Adapting to a New Environment: Emerging Segmentation Practice in the Pharmaceutical Industry

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Adapting to a New Environment Emerging
Segmentation Practice in the Pharmaceutical
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Adapting to a New Environment Emerging
Segmentation Practice in the Pharmaceutical
Industry

• 'If you're not talking segmentation,
  then you're not talking marketing.'While
  German-born, American economist Theodore Levitt
  made the remark in 1960, his words carry weight
  even today-if not moreso.Where market
  segmentation in the pharmaceutical industry once
  meant responding to the distinct needs of an
  accessible, homogenous group of patients dealing
  with the same disease or condition, today it
  means much more.ExpertViews research finds
  segmentation now encompasses not only patients,
  payers and prescribers, but commercial and
  technological conditions, too. The result? A
  richly complex and highly sophisticated evolution
  of principles into a highly adaptable
  practice.Report OverviewIn Adapting to a New
  Environment Emerging Segmentation Practice in
  the Pharmaceutical Industry, FirstWord Dossier
  washes away muddy thinking about what market
  segmentation is by offering a clear and succinct
  definition. It delves into how it has become a
  complex and highly evolved practice that
  dismisses a single 'best practice' approach and
  allows for company-by-company 'best practice for
  us'. The report, based on five case studies and
  insight from a leading consultancy, identifies
  the drivers behind this development, as well as
  the tangible and intangible lessons to be
  learned. In addition, the report examines the
  barriers to implementation, how to overcome them
  and looks into the future of sustainable
  competitive practice.
• Key Report FeaturesFive case studies
  representing different geographies and therapy
  areasFirst hand insight into the experiences of
  a leading consultancyFull explanation of market
  segmentation and its link to sustainable
  competitive advantageDiscussion of how
  segmentation practice is context-specific, with
  insight into how that can be applied strategically

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• Key BenefitsOverview of the changes to
  market segmentation in pharmaceutical
  companiesInsight into the move away from 'best
  practice' to 'best practice for us'Step-by-step
  recommendations on developing and adapting a
  practical segmentation approachKey Questions
  AskedWhat are the drivers for market
  segmentation practices?What are the current
  practices and possible future developments?Are
  there barriers to implementing market
  segmentation and what are theyWhat lessons have
  been learned from old models and current
  adaptations?Who Would Benefit From This
  Report?Key account and territory
  managersMarketing, brand and sales
  managersBusiness development executivesTerrito
  ry managersMarketing research and business
  intelligence managersProduct category marketing
  managers

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• Key quotes'There is segmentation by
  the sales force, but long before that there is a
  strategic or marketing segmentation that the
  strategy is built upon.' - Ashwin Dandekar,
  Senior Vice President and Practice Area Leader,
  Campbell Alliance'In some markets and with some
  products, the market is one single segment. By
  contrast, in well-developed markets such as
  anti-hypertensives or anticoagulants, the market
  is very granular and any strategy that did not
  understand and work with that heterogeneity would
  be naive.' - Ian Talmage, Senior Vice President,
  Global Marketing, General Medicine, Bayer'It's
  important that you adapt segmentation
  implementation to local market conditions, whilst
  at the same time encouraging emerging markets to
  move quickly beyond the traditional, operational
  segmentation being done by their competitors.' -
  Bhupendra Patel, Executive Director, Global
  Marketing Excellence, Johnson JohnsonExpert
  Views
• Ian Talmage, Senior Vice President,
  Global Marketing, General Medicine,
  BayerBhupendra Patel, Executive Director,
  Global Marketing Excellence, Johnson
  JohnsonUday Bose, European Head of Oncology and
  Gary Hendler, CEO Eisai Europe Ltd,
  EisaiStephen Lewington, Senior Director Global
  Marketing Medical Affairs, AlmirallPhilippe
  Ghem, Vice President, Head of Global Brand
  Lifecycle Management, GrünenthalAshwin
  Dandekar, Senior Vice President and Practice Area
  Leader, Campbell Alliance

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• Executive Summary  Methodology and
  the case study companies  Introduction The
  concept of segmentation What is 'Market
  Segmentation'?  When is market segmentation
  important? How is market segmentation linked to
  marketing effectiveness?  Research findings The
  evolution of strategic segmentation  The
  variation in segmentation practice The relevance
  of market context to strategic segmentation
  practice The emergence of multi-dimensional
  strategic segmentation The implementation of
  strategic segmentation Barriers to strategic
  segmentation  Discussion and recommendations
  for practice

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