Subsidiary of aTop 5 OTC Pharma company, > 50 Mio. € Sales, Western Europe.
Situation
The economic crisis in the country requires faster innovations. The need for additional sales drives the willingness to take slightly higher risks and fosters the idea of entering into new product categories. Out of the crisis, the opportunity to building a new brand arose.
Action
a) Definition of the objectives:
Realize the fastest possible launch of a new product with the support of the global R&D capacity and global marketing. Generate Synergies for the holding company through selecting appropriate formulae for a global roll-out.
b) Strategy
In a first step, using existing hardware from an external provider as an interim solution up until the unique, newly developed formulae is available. Development of brand name and brand strategy despite the risk of falling short in product stability. Ensure compatibility of product with new health food claim rules in the EU.
Results
• Launch of the new brand after just 9 months.
• Launch of the new and unique formulae after only another 6 months.
• „Registration“ of the product as a food supplement with strong, relevant claims as defined in the new EU health claims regulation.
• After 6 months on the market a good #3 brand, after 18 months a #2 brand in the category.
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Top 5 OTC Pharma company, global player with global and local marketing structures.
Situation
The well known „not-invented-here-syndrome“ also known as „my-country-is-different-problem“ is a key obstacle for the mutual development of a new global brand strategy. Despite clearly defined roles and responsibilities, with global marketing in charge of strategy and local marketing in charge of implementation, important countries opposed the new brand strategy development project.
Action
a) Definition of the objectives:
Roll-out of a new global brand strategy as fast as possible – max. 18 months. Reach top 20 countries with only minimal deviation from global brand strategy, except for legal or regulatory reasons.
b) Strategy
Building the „Lead market principle“ = Selecting an integration key markets already in a very early phase of the project based on their willingness and the resources (people and budget) for building the strategy and subsequent communication.
Results
• Development and implementation of the global brand strategy in 20+ countries within just 18 months.
• stimated cost savings through the lead market approach, including joint market research, and production: > 2 Mio. €.
• Results in the markets: Accelerated estimated growth rates by an additional 3-4%age points.
• Not taken into account: Additional sales due to earlier availability of new communication compared to a regular roll-out approach.
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Top 5 OTC Pharma company, Global Player with global and local marketing structures.
Situation
Despite clear definitions of roles and responsibilities across the organization, several growth projects were delayed, objectives not reached. Analysis showed that new brand managers in local and global organizations were not aware and not trained in the defined marketing excellence approach. There was a lack of understanding of the role and the tools – even with some general managers of subsidiaries.
Action
a) Definition of the objectives:
Development and implementation of a training program for the global and local marketing organizations. Optimization of the processes and tools to reflect recent developments and ensure the same high level of quality in application everywhere in the organization. Identification of marketing talents.
b) Strategy
Only the latest, simplified and optimized processes were incorporated into an intense training and assessment program, consisting of a team- as well as a individuals assessment. A transparent rating system was needed, closely linked to the existing talent management program of the company.
Results
• Identification of new marketing talents based on transparent criteria.
• Revised Roles and Responsibilities anchored in the DNA of the marketing organization
• Simplified, efficient communication established between local and global marketing organizations, now using a common language.
• Qualitative assessment: Perceived faster implementation of projects.
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Top 10 OTC Pharma company, Global Player, represented in 4 out of the top 5 product categories.
Situation
Traditional brand with high brand awareness but relatively low sales – #3 on the market. While a loyal but declining number of users still buys the brand, new users are not attracted to secure future growth. Outdated packaging, declining ratings in various image dimensions such as efficacy (in users of the category) and safety (in sufferers-non-users) erode the brand further. New competitors entering the market with heavy TV investments.
Action
a) Definition of objectives:
Grow Sales and become #2 on the market. Grow profits faster than sales.
b) Strategy
Increase accessibility of the brand to benefit from the high brand awareness. Focus on sufferers-non-users. Differentiate to competition through a clear positioning towards safety and tolerability of the product (which was identified as a key hurdle for sufferers-non-users. Good efficacy was only communicated as a secondary benefit as there was no doubt in neither users nor non-users of the category. Unique communication, avoiding the usual stereotypes in the category.
Results
• Brand grew from #3 to #2 in marketshare (value)
• Sales grew in 2 consecutive years double digit
• Increase in brand profitability by approx. 5 %age points.
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A Top 5 OTC Pharma Company, Global Player with a strong presence in Germany and Market Leader in the product category.
Situation
The flagship brand of the company was established through ATL communication using TV and other mass media to reach its outstanding awareness. Further analysis nevertheless showed that the brand image, especially in dimensions such as sympathy, social responsibility and brand trust was ranked behind competition.
Action
a) Definition of objectives:
Development of a credible CSR communication plan, which…
1. did not connect the social engagement of the company to a purchase of one of its products.
2. includes pharmacies as a key element of the campaign, without unnecessary burden to the pharmacy staff.
3. gains new target groups for the brand
4. has a positive influence on brand image.
ultimately leading to higher sales.
b) Strategy
Development of a longterm CSR Communication platform for the brand by defining a credible, health related topic, reinforcing the brands efficacy properties. Early on, integration of key stakeholders in the company. Building partnerships with established organisations on the social healthcare sector.
Results
• Optimisation of the brand image in the intended dimensions of sympathy, social engagement and trust.
• Expansion of brand use through communication towards new social groups, which were not reached with traditional media before.
• Effective support to local social projects – more than 500 social institutions with over 100.000 members reached o far.
• Positive image transfer from brand to company in various dimensions.
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