Best Practices in Creating Global Brand for New Products and Ensuring Alignment across Geographies and Affiliates
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This document discusses best practices in global branding for new products in the biopharmaceutical sector, highlighting the importance of effective branding strategies tailored to various geographies and affiliates. It presents research findings from 18 leaders in the industry, focusing on aspects such as branding timing, regional alignment, and the tradename process. Key recommendations include starting branding activities early, ensuring engagement with local affiliates, and reflecting the company's core identity in its branding process.
![Page | 9
Brand elements
handed over
individually,
18%
Brand elements
are handed over
as a package,
47%
Other, 35%
20) Are your new product brand elements (global positioning, messages, brand personality, etc.) handed over to local
affiliate(s) individually or are they wrapped up into a package and all sent over at once?
N=17
Delivery Format of Global Brand Elements to Affiliates:
While almost half of participating companies deliver branding elements as a package to local affiliates, it
is very common for key elements such as positioning and messages to be shared earlier.
Global Brand Elements Often Delivered as Package to Affiliates
*Others:
• It has not been done in
last 5 years. Current plan
for new pending launch is
to hand over as a
package
• Work together vs hand off
• No affiliates
• Not Applicable(2)
• Both of the
above...important
elements shared when
they are ready, but also
as a package
*
“Some of the stuff that’s
part of the overall brand
strategy…like positioning
[and messaging], once we
nail that down we would
deliver out to the regions
and the countries. Things
that are more part of the
package but aren’t of such
supreme importance we
would probably just wait
until the full package is
ready.”
--Senior Director, Marketing](https://image.slidesharecdn.com/psm-331aglobalbranding-160706130730/85/Best-Practices-in-Creating-Global-Brand-for-New-Products-and-Ensuring-Alignment-across-Geographies-and-Affiliates-9-320.jpg)
Best Practices in Creating Global Brand for New Products and Ensuring Alignment across Geographies and Affiliates
- 1. Page | 1 Best Practices in Global Branding for New Products: Creating an Effective Global Brand for New Products and Ensuring Alignment across Geographies and Affiliates
- 2. Page | 2 Table Of Contents Executive Summary pgs. 4-12 Research Overview pg. 4 Participating Companies pg. 5 High-Level Recommendations pg. 6 Key Findings pgs. 7-12 Study Participant Demographics pgs. 13-16 Global Branding Program Elements pgs. 17-22 Timing of Global Branding Activities pgs. 23-29 Global Positioning and Messaging Development pgs. 30-41 Global Branding Alignment with Affiliates pgs. 42-50 Tradename Process pgs. 51-57 Executive Interview Narratives pgs. 58-74 About Best Practices, LLC pgs. 75-76
- 3. Page | 3 Research Overview: Objectives & Methodology The growth of the biopharmaceutical global marketplace has increased the importance of the global branding process for new products. This study examines issues around branding activity timing, agency utilization & cost, and alignment with affiliates. Topics Covered Research Methodology Research Overview Global Branding Program Elements Global Branding Activities Timing and Involvement Global Positioning and Message Development Global and Regional Branding Plan Alignment Tradename Process Best Practices, LLC engaged 18 leaders from 17 biopharmaceutical companies and one pharma marketing firm through a benchmarking survey. Conducted in-depth interviews with 4 branding leaders to gather insights. Created two data segments: Effective Company Segment (N=9 – companies self-rated as “Effective”) and Large Company Segment (N=9 – companies >$3B in revenues. Faced with a diversity of markets around the world, global teams are under pressure to create brand elements for new products that work across geographies and affiliates. This benchmarking study is designed to produce industry metrics on key aspects of the global branding process, including activities, timing, positioning, key message development, regional alignment and the tradename process.
- 4. Page | 4 Universe Of Learning: 18 Companies Participated in Study This study engaged 18 leaders with direct experience working in Global Branding with participants representing 17 leading biopharmaceutical companies and one pharma marketing company. Almost 70% of participants are at the level of director or above. Benchmark Class:
- 5. Page | 5 High-Level Key FindingsHigh-Level Key Recommendations Global Branding Process Should Mirror Company’s DNA • Therapeutic areas, global presence, regional/country revenue drivers, corporate culture and long-term strategic plan; these are the core building blocks of a company, and by extension its global branding process should reflect these traits. • Study participants’ global branding programs use both formal & informal approaches; branding veterans spoke of a process that excels at alignment and execution – one that offers a firm structure and yet has flexibility for affiliates. Align Branding Process with Affiliates Needs, Especially US • Engage affiliates early by conducting formal review cycles and involving them in brand element testing; make sure affiliate representative will be actively involved in local launch. Use internal promotional review process to ensure alignment. • To ensure alignment across largest market - specifically US market – let US team take lead on market research and some critical branding elements. Begin Work on Positioning Before Phase III Final Data • Positioning can be started as early as Phase II - use iterations to build and improve positioning concept as Phase III data sharpens positioning picture. • Early positioning work also helps create early alignment between global and local on key branding elements and build foundation for global/local launch. Start Branding Process Early to Ensure Smooth Launch • Most global branding activities are started in Phase III before final data. • Key is to start soon enough that global and affiliates can create an alignment that works for both on critical elements like positioning and messaging. • Early start also may ensure a smooth global launch characterized by alignment and execution.
