance of
their brands by giving the priority to strategies that increase their market shares
Objective
Brand Performance Drivers

 The slowdown in the pharma market growth leads
pharma companies to focus on gaining market shares
1 Increase market size
 The Brand Booster Program (BBP), which has been
2 Increase market share developed to help pharma companies achieve this
objective, is based on three frameworks:
1 – The Brand Preference Mix (BPM) driving market
share gain
– The Behavioral Prescriber Segmentation (BPS),
Competitors which improves the efficacy and efficiency of
marketing investments
– The Individual Prescriber Plan (IPP), which
Total market formalizes tailor-made operational1 activities for an
2 optimal efficiency
 The Brand Booster Program guarantees consistency

The Brand between market reality and marketing activities to be
implemented to boost brands sales
Sales Sales
Sources: Smart Pharma Consulting 1 Medico-marketing-sales
The Brand Booster Program relies on three simple, logical and complementary
frameworks that can be advantageously combined for a faster and higher impact
Executive Summary – Frameworks
Brand Preference Mix Behavioral Prescriber Segmentation Individual Prescriber Plan
Brand Preference Triangle Dynamic Prescribing Prescriber-Centric Strategy

Potential
EXTERNAL INFLUENCERS
Corporate Permeability Corporate
reputation General environment
Personality of physicians to Investments reputation
Conditions of practices
Scientific style
Brand
High
Economical style
EVOLUTION OF MARKET
Relational style Preference
Brand
PRESCRIPTION
Mix
Moderate
High
Preference
SENSITIVITY TO CALLS
Brand Service
attributes quality
Moderate
Mix
Low
Prescriber’s experiences
Low Moderate High
Low
Brand Service EVOLUTION OF PRODUCT PRESCRIPTION
attributes quality Meetings Studies Mailings

SENSITIVY TO NON-CALL PROMOTION Long-term prescriber engagement
 The share of brand prescription is  The Behavioral Prescriber  The cornerstone of the Individual
driven by physicians’ preference level Segmentation is built on 3 dimensions: Prescriber Plan is the individual
 This level can be enhanced by acting – Factors that drive the dynamics of prescriber-centric strategy
on the Brand Preference Mix (BPM), prescribers’ prescriptions1  This strategy is about building positive
i.e. brand attributes, service quality and – Prescribers’ personalities experience with the company, the brand
corporate reputation – Prescribers’ permeability to investments2 and the services to boost preference
Sources: Smart Pharma Consulting 1 By market (competitors + brand) and by brand – 2 Medico-marketing-sales investments
The tools supporting the Brand Booster Program are pragmatic and user-friendly,
which facilitates their use by pharma marketers
Executive Summary – Tools
Brand Preference Mix Index Individual Prescriber Portrait Prescriber-Centric Brand Plan
Service Evolution Permeability to Personality
Physicians
quality Market/Brand calls/marketing dominance
20%
Corporate High/ High/

A Relational
Brand 9% reputation Moderate Mailings
attributes
71% Moderate/ High/
B Scientific
High Meetings
Individual Prescriber
Visual Analog Scale C High/High
Low/
Studies
Scientific Plan
0 5 7.8 10
x xx Moderate/ High/
D Economic
7.5 7.9 Moderate Meetings Year 2017
BPMI High/
(71% x 7.8) + (20% x 7.9) + (9% x 7.5) = 7.8 E Low/Low Relational
calculation Meetings
 The Brand Preference Mix Index is a  The Behavioral Prescriber Segmentation  The Individual Prescriber Plan
practical measurement tool that can be tracks by prescriber: describes, on a brand and client basis:
used at national level, at hospital/ – The evolution of its prescriptions – Qualitative & quantitative objectives
department level, or at individual – Strategic levers & corresponding
– The dominant traits of its personality
prescriber level through face-to-face or medico-marketing-sales initiatives to
– Its permeability (accessibility + meet these objectives
phone interviews sensitivity) to operational1 investments – Monitoring tools (KEIs2 – KPIs3)
Sources: Smart Pharma Consulting 1 Medico-marketing-sales – 2 Key Execution Indicators – 3 Key Performance Indicators
The Brand Booster Program helps to determine the optimal level and nature
(channel, message, tone) of operational1 resources to be allocated per physician
Executive Summary – Benefits
Brand Preference Map Individual Prescriber Operational1 Mix Operational Performance Matrix
Corporate reputation High

# of # of # of # of Messages
10 Physicians
7,5 Calls Meetings Studies Mailings & Style
Operational efficiency
IPP
Dialogue
A 12 2 0 4 Services
BPM
Index = 7.8 B 8 5 0 0 Scientific KEIs
0
KPIs
C 6 1 2 0 Scientific
Brand attributes Service quality

10 10
7,9 D 6 2 1 1 Economic
7,8
Low
Dialogue
E 4 1 0 0 Services Low High
Operational efficacy
 In addition to providing the necessary  The Behavioral Prescriber  The Individual Prescriber Plan improves
data to measure the Brand Preference Segmentation provides a behavioral operational efficacy/efficiency through:
Mix Index, interviews will provide portrait for each prescriber, allowing a – A rigorous planning of operational
information to identify the strategic more effective/efficient targeting and a activities
levers and the key initiatives to customized allocation of operational1 – A systematic monitoring of the execution
implement to reinforce the three resources for each prescriber and impact of activities1 with specific
dimensions of the Brand Preference Mix indicators (KEIs2 – KPIs3)
Sources: Smart Pharma Consulting 1 Medico-marketing-sales – 2 Key Execution Indicators – 3 Key Performance Indicators
Brand Booster Program – Presentation Brand Preference Mix
The Brand Preference Mix determines the key drivers that can be activated to
enhance prescribers preference and ensure maximum market share
Framework (1/2)
Brand Preference Triangle

 As the great majority of prescribers use several brands
for a given pathology:
– The challenge for pharma companies is to increase
Corporate their preference for their brands, to get a bigger
reputation share of their prescriptions (vs. competitors)
– Strengthening the preference of a prescriber for a
brand must go beyond securing brand loyalty only
Brand  To reinforce brand preference, pharma companies
Preference should optimize their Brand Preference Mix:
Mix – The perceived value of their brand (product)
attributes
Brand Service – The perceived quality of the services they offer
attributes quality and deliver to physicians
– Their corporate reputation
 The links between the three components of the Brand
Preference Mix should be well established in the mind
of prescribers
Source: “Building prescriber loyalty”, J.-M. Peny et al., SCRIP Magazine, September 1993 – Smart
Pharma Consulting
To boost the preference of physicians for their marketed brands, Pharma Marketers
can leverage the three components of their Brand Preference Mix (BPM)
Framework (2/2)
Levers to be activated
 Convey an appealing corporate  Deliver services…
identity
 … that are highly valued
 Maintain a high corporate Corporate based on their level of:
reputation that induces preference reputation → Interest
→ Utility
→ Practicality
 Highlight attributes in a Brand → Quality of execution
way that generates Preference
Mix  Select and design
preference
services that will lead to
 Create a perception of Brand Service corporate and / or brand
attributes quality preference
uniqueness
 Leverage corporate  Make sure services are
reputation & service related to the company
offering and / or the brand
Source: “Building prescriber loyalty”, J.-M. Peny et al., SCRIP Magazine, September 1993 – Smart
Pharma Consulting
The Brand Preference Mix Index (BPMI) enables to evaluate the brand performance
on each of its preference components, over time and compared to its competitors
Tool
Brand Preference Mix Index

