Marketing brands

In the world today there is there is a clear trend in almost every market sector for companies and organizations to focus their activities on enhancing core-competencies and build national or global market brands to advance their respective market leadership positions. As a result, many noncore activities are often subcontracted to a service company rather than being undertaken by the organization s own employees. 

Pharmaceutical firms over fhe lasf decade have increasingly adopted fhe practice of cross-fxmctional coordination so as to leverage various fypes of knowledge wifhin the organization, and marketers often sit at a conceptual hub of company functions when if comes to early assessmenf of NCE markef potential. To develop an effective brand plan, fhe marketer/brand manager is often the "gravitational force" behind such cross-functional interactions, as depicted in Figure 35.2. 

Clinical/medical experts help place the NCE within a competitive market framework, often by working with the marketer/brand manager to develop strengths, weaknesses, opportunities, and threats (SWOT) analyses. 

As experts in pharmaceutical marketplace analytics and projection methodologies, forecasters can assess the commercial potential of the development compound and work closely with the marketer/brand manager to develop a prescription and revenue projection for the NCE. Forecasters are often technically oriented and their role is to provide a numerical forecast for the compound, not focus on the strategic implications of their analysis. However, their interaction with the other members of the brand plan team often clarifies the assumptions associated with the disease marketplace and the place of the NCE within it. 

The practice of brand plan development and its NCE forecast component is designed to leverage knowledge from a cross-functional team, and in a certain sense it does. But because the traditional forecasting process is fundamentally disconnected from the operational realities of the disease marketplace, the marketer/brand manager lacks a tool to quantitatively analyze the effects of the product strategies developed. In other words. 

Common names used in marketing (brand names)... 

It is reasonable to question whether the distribution of the estimates of a drug concentration in a blood specimen might be approximated by the normal distribution. Table 1 presents the results of repeated analyses of a specimen of interference-free plasma spiked to contain a known amount of drug. These data are taken from a comparative bioavailability study in which single doses of an unmarketed generic product and the marketed brand product of a drug were administered on separate occasions to healthy males. The values presented are the first of duplicate determinations of a quality control (QC) specimen that was included with each batch of subject specimens. This was done to verify that the in-process accuracy and precision of the assay method were consistent with the values observed during the assay validation. 

At what level of strategic focus will they create value risk, process, product, market, brand, business context ... 

While the third type of classification is in line with a global trend in the food industry (and well beyond the food industry), it still falls short of a real consumer-centric approach. In order to spot real business opportunities, food companies are today in a process to better understand the (unsatisfied) needs and motivations of their actual and potential costumers, to whom they want to offer profitable solutions. For which needs a company decides to offer solutions depends on what the company considers as its core - markets, brands, categories, (proprietary) technologies, know-how - as well as on metrics related to short and long-term expectations on return on invested capital (ROIC), so as to focus the efforts entirely on it. 

In 1996, in one of the biggest hospital pharmacies of a Swiss University Hospital, an internal cost assessment of hospital production revealed that there was no financial loss, but rather an income of around 165,000 CHF had been achieved with internally prepared stock products, if every product including small scale serial stock production and extemporaneous production had been included in the calculation. As a result of own figures, around 15 % only of the assortment of pharmacy products could be compared to marketed brands and 85 % not. Outsourcing of the latter would have cost 2.9 times the amount of the cost billed to internal users. These considerations and the mandate to provide medicines have helped to prevent the closure of hospital pharmacy production [84]. 

MJN is almost 100 years old and sells nutritional products to infant, consumer, and medical markets. Brands include Enfamil, Pablum, Boost, and Sustacal. The company is the market leader in global infant formula market share, and has annual sales of about 2 billion. In 1967, the Bristol-Myers Squibb (BMS) Co. acquired the company. 

It is quite common for ADAS, which essentially function in the same way, to be known by different names. Some vehicle manufacturers, for whatever reasons (marketing, brand product ideals, legal reasons), prefer to categorise their ADAS as comfort systems, whereas others refer to their systems as active safety systems. For the sake of argument, these systems are referred to in this chapter as advanced driver assistance systems or ADAS. 

Marketing Brand image in high lighting and diffemtiating the product... 

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