Evaluation and new direction of marketing activities for a leading global pharmaceutical and OTC company
Our client is a successful business unit belonging to a worldwide leading pharmaceutical and OTC company with their headquarters in Switzerland.
The project: Service controlling - evaluation of the measure portfolio
Countless companies offer the individuals, like doctors or pharmacists, different services in order to create a competitive advantage in access to patients. For the analysis of ideal measures, the focus is often laid upon the analysis of the respective recipients. The marketing department wished to shape the qualitative and quantitative evaluation of the grown measure portfolio in a more comprehensive way.
Comprehensive evaluation and new direction of marketing activities in the trade channel in terms of a 360° analysis as the basis for the sharing of essential core measures and for the development of newer, excess value marketing measures.
Upon the conception of their analysis, 2hm & Associates laid special value on the following points:
- evaluation of the existing measures portfolio according to efficiency and effectiveness factors
- total evaluation of marketing activities through the office work, field work, pharmacies and retail/wholesale and the comparison of results
- generation of financial quick wins and the reduction of the measure portfolio to a controllable and communicable level
- introduction of efficiency and effectiveness indicators
In a 360° view, the perspectives of the office, field work and pharmacies were surveyed in expert interviews and short surveys. All measures were examined in regards to the efficiency, effectiveness and coherence of the perspectives from the partner. A matrix for evaluation of the measures for care costs, validity and strategic relevance were the base for a determination of a reduced measure portfolio. On the basis of these results, an online conjoint analysis was conducted with pharmacists who quantified the benefits of the newly structured measure portfolio. A measure plan and indicator system was offered building upon this.
The qualitative analysis showed the differences in the perception of the measure portfolios and allowed for a new evaluation and focusing of the measures. This lead to financial quick wins and to a thinning of the measure portfolio. The company now has a controllable service portfolio that was summarized in a clearly laid out service brochure and can thus be simply communicated to the customers by the field workers. These results and the plan indicators are the basis for measure planning and the structuring of the department tasks for trade marketing.