Service  The Brand Preference Mix Index (BPMI) is a
quality measurement tool that takes into account:
20% – The relative importance of each BPM component (i.e.
corporate reputation, brand attributes and associated
Corporate service quality) per brand
Brand 9% reputation
attributes – The score of the brand, on a 10-point scale, for each of
its preference components
71%
 The BPMI can be defined per customer1, per
indication, per form, etc.
Visual Analog Scale  The BPMI scores the customer perception at a given
point in time, making possible to track the evolution
0 5 7.8 10 of this perception over time and to compare it to
x xx competitors, considering:
7.5 7.9
– External events (i.e. related to health authorities,
competitors and customers’ behaviors)
BPMI
(71% x 7.8) + (20% x 7.9) + (9% x 7.5) = 7.8 – Internal events (i.e. related to operational activities2,
calculation quality of services offered, communication strategy, etc.)
Source: “Building prescriber loyalty”, J.-M. Peny et al., SCRIP Magazine, September 1993 – Smart 1 Physicians, patients, pharmacists, nurses, payers, health authorities, etc.
Pharma Consulting – 2 Medico-marketing-sales
The BPM Index can be assessed at national level through market research studies
and at hospital/department and individual levels through interviews by sales forces
Method (1/2)
National level Hospital/Department level Prescriber level

Corporate Corporate Corporate
reputation reputation reputation
Brand Service Brand Service Brand Service

attributes quality attributes quality attributes quality
 The Brand Preference Mix Index  The BPM Index can also be  The BPM Index should be measured
(BPM Index) should be measured, at measured at a hospital or a hospital at the level of each targeted
the national level, through face-to- department level (i.e. cardiology, prescriber through face-to-face
face or phone interviews by an oncology, etc.) through interviews interviews carried out by medical reps
external agency carried out by the field forces (i.e. or other field force collaborators
 The number of interviewees should medical reps, KAMs, MSLs, etc.) of  Prescribers should be interviewed at
be approximately 30 for specialists pharmaceutical companies1 least once a year, but ideally twice a
and 60 for GPs, in medium to large  Interviews can be either concentrated year
markets such as France, Germany, on key hospitals and/or departments  Medical reps should carefully and
Italy, Spain, the UK, etc. or carried out on all those that have precisely identify the reasons that
 The rationale behind the scores been targeted motivate the marks granted by the
obtained for each dimension of the  The reasons that support the prescribers for their brands and those
BPM Index must be investigated evaluation should be captured of their most important competitors
Source: Smart Pharma Consulting 1 Can be alternatively carried out by an external agency in a limited number of hospitals and/or medical departments
Med reps can monitor the brand performance with the “Brand Preference Mix Index”
while calling upon their targeted physicians and thus, fine-tune their activities
Method (2/2)
Assessment guide for medical reps  Recent experiences have shown that:
Date: PROGRAMME D’AMELIORATION DE LA QUALITE
QUALITE DU PRODUIT
5. Dans le cadre de la prise en charge du patient, quel degré d’importance accordez-vous à la prise en charge de la maladie :
– >95% of physicians accept to be questioned
Date: PROGRAMME D’AMELIORATION DE LA QUALITE
 élevée  moyenne
SERVICE ASSOCIES AU PRODUIT
 basse on the three components of the BPM
– >80% of physicians consider that the BPM
9. Comment évaluez-vous les services associés au produit en termes… [0= opinion très négative et 10= opinion très positive)]
6. Comment évaluez-vous le produit en termes… Date: [0= opinion très négative et 10= opinion très positive)]
a) …de quantité ?
a) …d’efficacité
b) …d’intérêt ?
PROGRAMME D’AMELIORATION DE LA QUALITE
b) …de tolérance Nom : Etablissement :
c) …de qualité d’exécution ?
c) …de facilité d’utilisation – sa forme galénique – ses dosages
Globalement Globalement ?
ABC vient de lancer un programme pour améliorer la qualité de ses interactions avec les néphrologues.
Pour ce faire, je souhaiterais faire un point avec vous :
approach conveys a positive image
–
Sur votre appréciation : du laboratoire – du produit – des services associés au produit
- = +
0
-
1 2
0
3
1
4
= 2
5
Sur vos recommandations pour nous améliorer sur ces 3 dimensions
3
6
4
7
5
8
6
9
+ 7
10
8
IMAGE LABORATOIRE
9 10 >85% of medical reps say that the BPM helps
10. Sur chacune de ces dimensions, estimez-vous
1. Comment que
que ceux associés à ses concurrents, en termes…
les servicesl’image
évaluez-vous associés
duau produit sont
laboratoire
7. Sur chacune de ces dimensions, estimez-vous que le produit est : meilleur – identique – moins bien que ses concurrents ?
a) …de quantité ?
: meilleurs
? [0=
 Meilleurs
– identiques
opinion très négative et –10=
 Identiques  Moins bien

moins bien
opinion très positive)]
improve their insight into physicians
a) Efficacité -  Meilleur  Identique  Moins bien
 Meilleurs =
 Identiques  Moins bien +
 Once physicians have evaluated the

b) …d’intérêt ?
b) Tolérance  Meilleur  Identique  Moins bien
c) …de qualité d’exécution ?
c) Facilité d’utilisation – sa forme galénique – ses dosages 0 Meilleur 1  Identique 2 
3 Meilleurs
Moins bien
4  Identiques
5 6 Moins bien7 8 9 10
Globalement
Globalement ?
 Meilleur  Identique 
 Meilleurs
Moins bien
 Identiques  Moins bien
2. Pour quelles raisons ? 3. Estimez-vous que l’image du laboratoire est :
11. Que nous recommandez-vous de faire pour améliorer la qualité du produit ?
8. Que nous recommandez-vous de faire pour améliorer la qualité du produit ?  Meilleure  Identique  Moins bonne
que les autres laboratoires en néphrologie
brand with the BPM, they are asked:
IMPORTANCE RELATIVE DU nous
4. Que LABORATOIRE – DU PRODUIT
recommandez-vous ETaméliorer
de faire pour DES SERVICES
ASSOCIES
notre image ?
– What is the rationale supporting these
12. Lorsque vous décidez de prescrire la marque XYZ, quel est le poids relatif - sur une base 100% :
a) de l’image du laboratoire % b) des caractéristiques du produit % c) des services associés % scores?
–