- 6. Page | 6 Global, 67% Single Country, 17% Region, 17% 2) Which geographic area will your survey response represent? (Choose one) N=18 Participant’s Geographic Perspective: Two-thirds of participants represented a global perspective while country or regional perspectives represented the remaining 34 % of respondents. Majority of Participants Presenting Global Perspective in Responses % respondents *Single Country: US (3) * † †Region: Latin America, Germany/Austria, Eastern Europe
- 7. Page | 7 9) Please indicate when in the development/launch cycle you typically start each of these global branding activities. Timing of Global Branding Activities: Start Activities- All Participants Across participants, almost all branding activities start during Phase III – either before final data or before NDA filing. Competitive intelligence is the only activity often started earlier. Companies start handover to affiliates in batches, starting at NDA filing. Most Global Branding Activities Start Phase III Before Final Data; Positioning and Message Development are Key Exceptions Activities Pre-Clinical Phase I Phase II Phase III Before Final Data Phase III Data to NDA Filing Filing to Registration Registration/ Approval to Launch N/A Tradename Identification 0% 0% 22% 56% 11% 0% 0% 11% Competitive Intelligence/ War Gaming 6% 0% 29% 24% 24% 6% 0% 12% Customer Segmentation 0% 0% 17% 56% 0% 22% 0% 6% Positioning 0% 6% 11% 27% 38% 6% 6% 6% Key Message Development 0% 0% 6% 22% 39% 22% 6% 6% Brand Personality 0% 0% 0% 44% 38% 6% 6% 6% Brand Identity/Logo Development (visual styling) 0% 0% 0% 59% 24% 6% 0% 12% Vocabulary/Terminology/Lexicon Development 0% 0% 12% 29% 24% 12% 0% 24% Handover to Local Affiliates (n-13) 0% 0% 0% 8% 31% 31% 31% - N=17-18
- 8. Page | 8 11) Please indicate who is leading/driving each of the listed activities. N=17-18 Leading/Driving Global Branding Activities for a New Product: A majority of companies in this study rely on global marketing to drive 7 of 8 global branding activities. The only exception is Customer Segmentation activities where market research plays an important role. Global Marketing Leads Branding Activities For New Products 6% 6% 6% 6% 67% 53% 44% 67% 61% 71% 71% 53% 12% 22% 6% 6% 22% 18% 11% 28% 28% 18% 18% 18% 6% 17% 6% 6% 6% 12% 6% 6% 6% 6% 12% Global Tradename Identification Competitive Intelligence/War Gaming Customer Segmentation Global Positioning Global Key Message Development Global Brand Personality Global Brand Identity/Logo Development (visual styling) Global Vocabulary/ Terminology/Lexicon Development Global in-line Marketing Leading Global Marketing Leading Global Market Research Leading Global New Products Marketing Leading Local/Regional Marketing Leading Other Function is Leading N/A
- 9. Page | 9 Brand elements handed over individually, 18% Brand elements are handed over as a package, 47% Other, 35% 20) Are your new product brand elements (global positioning, messages, brand personality, etc.) handed over to local affiliate(s) individually or are they wrapped up into a package and all sent over at once? N=17 Delivery Format of Global Brand Elements to Affiliates: While almost half of participating companies deliver branding elements as a package to local affiliates, it is very common for key elements such as positioning and messages to be shared earlier. Global Brand Elements Often Delivered as Package to Affiliates *Others: • It has not been done in last 5 years. Current plan for new pending launch is to hand over as a package • Work together vs hand off • No affiliates • Not Applicable(2) • Both of the above...important elements shared when they are ready, but also as a package * “Some of the stuff that’s part of the overall brand strategy…like positioning [and messaging], once we nail that down we would deliver out to the regions and the countries. Things that are more part of the package but aren’t of such supreme importance we would probably just wait until the full package is ready.” --Senior Director, Marketing
- 10. Page | 10 Ensuring Brand Team Adherence to Global Branding Plan 01 02 03 04 05 06 07 08 2 They are part of the process. Early buy in is critical. 3 Keep them involved throughout the process. Reinforce guidelines throughout the process 4 Early alignment, prior approval required before changes made 5 Allocated global brand team representative monitor local key activities and are team members for local launch preparedness 6 Commercial sub-committees reviewing materials, annual brand planning cycle, dotted line reporting relationships 7 Field visits 8 Strict and regular control and regular meetings 1 We have promotional review process that is centralized. All materials go through this process to confirm alignment 26) How do you ensure brand teams follow the global branding process? Early and continuous involvement, allocating global representatives for local activities, establishing sub- committees and using a centralized review processes are some of the tactics that companies use to make certain brand teams’ adherence throughout the global branding process. Early Buy-in, Regular Involvement & Designated Leaders Ensure Adherence
- 11. Page | 11 “I think if you’re dealing in the specialty space I think the best approach in developing a global brand plan is – I mean in a majority of examples that I know of, let the US take the lead.” -- Senior Associate Director of Analytics Narrative: Let the U.S. Lead in Global Branding Process Q: It sounds like your global works really well with affiliates and yet you mentioned some of these issues of running up against the deadlines and the US being so different. “This is a European- based company, but they like to have a level of control. In the US market where the timelines are very compressed - and really if this represents like a critical first step in a successful global launch - I think it’s important to let the local markets that are large take the lead on a lot of the sort of global branding initiatives. So, it’s definitely kind of relinquishing some control from a corporate headquarter standpoint, but I think it’s very important if you want to have a very successful launch in the US and then potentially rest of the world.” -- Senior Associate Director of Analytics
- 12. Page | 12 Best Practices®, LLC is an internationally recognized thought leader in the field of best practice benchmarking®. We are a research, consulting, benchmark database, publishing and advisory firm that conducts work based on the simple yet profound principle that organizations can chart a course to superior economic performance by leveraging the best business practices, operating tactics and winning strategies of world-class companies. 6350 Quadrangle Drive, Suite 200 Chapel Hill, NC 27517 (Phone): 919-403-0251 www.best-in-class.com Learn More About Our Company: