Marketing to Professionals: Savvy Strategists

Ahead-of-the-curve brand teams are bringing in medical experts with marketing knowledge.
Sep 01, 2006

Eleanor O'Rangers
Today's brand teams play for extremely high stakes when fighting off competitor challenges. From attacks on clinical-trial interpretation (witness Vioxx), unexpected toxicity (Tysabri), and explosive social issues (Gardasil) to oceans of emerging data (new cholesterol medications such as Zetia and Pfizer's investigational drug torcetrapib), brand teams need to interact with medical and scientific professionals more than ever. Brand managers need scientists to interpret, counsel, and inform them on these issues, but also for a host of other activities, like fielding physician inquiries, reviewing promotional copy, and hobnobbing with KOLs. Yet most pharma companies still "borrow" time from other parts of the organization—typically from their discovery-oriented scientists—to handle these tasks. Only now are some companies beginning to place dedicated marketing-oriented medical experts on brand teams.

Guns for Hire

There aren't enough of these medical experts to go around. Historically, strong medical candidates wouldn't have considered marketing a viable career path. In addition, scientists generally lack commercial experience and don't think strategically for the business. More and more, savvy marketing directors are starting to realize they need to find individuals who possess both skill sets. To fill the growing void, innovative pharma companies are beginning to contract medical/scientific strategists to serve on brand teams. These "guns for hire" bring the science and marketing savvy that clients need, often with in-depth category experience, but without the commitment and cost associated with hiring a full-time employee.

Companies need to consider early in product development whether they need to bring in an outside scientific/medical consultant. Most typically, for both small and large pharma, marketing budgets for Phase I and Phase II products are skeletal, given the high risk that the products will never reach the market. Dedicating full-time medical support to them just doesn't make financial sense. At the same time, lean teams still have a very long list of deliverables, including guiding global strategies, positioning, and clinical development. To achieve these goals, brand teams often struggle to learn about the disease area directly from clinical investigators or KOL-level senior advisors, who invariably bring a scientific (not marketing) orientation to the table. Or they read the unfamiliar literature and attend symposia aimed at practicing clinicians. Not surprisingly, they are not getting the full scientific understanding they need. Hiring freezes or head-count restrictions just make matters worse.

For teams like these, outsourcing offers a strong value proposition. Chosen well, the contract medical/scientific strategists bring with them a commercially focused interpretation of the scientific and commercial drivers of the category, first-name relationships with KOLs and thought leaders, an insider's perspective on the relevant clinical literature, cross-pollination of best practices from similar launches, and a fresh eye unbiased by internal politics. The strategist can be deployed just as an in-house expert would be: developing positioning alternatives, attending congresses, training the brand team, participating in clinical development planning—but without the fixed costs. Companies pay only for the services they need, when they need them. This is particularly useful when companies approach the critical go/no-go development decisions and want to ramp up capabilities while mitigating financial risk.

A Transitional Time

What Medical/Scientific Strategists Can Provide
On the discovery side, contract investigators have been a staple of clinical research for decades. However, the outsourcing idea is still new to commercial organizations. Standards are only now emerging for delegating the tasks involved in advising the brand team on medical/scientific issues and strategies.

Many companies expand brand teams 18 to 24 months before launch, when the product migrates from a pre-commercialization to a launch group. Often, the change in personnel dilutes the institutional learning of the group. In particular, the core science behind the compound tends to get lost. Also, the "not-invented-here" syndrome arises, as the incoming team tries to make its own mark.

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