What should be done to raise their preference
to the brand?
From observation to decision: The 4 Ws approach  Then, med reps can fine-tune their
messages, their activities, physician by
WHAT? WHY? SO WHAT? WHAT TO DO? physician, based on the feedback
What are the Why did the What are the What should be  The collected information should be
scores of the physician give implications of done to reinforce shared with marketers who will define
brand by each these scores? his assessment the preference to specific initiatives to reinforce prescribers’
physician? for the brand? the brand? preference to the brand
Source: Smart Pharma Consulting
The Brand Preference Mix Index permits to track the performance of each brand on
the three dimensions of the Brand Preference Mix, down to the individual prescriber
Benefits (1/2)
Brand Preference Map

Service quality
20%
Brand Corporate
Competitor A attributes 9% reputation Competitor B
Corporate reputation Corporate reputation
10
71% 10
7,5 7,0
BPM BPM
Index = 7.8 Index = 7.6
0 0
Brand attributes Service quality Brand attributes Service quality

10 10 10 10 7,1
7,9
7,8 7,8
BPM Index
(71% x 7.8) + (20% x 7.9) + (9% x 7.5) = 7.8 (71% x 7.8) + (20% x 7.1) + (9% x 7.0) = 7.6
calculation
Number of respondents: 31 hospital gastroenterologists
Sources: Smart Pharma Consulting analyses
It is possible to identify the rationale behind the scores of the brands for each
component of the Brand Preference Mix and then to find solutions to improve them
Benefits (2/2)
1. Corporate Reputation Score 1. The Corporate reputation score is strongly

Corp.
Critical factors 0 1 2 3 4 5 6 7 8 9 10 Weight Weighted reputation driven by CSR1 and scientific commitment
score
6.6 which requires regular and well-structured
Access to
medicine 5 30% 1.5 communication to prescribers
Ethics 9 30% 2.7 2. The Service quality score depends mainly
Community
8 15% 1.2
on the quality of scientific information, for
involvement
which medical reps remain an important
Innovation 4 15% 0.6
communication channel
Employees Brand Service
at work 6 5% 0.3 attributes quality 3. The Brand attributes score depends on
Environment 6 5% 0.3 7.4 5.9 different components according to the
Score S= 100% 6.6/10 product type (OTC vs. Rx), its lifecycle
stage and its reimbursement status
3. Brand Attributes Score 2. Service Quality Score

Critical factors 0 1 2 3 4 5 6 7 8 9 10 Weight Weighted Critical factors 0 1 2 3 4 5 6 7 8 9 10 Weight Weighted
score score
Efficacy Scientific
8 40% 3.2
information 4 40% 1.6
Safety 6 30% 1.8 Scientific

partnership 8 30% 2.4
Convenience 10 15% 1.5

Sponsorship 6 15% 0.9
Scope of
indications 7 10% 0.7
Professional
Price 4 5% 0.2 trainings 7 10% 0.7
Career
1st-to-launch 6 0% 0.0 development 6 5% 0.3
support
Score S= 100% 7.4/10 Score S= 100% 5.9/10
Sources: Smart Pharma Consulting analyses 1 Corporate Social Responsibility
Brand Booster Program – Presentation Behavioral Prescriber Segmentation
The replacement of a static profiling of physicians by a dynamic one, enables to

capture more relevant and accurate insights regarding their prescribing potential
Framework (1/2)
Static physician segmentation Dynamic physician segmentation
General environment
Personality of physicians
Conditions of practices
High
MARKET POTENTIAL
High
EVOLUTION OF MARKET
Moderate
PRESCRIPTION
Moderate
Low
Low
Low Moderate High
PRODUCT POTENTIAL
Low Moderate High
EVOLUTION OF PRODUCT PRESCRIPTION
Source: “Pharma Marketing Tool box”, J.-M. Peny, Smart Pharma Consulting, 2015, 246 p.
The Behavioral Prescriber Segmentation is based on the dynamic assessment of the

prescription potential and on the permeability to investment per individual prescriber
Framework (2/2)
Dynamic segmentation Individualized segmentation

 The Behavioral Prescriber
Segmentation (BPS) optimizes
General environment Scientific style the efficacy and efficiency of the
Personality of physicians Economical style operational1 investments targeted
Conditions of practices Relational style at each prescriber
 The BPS consists in identifying:
High
High
EVOLUTION OF MARKET
SENSITIVITY TO CALLS
– The evolution of market2 and brand
PRESCRIPTION
prescriptions by physician
Moderate
Moderate
– The key factors determining that
evolution (environment, personality
and medical practice)*
– The permeability (accessibility and
Low
Low
sensitivity) to operational channels

and activities such as:
Low Moderate High Meetings Studies Mailings
EVOLUTION OF PRODUCT PRESCRIPTION SENSITIVY TO NON-CALL PROMOTION
• Face-to-face calls
• Other operational initiatives
* Key factors that determine the evolution of market2 and brand prescriptions by physician
(including digital ones)
– Environment (e.g. patient flow, regulations, public health initiatives, Sick Funds decisions, reimbursement, drug
prices, influencers such as Key Opinion Leaders, etc.) – The personality dominance of each
– Personality (e.g. innovative, conservative or resistant profile, willingness to try new therapeutic protocols, new physician (relational, economic,
products, etc.) scientific)
– Medical practice (e.g. habits of prescriptions, involvement in clinical studies, compliance with guidelines, etc.)
1 Medico-marketing-sales – 2 Market includes the brand of the pharmaceutical company

Source: “Pharma Marketing Tool box”, J.-M. Peny, Smart Pharma Consulting, 2015, 246 p. and the competitors’ ones
The Individual Prescriber Portrait keeps a track record of sales potential dynamics,
permeability to operational1 activities and personality dominance for each prescriber
Tool
Individual Prescriber Portrait

