CASE STUDIES

Global positioning in a crowded oncology market

Ensuring differentiation and inspiring the internal teams

A ‘me too product’ was launching across four indications, five years after the main competitor.

There was a lack of buy-in amongst regional teams, and a multitude of changes were expected in the market through the five-year launch period.

Approach

We knew that to ensure the product stood out from the crowd, we needed to base our strategy on robust insight. Here’s how we tackled this challenge:

  • We started by conducting thorough primary research, including qualitative interviews across regions with HCPs to discuss market drivers and expected changes
  • We provided market development scenarios allowing positioning to be framed at the market level, not just within a class
  • Iterative concept development was crucial, so we enabled the strategy and insight teams to work collaboratively, ensuring agility throughout the development and testing period
  • We conducted a market shaping workshop, inspiring regional involvement and buy-in and increasing investment
  • We also up-skilled the medical team to improve understanding of the nature and benefits of commercial positioning
  • We increased ownership of positioning approach locally, taking into consideration regional differences.

Impact

The strategy was a success, with the global positioning direction well-defined and well-received across the regions. As a result of the positioning approach, one registration trial was re-designed and a wider clinical development and data-collection plan was defined and developed to support the positioning strategy.

I have really enjoyed working with you all and I am really happy with outcome.

GLOBAL MARKET LEADER GU ONCOLOGY