ANTHOLOGY
SENSE & SENSE OF EFFICACY A B R A N D M A N A G E R ’ S S T O RY
WRITTEN BY G. BUCKLAND
CHAPTER ONE
Emma Woodruff, handsome, clever, of a sound strategic mind, and with a first-to-market drug launch under her stewardship, seemed to unite some of the best blessings of brand management; and had worked nearly seven years in the industry with very little to distress or vex her. Yet change was afoot. A new brand for her to shepherd in far less favourable circumstances – indeed many had proffered that a third-to-market product in a competitive therapy area would prove challenging in the extreme. The danger, however, was at present so unperceived, that it did not by any means rank as misfortune with her. For now she was content to share in the celebrations of her former brand’s new caretaker, and toast past successes with her colleague and close friend Mr Knightley. He was one of the few people who could see faults in Emma, and the only one who ever told her of them. “It is a matter of joy to me,” said Emma, “and a very considerable one, that I made the launch myself. And to have it take place, and be proved in the right;
to achieve such success may comfort me for many a year to come.” “I do not understand what you mean by success,” said Mr Knightley. “Success supposes endeavour. Your time has been properly and delicately spent if you have been endeavouring for the last few years to maximise the brand. But if you have only brought it to your audience’s attention and then simply borne witness to those who embrace it and those who do not, then why do you talk of success? What are your measurable outcomes? What are the key metrics? You filled a gap in the market; and that is all that can be said.” She found the candour in his council most refreshing, though it did spur an impassioned response. “And have you never known the pleasure and triumph of meeting a demand in the market? I pity you. I thought you cleverer, for there is always some talent in it. If I had not promoted the brand so elegantly, and given many little encouragements, and smoothed many little matters, it might not have been embraced by so many. I think you must know senior consultants enough to comprehend that.” Mr Knightley acknowledged the spirited defence from his young protégée with a smile and departed upon furnishing one further piece of hard-earned wisdom. “Dear Emma, never mistake filling a gap in the market for meeting a demand. The demands and needs of a modern healthcare professional change almost every day. They are by turns simpler and more complex than you perhaps give credit. You would do well to consider this upon your next endeavour.”
CHAPTER TWO
Quick and decided in her ways, Emma lost no time in utilising her generous budget across multitudinous undertakings. There was a right and proper way for things to be done and brands to be launched, and guided by the delightful Mr Churchill at Emma’s preferred agency she invested considerable time and money into creative concepts, market research and electronic detail aids. And yet this traditionally expedient approach to marketing was proving most unsatisfactory for what was revealing itself to be a far from straightforward communication strategy. Mere months before the launch of the new drug, Emma found herself humbled and chastened as she stood before her colleagues during a prelaunch sales force meeting with little more than an expensive advertisement and an unwieldy electronic detail aid that was incompatible with many regions’ technological capabilities. The queries regarding the campaign’s relevance and perceived ineffectiveness cut her deeply, and though she allayed concerns with her consummate professionalism and persuasive words, she could do little to convince herself.
What had she done? Matters came to a head when Emma was challenged to encapsulate the brand offering: a perfectly reasonable request requiring but one very clever response – or two moderately clever ones. Alas the PowerPoint slide upon which she placed her emphasis contained three very dull things indeed. If she could not engage and excite her sales force, how could she possibly expect prospective customers to feel any differently? Mr Knightley’s presence was both comforting and eminently disagreeable, as while Emma knew she could count upon his gallant support, she also understood that he would not be restrained when offering his appraisal. “The iPad is most difficult to navigate,” he opined. “Half of the countries don’t equip their sales representatives with such devices anyway. Were you aware of this matter?” “I felt it prudent to do something digital.” “The campaign imagery makes little to no sense.” “It was most agreeable to those whose opinions we canvassed.” “They liked the picture, Emma. They saw no meaning; found no credence in its message.” “It rated most highly.” “What happened to the glorious notion that sparked the debate in the KOL meeting? My recollection is of a narrative that stimulated great passion among our guests.” “The arbiters of legal and medical thought it somewhat risky. Besides, the photography is exquisite, do you not think?” Mr Knightley’s disapproval was palpable. “Oh my word, Emma. Better to be without a budget than misapply it as you do.” But though Emma was suitably cowed by Mr Knightley’s assessment, she had not risen through the ranks of brand management through sheer luck and
fortitude of personality; she learned from her mistakes, and was quick to rectify them. The admittedly unwelcome scenario she now faced would prove no different. “I will not argue with you, Mr Knightley, for I fear that your assessment is far from inaccurate. However, we are still 12 weeks from launch and I am not yet done.” “Your budget must be, though.” “Indeed, it is rather anaemic. But my aptitude has been enriched by my recent experiences, and I do not consider it a fanciful notion that the circumstances in which I find myself can be rendered favourable.” “Now that’s the Emma I know. Pray tell, how do you foresee improving your brand’s fortunes?” “It shames me to admit that I have kept company with some most disreputable agencies and they have done me a great disservice. So distracted have I been by lavish photo shoots and whispers of regulatory obstruction that I have neglected the very doctors we wish to engage. I will rectify this. Speaking to one’s audience is inexpensive yet invaluable, and we need to learn how our brand can meet their needs.” “Quite.” “There are partners with whom I can work that know this more than most. As for my dwindling budget, often it’s the smallest or simplest offering that best engages.” “And that?” Mr Knightley enquired, motioning toward the lavish artwork that decorated the conference room. “It will make a fine cover for some sales material. But I fancy it’s what’s on the inside that will determine the fate of this brand.” “Good show, Emma,” commended Mr Knightly. “Good show indeed.”