 To implement the Behavioral Prescriber Segmentation, it is
necessary to set up a process to collect, store, analyze and
Evolution Permeability to Personality retrieve three sets of data for each prescriber:
Physicians
Market/Brand calls/marketing2 dominance – The evolution (negative, neutral, positive) of their prescription level:
• Market dynamics (the brand + its competitors)
High/
A High/Mailings Relational • The brand dynamics
Moderate
– Their permeability (accessibility and sensitivity) to operations1:
Moderate/ • Face-to-face calls
B High/Meetings Scientific
High
• Other operational channels, including digital ones (e.g. remote
e-detailing, e-mailing, e-meetings, websites, etc.)
C High/High Low/Studies Scientific – The dominant trait of their personality (relational, scientific,
economic)
Moderate/  Medical reps and other collaborators in contact with
D High/Meetings Economic
Moderate
prescribers should be involved in the collection of those
data, which should be updated on an ongoing basis
E Low/Low High/Meetings Relational
 These data will define the “Individual Prescriber Portrait”
that will then be used to set the optimal level and mix of
operational activities for each prescriber
Source: “Pharma Marketing Tool box”, J.-M. Peny, Smart Pharma Consulting, 2015, 246 p. 1 Medico-marketing-sales – 2 Marketing meaning other channels than medical calls
The level and mix of operational1 activities for each prescriber depend on his specific
profile which should be mainly documented by medical representatives2
Method
Profiling Segmentation Adjustment
 Assessment of Market/Product  Segmentation of physicians based on  Determination of the magnitude of the

dynamics evolution per prescriber by the following individual characteristics: operational effort per prescriber
med reps on a regular basis: considering:
– Market dynamics
– Observation and probing of – The prescription dynamics for a
physicians… – Product (brand) dynamics given indication (the Market) and
for the pharmaceutical company
– … and of other relevant healthcare – Factors that drive these dynamics
product (the Brand)
professionals – Permeability to medico-marketing- – The degree of operational
 Identification of the key drivers that sales activities, including the permeability to operational
influence the prescribing dynamics of preferred channels channels (including digital ones)
each physician (environment, – Drivers related to the dominant and to operational activities
personality, medical practice) traits of their personality that will  Definition of the communication
 Identification of each physician’s contribute to influence their messages based on:
permeability (access & sensitivity) to prescribing choices: – The market potential (patient flow
operational channels & activities • Scientific drivers and diagnosis rate)
 Definition of each physician’s • Economic drivers – The prescribing habits
personality dominance (relational, – The reasons that determine the
scientific, economic) • Relational drivers product choice
1 Medico-marketing-sales – 2 Other pharma company collaborators in contact

Source: “Pharma Marketing Tool box”, J.-M. Peny, Smart Pharma Consulting, 2015, 246 p. with prescribers and their influencers should also contribute to enrich the
prescribers profile (e.g. medical, marketing and other sales collaborators)
The Behavioral Prescriber Segmentation permits to adjust medico-marketing and

sales activities to the respective sensitivity and personality of each physician
Benefits
Individual Prescriber Individual Prescriber

Portrait Operational Mix  The Behavioral Prescriber
Segmentation (BPS) offers
Evolution Permeability to Personality # of # of # of # of Messages
pharmaceutical companies a more
Physicians reliable estimate of individual
Market/Brand calls/marketing dominance Calls Meetings Studies Mailings & Style
prescribers’ prescription potential
High/ High/
Relational 12 2 0 4
Dialogue than conventional approaches do
A Moderate Mailings Services
 The BPS also helps to acquire a
B
Moderate/ High/
Scientific 8 5 0 0 Scientific better understanding of factors
High Meetings driving prescribers’ brand
Low/ preference
C High/High Scientific 6 1 2 0 Scientific
Studies
 Thus, by implementing the BPS,
Moderate/ High/ pharmaceutical companies can
D Economic 6 2 1 1 Economic
Moderate Meetings determine, for each prescriber, the
High/ Dialogue
operational actions likely to be the
E Low/Low Relational 4 1 0 0 Services most:
Meetings
– Effective (message content and style
of communication)
and
– Efficient (level and nature of efforts)
Source: “Pharma Marketing Tool box”, J.-M. Peny, Smart Pharma Consulting, 2008, 213 p.
Brand Booster Program – Presentation Individual Prescriber Plan
The Individual Prescriber Plan is essential to structure and formalize a Prescriber-

Centric Strategy to secure Brand Preference and long-term engagement
Framework
Prescriber-Centric Strategy
 The Individual Prescriber Plan (IPP) is built around
prescribers who represent the most important customer
category for Rx-driven brands of pharma companies
EXTERNAL INFLUENCERS  Depending on the type of products, physicians, nurses,
pharmacists and even patients can all be considered as
Corporate
reputation “prescribers”
 External influencers, such as health authorities, politicians,
Brand
sick funds, private health insurance, patient advocacy
groups, professional associations, pharmaceutical
Preference
companies, key opinion leaders, etc., may also play an
Mix
essential role by modifying the behavior of prescribers
Brand Service
attributes quality  Prescriber-centricity requires going that extra mile to please
the prescriber and ensure that he enjoys the experience of
Prescriber’s experiences being:
– A prescriber of the company and of its brand(s)
– A beneficiary of the associated services
Long-term prescriber engagement  Positive experiences are essential to create sustainable
prescriber preference to brands and to induce their long-
term engagement (active loyalty)
The Individual Prescriber Plan makes it possible to set objectives by individual

prescriber and define the appropriate operational activities to meet these objectives
Tool
Prescriber-Centric Brand Plan

 The Individual Prescriber Plan is structured
like a Brand Plan, but analyses are carried out
from the prescriber’s perspective
 The situation analysis section should highlight,
for each prescriber:
– The driving forces that influence his prescribing
Individual Prescriber behavior
–
Plan
His preferred communication channels and the
ones likely to influence him the most
– His personality (relational, economic, scientific)
Year 2017  The prescriber-centric SWOT should consider
Table of Contents the prescriber’s prescription potential, as well
Situation analysis by prescriber
– Evolution of market/brand prescription
as his values, perceptions and motivations
– Key factors determining that evolution  A qualitative and quantitative objective should
– Permeability (accessibility and sensitivity) to operation
– Personality dominance
be set prescriber by prescriber
–
–
Individual Prescriber Portrait  Strategy and tactics should aim at:
Prescriber-centric SWOT
Objective by prescriber (qualitative / quantitative)
– Creating more value for the prescriber
Strategy and tactics by prescriber – Reinforcing his preference for the brand
– Strategic priorities
– Individual Prescriber operational Mix
 KEIs1 and KPIs2 should be defined to ensure
– Monitoring tools (KEIs1 – KPIs2) appropriate execution and resource allocation
Source: Smart Pharma Consulting 1 Key execution indicators – 2 Key performance indicators
Before making the decision to invest in operations1 at targeted prescribers, expected

impact should be clearly defined, as well as execution and performance indicators
Tool
Illustrative
Check-list to support operational investment decisions
What is the objective

What are the KEIs2? What are the KPIs3?
of the action?
 Create / reinforce awareness  % of the target covered by the  Brand Preference Mix index
action  Preference Ladder step
 Generate interest
 % of the target exposed to the  Key message memorization rate
 Develop brand preference action
 Share of prescription
 % of the target impacted by the
 Increase share of prescription  Sales evolution
action
 Increase compliance  % of the target having a positive  Variation in the number of
opinion of the action (usefulness, treatment initiations
 Limit substitution rate Interest, practicality, quality of  Profit evolution in euros
 Get the brand listed execution)
 % of hospitals having listed the
 Implementation time required vs. brand
 Fine tune the profile of the planned
prescriber or of other customers  Return on investment
 Actual vs. budgeted cost
Source: “Pharma Marketing Tool box”, J.-M. Peny, Smart Pharma Consulting, 2008, 213 p 1 Medico-marketing-sales activities – 2 Key execution indicators – 3 Key performance indicators
The a priori and a posteriori assessment tools help objectivize that planned or
existing activities will significantly contribute to reinforce the Brand Preference Mix
Tool
A priori assessment tool

Target
Description Objective (HCPs, patients,
etc.)
Expected Value by the Target Exclusivity Expected Link to the Brand

Evaluation* Rationale Evaluation Rationale Evaluation Rationale
Interest 1 2 3 4 5 • •
Total  Magnitude
Usefulness 1 2 3 4 5
Convenience 1 2 3 4 5 Partial  •
Execution
Total
1 2 3 4 5
1 2 3 4 5
None 
Sustainability A posteriori assessment tool
KPIs KEIs
Barriers Rationale Decision Target
(Key performance (Key execution Description Objective (HCPs, patients)
indicators) indicators)
• •
Technical • Implementation Perceived value by the target Exclusivity Link to the product
GO
Evaluation* Rationale Evaluation Rationale Evaluation** Rationale
Regulatory • Compliance
No GO Interest 12345
Economic • Estimated cost and return Total
Magnitude f–M-F
Usefulness 12345
Convenience 12345 Partial 

Execution 12345
Sustainability f – M - F
None
Total 12345
Impact on brand Solutions to reinforce toe preferential power

Rationale
preference Initiatives Evaluation
High 1
Moderate  2
Low 3
None 4
The Individual Prescriber Plan enables pharmaceutical companies to turn prescriber

insight into competitive advantages in a more effective and efficient manner
Benefits
Operational Performance Matrix

 The Individual Prescriber Plan (IPP) is a useful tool to
High support a Prescriber-Centric Strategy
 Prescribers’ experiences and perceived values with:
Operational efficiency
IPP
– The brand
KEIs1 – The services related to the brand
KPIs2
– The pharmaceutical company
are captured and analyzed with the help of the Brand
Preference Mix Index (BPMI)
Low
Low High  The Behavioral Prescriber Segmentation (BPS)
Operational efficacy
provides an accurate knowledge of each prescriber:
Key Execution Indicators (KEIs1) Key Performance Indicators (KPIs2) – Prescription potential for the market and the brand
 Level and mix of operational activities
(medico-marketing-sales) vs. plan
 Impact on performance:
– Level of sales and evolution (in euros, units,
– Permeability to operational3 channels, messages and
 Quality of execution of activities: prescriptions, patients) communication styles
– Disease, competition and brand knowledge – Level of prescription share and evolution (in
– Management of health economics issues euros, units, prescriptions, patients)  Thus, it is possible to design a fine-tuned “business
– Ability to handle questions and objections
– Knowledge and understanding of prescriber’s
– Level of initiations and evolution
– Level of prescription switches and evolution
plan” for each (key) prescriber, in such a way that
profile (of prescriptions, patients) operational efficacy and efficiency are optimized
– Adjustment of communication style and of  Impact on behavior:
message content to the prescriber’s profile
– Ability to trigger multi-channel initiatives
– Level of prescriber interest  The quality of execution will be tracked with KEIs and
– Product memorization rating
– % of calls carried out with an iPad – Intention to prescribe rating the performance measured with KPIs
Source: Smart Pharma Consulting 1 Key execution indicators – 2 Key performance indicators – 3 Medico-marketing-sales activities
The Individual Prescriber Plan1 should be precisely elaborated by a team of

collaborators interacting, on a regular basis, with the concerned prescribers
Method
Exploring Individual Crafting Individual Designing Individual

Prescriber insight2 Prescriber strategy & tactics Prescriber Plan2
 Key questions to be answered:  Prescriber insight must be translated  Each prescriber plan should be built
– Who are the most critical prescribers to into effective operational4 activities by a “prescriber team” which includes
focus on to develop brand growth? likely to reinforce brand preference the collaborators who interact with the
prescriber and know him best
– What will drive their brand preference?  When there is a potential to create
 Ongoing exploration and discovery of high reciprocal value for the prescriber  The strategy and the corresponding
and the company, a one-on-one tactics are supported by Individual
individual prescriber insight are key to
customized program should be built Prescriber Portraits, which should be
answering these two questions
according to the following steps: fine-tuned and updated by the team
 Prescriber-related insight collected by: 1. Evaluate the level of potential value for  Before deciding to implement any
– Medical representatives the prescriber and the company operational activity, the following key
– Medical Scientific Liaisons (MSLs) 2. Understand individual prescriber questions should be answered:
needs, brand preferences, behaviors
– Other collaborators like Key Account – What is the objective?
Managers who meet prescribers or 3. Create a “business plan” including
influencers services, communication styles, – How should it be implemented?
message contents and operational
– What is the cost?
 Data should be stored in a shared channels adjusted to each prescriber
database, opened to medical, 4. Track prescriber experiences and all – What is the expected impact?
marketing and sales collaborators that aspects of his satisfaction to ensure
high level of brand preference
 An individual action plan should be set
interact with prescribers3
1 Can be a part of the “Individual Prescriber Plan” when other customers have to be considered, such as: pharmacists, patients, health authorities, etc.
Source: Smart Pharma Consulting – 2 Insight corresponds to the knowledge and understanding of customers’ needs, preferences and behaviors based on analyses of qualitative and
quantitative data – 3 If permitted by local regulations and internal company compliance policy – 4 Medico-marketing-sales activities
Brand Booster Program – Conclusion
The Brand Booster Program is a best-in-class program based on deep prescriber

insight, value creation for prescribers and optimization of resource allocation
Value of the Brand Booster Program (1/2)
 The Brand Preference Mix is the central pillar of the Brand Booster Program developed by Smart
Pharma Consulting
 To create a strong and sustainable brand preference, marketers can identify the root causes of
prescribers brand valuation with the help of the Brand Preference Mix Index
 The Behavioral Prescriber Segmentation approach makes it possible to get deeper insight
regarding prescribers’ needs, motivation, behavior and experience that are all essential to target
the most attractive prescribers:
– Those who have a high potential of prescription growth for the market1 and the brand
– Those who are the most permeable to medico-marketing-sales activities
 The Individual Prescriber Plan is a key element to help pharmaceutical companies express their
strategic priorities and tactics in terms of value creation per prescriber and to align their resources
accordingly to create a sustainable brand preference in an effective and efficient way
Source: Smart Pharma Consulting 1 Market includes the brand of the pharmaceutical company and the competitors‘ ones
Brand Booster Program – Conclusion
The Brand Booster Program is a powerful and comprehensive approach, based on

three components, enabling Marketers to optimize the performance of their brands
Value of the Brand Booster Program (2/2)
 By measuring the performance  The BPS enables marketers to fine-  To make their brands preferred,
of their brand with the BPM tune operational1 investments per marketers must develop:
Index, marketers will be able to: prescriber… − A prescriber-centric strategy/tactics
− Define their strategic priorities to  … by identifying: − A prescriber-centric brand plan
strengthen prescribers preference − His capability/willingness to prescribe  Prescriber-centric strategy is
− Evaluate the impact of their the competing brands about creating positive
strategies and of the corresponding − The driving forces influencing his experiences through the three
tactics prescribing behavior
components of the BPM
− His permeability2 to operations
 The BPM Index should be − Acceptable/convincing messages  This requires deeper insight to
calculated for each targeted − Appropriate style of communication develop strategies and tactics to
client once or twice a year intensify their positive perception
 The BPS success requires:
 Based on the analyzed results, a − The implementation of a simple and
 A prescriber-centric brand plan
systematic process to collect data captures the prescriber
series of customized actions will
− The development of operational tools
perspective and estimates his
be defined and implemented at
that take into account the diversity of real perception of the company,
individual prescriber level
prescribers’ behaviors and permeability its products and its services
Source: Smart Pharma Consulting 1 Medico-marketing-sales activities – 2 Accessibility and sensitivity to different channels)
Smart Pharma Consulting – Marketing Services
Smart Pharma Consulting services related to Marketing include consulting support,

organization of specific marketing training and regular publications
Overview
Marketing Consulting Marketing Training Marketing Publishing
 Our consulting services range  Trainings are developed and  Book

from presentations at seminars to carried out by our training center: ‒ The Pharma Marketing Tool Box
implementation of conventional or Smart Pharma  Articles
innovative marketing strategies Institute of Management ‒ 30 published in specialized journals
since 1993
 We help Marketers:
‒ Craft robust brand strategies and…  Inter-company programs  Position papers
‒ A comprehensive 5-day seminar: ‒ 17 since 2010
‒ … translate them into relevant tactics “Pharma Strategy & Marketing ”
‒ Ensure the appropriate monitoring ‒ 2-day masterclasses, of which three
 Reports
of tactics with KEIs1 and KPIs2
to are specifically dedicated to ‒ The French generics market (2015 –
optimize the resource allocation 2020)
marketing topics
(we have worked on more than 70 brands ‒ Distribution & économie de l'officine
belonging to 16 therapeutic areas) en France (2014 - 2020)
 Intra-company programs ‒ Global biosimilar drugs market
 We also provide support with ‒ Customized programs to match the outlooks
enhanced methodologies and specific needs and expectations of
‒ Le marché de l'automédication en
tools to help optimize the marketing executives
France
management of product portfolio ‒ In general 1- or 2-day programs ‒ Etc.

1 Key execution indicators to measure the quality of execution – 3 Key performance indicators
to measure the impact of the tactics (medico-marketing and sales activities)
Smart Pharma Consulting – Marketing Services Consulting
As the author of the Brand Booster Program, Smart Pharma Consulting is the best
positioned to ensure its smooth and efficient implementation by pharma companies
Brand Booster Program Implementation
Brand Preference Mix
 Design and implementation of national studies to measure

the Brand Preference Mix Index
 Design and facilitation of the implementation of Brand

Preference Mix Index measurement at hospital/department
and at prescriber levels through sales forces
Behavioral Prescriber Segmentation Individual Prescriber Plan
 Presentation and training of the medico-marketing-  Design of a an Individual Prescriber Plan structure,
sales departments to learn how to: including monitoring tools
– Collect prescriber insight to define an Individual  Training of marketers and other collaborators to
Prescriber Portrait correctly prepare Individual Prescriber Plans
– Quantitatively and qualitatively adjust operational  Challenge of teams involved in the preparation and
efforts for each targeted prescriber development of Individual Prescriber Plans
Smart Pharma Consulting supports national and international multi-disciplinary1

brand teams with robust methodologies, practical tools and a challenging attitude
Brand Teams Support & Challenge
Smart Pharma Experience & Approach

Support to 70 brands in 16 different disease areas: Key issues addressed by our approach
1. Addictology 9. Metabolism / Diabetes
2. Allergy 10. Neurology 1. How to best evaluate the market dynamics and the
3. Cardiology 11. Nephrology brand performance?
4. Dermatology 12. Oncology / Hematology 2. How to measure the impact of recent investment
5. Gastroenterology 13. Ophthalmology decisions?
6. Gynecology 14. Pulmonology
3. How to build market scenarios?
7. Infectious diseases 15. Psychiatry
8. Metabolism / Diabetes 16. Rheumatology 4. How to carry out an Advanced SWOT4 analysis?
 We provide robust methodologies
17.and
Urology
practical tools to 5. How to set rational performance objectives5?
strengthen situation analyses
 We facilitate the identification of relevant strategic priorities to 6. How to define the corresponding relevant strategy
achieve pre-set objectives… with the help of the Advanced SWOT analysis?
 … and the selection of the corresponding tactics2 including 7. How to determine the optimal mix and level of
the appropriate monitoring tools3
medico-marketing and sales investment per brand
 We positively challenge brand teams to enhance the quality and across different brands of a portfolio?
of their analyses and recommendations
1Marketing, sales, medical, business excellence, market access, etc. – 2 Medico-marketing and sales activities – 3 Key execution indicators and Key
performance indicators – 4 See Smart Pharma Tool Box – 5 See Masterclass “Market Analysis & Forecasting” proposed by Smart Pharma Consulting
Smart Pharma Consulting participates regularly to conferences and working

sessions at the request of pharmaceutical companies, at national and/or global levels
Marketing Conferences & Working Sessions
Illustrative
“Marketing is all about strengthening brand preference by customers”
How to strengthen What is the real value of

Brand Preference? digital pharma marketing?
Marketing Seminar Marketing Seminar
May 2016 January 2017
Smart Pharma Consulting Smart Pharma Consulting

1, rue Houdart de Lamotte – 75015 Paris – France 1, rue Houdart de Lamotte – 75015 Paris – France
Tel.: +33 6 11 96 33 78 – Fax: +33 1 45 57 46 59 Tel.: +33 6 11 96 33 78 – Fax: +33 1 45 57 46 59
E-mail: [email protected] E-mail: [email protected]
Website: www.smart-pharma.com Website: www.smart-pharma.com
Smart Pharma Consulting – Marketing Services Training
Smart Pharma Consulting proposes a 5-day seminar for high potential and seasoned
Marketers who want to reinforce their strategic and operational marketing skills
Seminar: Pharma Strategy & Marketing1
Day 1: Strategic thinking applied to companies Day 4: Specialized market segment analysis
– Worldwide Pharma and Biotech sectors – Marketing of generics and biosimilar products
– Evolution of the Pharma business model by 2020 – Marketing of OTC products and Rx-to-OTC switches
– Strategic management of Pharma companies – Management of mature products
– Marketing of niche and hospital products
Day 2: Marketing strategic thinking
Day 5: Development of managerial skills
– Optimization of brand value: Brand Preference Mix, etc.
– Sales force effectiveness
– Dynamic prescribers segmentation: Behavioral Prescribers
Segmentation (BPS) approach – Team leadership
– Sales forecasting and performance objectives setting – Corporate behavior
– Brand Planning: Advanced SWOT, Strategy Card, etc. – Communication principles
Day 3: Marketing tactical thinking Target Audience

– Digital marketing and multi-channel approach – Marketing executive (e.g. – Strategic planners
– Promotional resource allocation marketing managers, group – Medical executives (e.g.
– Definition of Key Execution Indicators (KEIs) and Key product managers, product MSLs, medical managers)
Performance Indicators (KPIs) managers)
– Sales forces executives
– Integration of new marketing tools: Integrated Promotional – Market research (e.g. sales force managers,
Strategy (IPS) approach executives area managers)
1 Inter-company program proposed both in English and in French. Since 2005, 133 experienced
executives from 32 pharma companies have attended this seminar
Smart Pharma Consulting has specifically designed Masterclasses to offer in-depth

trainings to former participants of the Pharma Strategy & Marketing program
Masterclass1: Principles
Concept Organization
 Masterclasses are Advanced Trainings that have  Pre-Masterclass session

been specifically designed for the former participants ‒ Participants will receive a specific documentation
of the Pharma Strategy & Marketing program including concepts, methods and tools that will
be used during the training session
 Masterclasses offer participants the opportunity to
 Masterclass session (2 days)2
focus on a specific subject and apply innovative
concepts, useful methods and practical tools to ‒ Part 1: Review of the concepts, methods and
real-life situations, to learn by doing tools that will be used
‒ Part 2: Lecture by and discussion with a “guest
 Masterclass will be moderated by Jean-Michel speaker” expert in the topic covered
Peny, who has been, for 25 years:
‒ Part 3: Implementation of the concepts, methods
‒ Teaching students from the best French and tools through real-life case studies
Business Schools and Universities of Pharmacy
‒ Part 4: Co-development with participants of key
and Medicine learnings
‒ Training executives from the pharma industry  Post-Masterclass
 Each Masterclass will be limited to a maximum of ‒ Structuration of the key learnings of the
10 participants and will last two days Masterclass session to be sent to participants
1 Inter-company programs proposed both in English and in French. –

Source: Smart Pharma Consulting 2 Time allocation: Part 1: 10% - Part 2: 5% - Part 3: 80% - Part 4: 5%
The “Strategic Marketing Excellence” Masterclass focuses on high-performance

positioning and segmentation case studies calling on creativity and rigor
Masterclass1: Strategic Marketing Excellence
Day 1 Day 2
 9:00 Introduction to the masterclass  9:00 Introduction to the 2nd day
 9:10 Review and discussion of conventional and  9:10 Case study #2: Development and implementation of
innovative strategic marketing concepts, methods and an optimized customer segmentation applied to:
tools sent to participants as a pre-read - Individual prescribers (working group C)
 10:30 Lecture by and discussion with an expert: - Individual hospital departments (working group D)3
“How to create a sustainably attractive brand –  11:10 Break
Lessons from non-pharma industries?“  11:30 Presentation of the working groups C & D outputs,
 11:45 Break discussion and agreement on key learnings
 12:00 Case study #1: Development and implementation of a  13:00 Lunch
Brand Preference strategy for:  14:00 Case study #3: Development and implementation of
- A secondary care brand (working group A) an Individual Prescriber Plan for:
- A primary care brand (working group B)2 - Individual prescribers (working group E)
 13:00 Lunch - Individual hospital departments (working group F)3
 14:00 Case study #1: cont.  15:30 Break
 16:00 Break  15:45 Presentation of the working groups E & F outputs,
 16:15 Presentation of the working groups A & B outputs, discussion and agreement on key learnings
discussion and agreement on key learnings  16:45 Co-development with participants of key learnings
 17:45 End of the 1st day  17:45 End of the masterclass
1 Inter-companyprograms proposed both in English and in French – 2 According to the attendees,

Source: Smart Pharma Consulting a non Rx-bound could be chosen instead – 3 According to the attendees individual retail
pharmacists and/or purchasing groups could be studied as well
The “Tactical Marketing Excellence” Masterclass will propose attendees to work on

case studies dedicated to best practices re. the execution of marketing initiatives
Masterclass1: Tactical Marketing Excellence
Day 1 Day 2
 9:10 Review and discussion of conventional and  9:10 Case study #2: Marketing sensitivity to investment
innovative strategic marketing concepts, methods and and resource allocation optimization at:
tools sent to participants as a pre-read - Individual prescribers (working group C)
 10:30 Lecture by and discussion with an expert: - Individual hospital departments (working group D)2
“What is the real value of digital marketing initiatives?  11:10 Break
– Lessons from best-in-class pharma companies“  11:30 Presentation of the working groups C & D outputs,
 11:45 Break discussion and agreement on key learnings
 12:00 Case study #1: Development and implementation of  13:00 Lunch
conventional and digital multichannel initiatives to:  14:00 Case study #3: Development and implementation of
- Individual prescribers (working group A) action plans and monitoring tools (KEIs3 & KPIs4) for:
- Individual hospital departments (working group B)2 - Individual prescribers (working group E)
 13:00 Lunch - Individual hospital departments (working group F)2
 16:00 Break  15:45 Presentation of the working groups E & F outputs,
 16:15 Presentation of the working groups A & B outputs, discussion and agreement on key learnings
discussion and agreement on key learnings  16:45 Co-development with participants of key learnings
1 Inter-company programs proposed both in English and in French – 2 According to the attendees individual retail
Source: Smart Pharma Consulting pharmacists and/or purchasing groups could be studied as well – 3 Key execution indicators to measure the quality of
execution – 4 Key performance indicators to measure the impact of the tactics (medico-marketing and sales activities)
The “Market Analysis & Forecasting” Masterclass has been designed for participants
looking for robust and simple tools and wishing to strengthen their analytical skills
Masterclass1: Market Analysis & Forecasting Excellence
Day 1: Market Analysis Day 2: Forecasting

