Marketing Opportunity « Return On Focus | | Return On Focus

What We Think


Solving for Rubik’s Cube of Portfolio Marketing

Rubick's cubeSince our founding in 2006, Return on Focus’ Evidence-Based Marketing approach has appealed to specialty care and biotechnology companies looking to mirror the evidence-based medicine philosophy already established on the clinical side of the house. This has alignment in thinking has enabled us to garner a wealth of experience in Oncology and Immunology over the years.

Within these two areas, a common marketing challenge is how to effectively optimize the ‘pipeline in a product.’ A molecule that has the benefits of demonstrating activity across a broad spectrum of indications also poses the challenge of serving a diverse set of stakeholders with a product profile that doesn’t perform identically across all indications. Avastin in Oncology and Remicade in Immunology are the typical illustrations.

The marketing goal for these ‘pipeline in a product’ brands is to successfully plan for and optimize the portfolio through astute marketing. To assist Clients in visualizing the challenge and the opportunity, we use a Rubik’s cube metaphor. The three dimensions of the cube most commonly represent the following: Read On

Less Buying Process, More Choice Drivers

Buying ProcessIt’s a standard activity for most pharmaceutical and biotechnology companies to develop a ‘buying process’ when entering a new disease category. Over the years, the level of complexity in these models has reached the point of absurdity.

The buying process no longer fits on a slide, but must be broken up across multiple slides to present. If you need a hard copy of the process, you better call FedEx Office, because no standard printer will be able to pull off the formatting with any legibility.

With this increased complexity, I personally believe we’ve lost a significant amount of utility. To a large extent complexity and utility of the crafted buying process is inversely proportional. What is lost in the complexity of the buying processes common today is the focus on the ‘what’ at the expense of the ‘whys.’ The intellectual efforts to track every loop and nuance in the process obfuscate the real need for the marketer, which is to identify what drives choice (i.e., choice drivers) at each critical juncture within the process. Read On

Inertia is the Competition, Not Another Drug

When you’re thinking about the competitive set for your brand, you should ask yourself two very important questions:

  • What are the products that your brand directly and indirectly competes with for market- and mindshare?
  • What other factors influence physician decision making as it directly relates to your brand?

Let me tell you a little bit more about this second one. A key pattern that we are seeing here at ROF over the last 12 months across a number of our clients is that the major competitive threat in their category is NOT another drug, procedure, or device. It’s inertia.

Whether it’s physicians, patients, or managed care, the power of ingrained thinking is a significant challenge to most brand teams. It can be seen across a range of categories such as RA where anti-TNF cycling predominates and asthma where step therapy is dictated by the guidelines.

It is critical that you consider these alternative external influences when thinking about the competition for your brand. They can have a significant impact on your strategy, objectives, and even messaging.

Who is your brand really competing against?

Follow us on
Pinterest Twitter slideshare
Contact Us

Powered by WordPress