 9:10 Review and discussion of analytical concepts,  8:40 Review and discussion of sales forecasting concepts,
methods and tools sent to participants as a pre-read methods and tools sent to participants as a pre-read
 10:30 Lecture by and discussion with an expert:  10:00 Break
“Review of the most advanced market analyses  10:15 Case study #2 part 1: Baseline & scenario building:
– Lessons from non pharma markets“ - Historical trends evaluation
 11:45 Break - Determination of future events and of their impact
 12:00 Case study #1: Market & brand dynamics evaluation:  12:30 Lecture by and discussion with an expert:
- Stakeholders behaviors analysis2 “What is the business value of sales forecasting?“
- Key market drivers & barriers analysis  13:00 Lunch
- Sensitivity of brands to operational3 investments  14:00 Case study #2 part 2: Sales forecast modeling:
- From data analysis to decision making - Patient-based forecasting
 13:00 Lunch - Lifecycle based forecasting (new, growing, mature)
 16:00 Break  15:45 Presentation of the case study (parts 1 & 2) outputs,
discussion and agreement on key learnings
 16:15 Presentation of the case study outputs, discussion
and agreement on key learnings  16:45 Co-development with participants of key learnings
1 Inter-company programs proposed both in English and in French – 2 Health authorities, payers, physicians, pharmacists,
patients, patients advocacy groups, competitors, etc. – 3 Medico-marketing and sales
Smart Pharma Consulting – Marketing Services Publishing
Smart Pharma Consulting has recently published a 2nd edition of the “Pharma
Marketing Tool Box” which has been specifically designed for Pharma Marketers
Pharma Marketing Tool Box
Jean-Michel Peny Presentation

The book provides a clear, precise and concise review of the
most relevant and useful concepts in the context of
Pharma Marketing Tool Box pharmaceutical marketing. The author presents:
‒ Innovative marketing approaches
‒ Specific analyses
‒ Practical tools
This user-friendly “tool box” has been structured to
encourage the rigor and relevance of marketing thinking of
2nd Revised & Augmented Edition pharmaceutical executives
Smart Pharma Institute of Management
A division of Smart Pharma Consulting Brief Content
 Introduction
Author: Jean-Michel Peny is President of the Strategy and Management

 Part 1 – Market Research
consulting firm Smart Pharma Consulting, Director of Smart Pharma Institute  Part 2 – Strategic Marketing
of Management, Lecturer in Pharmaceutical Strategy and Marketing at the
ESSEC business school, at the Faculty of Pharmaceutical Sciences (Paris XI)  Part 3 – Operational Marketing
and of Medicine (Paris VI)
 Part 4 : Marketing Planning
Editor Smart Pharma Consulting – 246 pages – 250 euros
Consulting company dedicated to Strategy, Management and Organization services in the pharmaceutical sector
Core capabilities
1 Strategy 2 Management
 Assessing the attractiveness of markets (Hospital  Facilitation and structuring of strategic

/ retail innovative products - Vaccines - OTC - Generics) thinking for multidisciplinary product teams
 Growth strategy  Key challenges identification
 Optimization of marketing / sales investments  Strategic options formalization
 Development of a company in the hospital market  Resource allocation optimization program
Business  Training of marketing and market research
 Valuation for acquisition teams to sales forecast techniques (modeling
 Portfolio / franchise assessment and scenarios development)
 Extension of product life cycle performance  Development and implementation of a "coaching
 Improvement mature products performance program" for area managers
 Adaptation of price strategy  Sales reps coaching
 Defense strategies vs. new entrants  Regional action plans roll-out
 Competitive strategies in the hospital market  Development and implementation of a "sales

techniques program" for sales forces (STAR1)
 Strategic partnerships companies / pharmacies 1 Sales Techniques Application for Results (training courser
Organization
3 Organization
 Rethink of operational units organization

 Improvement of sales force effectiveness
 Improvement of the distribution channels covering the hospital and retail markets
 Development of a strategic planning process
1, rue Houdart de Lamotte – 75015 Paris – France • Tel.: +33 6 11 96 33 78 • E-mail: [email protected] • Website: www.smart-pharma.com

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Best-in-Class

“Marketing is all about strengthening customers preference”

Smart Pharma Consulting

− Context p.3 − Consulting p.29

Sources: Smart Pharma Consulting

Sources: Smart Pharma Consulting 1 Medico-marketing-sales

Brand Performance Drivers

 The Brand Booster Program guarantees consistency

Sources: Smart Pharma Consulting 1 Medico-marketing-sales

Brand Preference Mix Behavioral Prescriber Segmentation Individual Prescriber Plan

Brand Preference Triangle Dynamic Prescribing Prescriber-Centric Strategy

attributes quality Meetings Studies Mailings

Brand Preference Mix Behavioral Prescriber Segmentation Individual Prescriber Plan

Corporate High/ High/

Brand Preference Mix Behavioral Prescriber Segmentation Individual Prescriber Plan

Corporate reputation High

Brand attributes Service quality

Brand Preference Triangle

Brand Preference Mix Index

National level Hospital/Department level Prescriber level

Brand Service Brand Service Brand Service

 Identiques  Moins bien

 Once physicians have evaluated the

Smart Pharma Consulting

Source: Smart Pharma Consulting

Brand Preference Map

Brand attributes Service quality Brand attributes Service quality

Number of respondents: 31 hospital gastroenterologists

Sources: Smart Pharma Consulting analyses

1. Corporate Reputation Score 1. The Corporate reputation score is strongly

3. Brand Attributes Score 2. Service Quality Score

Safety 6 30% 1.8 Scientific

Convenience 10 15% 1.5

Sources: Smart Pharma Consulting analyses 1 Corporate Social Responsibility

The replacement of a static profiling of physicians by a dynamic one, enables to

Static physician segmentation Dynamic physician segmentation

The Behavioral Prescriber Segmentation is based on the dynamic assessment of the

Dynamic segmentation Individualized segmentation

sensitivity) to operational channels

1 Medico-marketing-sales – 2 Market includes the brand of the pharmaceutical company

Individual Prescriber Portrait

Profiling Segmentation Adjustment

 Assessment of Market/Product  Segmentation of physicians based on  Determination of the magnitude of the

1 Medico-marketing-sales – 2 Other pharma company collaborators in contact

The Behavioral Prescriber Segmentation permits to adjust medico-marketing and

Individual Prescriber Individual Prescriber

The Individual Prescriber Plan is essential to structure and formalize a Prescriber-

Source: Smart Pharma Consulting

The Individual Prescriber Plan makes it possible to set objectives by individual

Prescriber-Centric Brand Plan

Before making the decision to invest in operations1 at targeted prescribers, expected

What is the objective

A priori assessment tool

Expected Value by the Target Exclusivity Expected Link to the Brand

Convenience 12345 Partial 

Impact on brand Solutions to reinforce toe preferential power

Source: Smart Pharma Consulting

The Individual Prescriber Plan enables pharmaceutical companies to turn prescriber

Operational Performance Matrix