Positioning Pharmaceuticals 2 0

okay thank you for joining me I know
that it’s often advised not to starve an apology those of you who found this
stream have done extremely well basically why my to essentially not
connect today so we have done some last-minute moving about and streaming
the video and Vimeo decided to have a few different settings after itself so
today is going to be casual we’re not going to be formal presenting this this
is not educational this is intended to be essentially a one-way conversation I
had taken his comments with questions that some of you have had over time
about what positioning is and our positioning works and questions are very
along the way so before we begin I will those of you who may be tuning in light
this will be edited I’ll correct over my pauses and ours and behinds and try to
here and so we’ll be a little on demand if this works and we will get the chance
to do it all over again so um positioning thank you for being
almost as interested in the subject as I am we’re going to go through really and
explain why I’m talking to you about this and why let me try to communicate
some of the passion that I have for positioning I have been involved with
hundreds of different position projects over the years in 25 years of really
focusing and learning how to position pharmaceutical products will touch on
why interested in the difference between positioning pharmaceuticals and
positioning other products but I think it’s fair to say that I’ve been involved
with the team and some remarkable clients and some of the industry the
most successful positioning projects and that sends slightly hyperbolic that I
think will go on to show to you why for example a product like a vivo here which
in his first year was remarkably successful competitively against a
direct head-to-head competitor in a space that the world regarded as is full
of data and objectivity and rationality of Deever about the funky to dare to
remarkable extent in this first year and I will come on to talk about why I
believe that is pomegranate because the products essentially were
interchangeable so I won’t dwell too much on Who I am where of being except
to say that idea has been responsible for positioning more blockbusters than
any other agency in the last 20 years and if you look at our statistics this
year for example we’ve positioned two of the top five launches of 2018 we’ve
positioned four other top 10 launches of 2017 and five of the top ten which is
over two thousand six people so you know we’re talking from a position of
strength we think really hard about this which
are we I research case for these concerts continuously for both the
consumer environment and from the from the pharmaceutical environment to see
what we can be learning to continue to challenge the way that we think about it
so the first question is what is what is positioning and there is a of course a
classical definition which is that this is the space in the mind of the audience
that you want to occupy but I want you to think about what that means
so my minds are full of a bunch of stuff we tend to remember associations with
products that are essentially given to us either actively or passively so this
can be based on our own experiences using the product if we’ve overcome
but let’s think about what we mean by this space in mind so the question is
design what remember statement and I guarantee you that no one watching this
can recite a positioning statement for any of the products that you use every
day so the question becomes what what is positioning and if it’s a space in the
mind of the audience when they begin to think about you it also needs to be in
the heart so not just in the head when they think about it and this is where we
like to talk about the idea of the product so what is the idea of busting
for example what is the idea of cymbalta what’s the idea of Deva and that idea is
a much simpler form than the traditional positioning statement so when we talk
about positioning we talk about something that people believe about your
product and it is a belief it’s not necessarily based on their experience
it’s not necessarily based on how they witnessed it and seen it used them and
all the data that come with it it’s a belief so first of all it isn’t the same
as they’ve been shown overtime so that’s
that’s gone we have this kind of comment here a positioning is not about what you
can say today but but choosing what to be able to say in the future so let’s
unpack what we mean by that so positioning this classic sense is
traditionally thought about for a marketed product in pharmaceuticals you
get the chance of course to decide what product is launched to decide which end
points which patient populations which segments which approaches do you want to
take on which words you want to use next to it so some of this is an active
choice about describing where you’ve been or the date of the elective but
mostly it’s about the shop deciding the the journey and the destination that you
want your audience to go on with you so this choice about what people are able
to say in the future if you don’t encode it in the positioning you’re never gonna
study it so let’s think back an example like
cymbalta so a bolter couldn’t have been positioned as depression hurts unless
they had done the studies in phase 2 that allowed them to do the phase 3
studies in pain that allowed in the same depression hurts so there’s a window of
opportunity to begin to craft a differentiation for your product that
moves you towards what we would call a positioning and it’s also important to
think about the idea of stage appropriate positioning so at the point
that you were thinking about taking a product and turning left into pains that
have been to depression doesn’t matter what you say
one of the most important things that the team internally is aligned on the
opportunity that that positioning represents closer to launch of course
and people are a lot more worried about the words and the phrases and the kind
of visualization of that positioning so we talked about this stage appropriate
positioning because the positioning that you do at the beginning of phase two
isn’t the same as the positioning that you do the beginning of phase three and
then still here the same as you do when you’re on market and four are even
thinking of every position in which will come on to me and a lot of the while and
of course the reason that we worry so much about it is it is essentially
written down here which is this kind of point from you know someone important in
the US if I’m going to speak for ten minutes I need a week to prepare I’m
going to speak for 15 minutes three days it’s half an hour two days if it’s an
hour I’m ready now and I think we do or we all want we all recognize that truth
but it’s much easier sometimes to talk for an hour and ramble about it whether
can we have with a specific theme then if you have five seconds to communicate
the point of your drive the idea so you may if you have five seconds that’s why
positioning matters is because every word mother’s every
you want to convey by this and that it takes a long time to prepare and you
shouldn’t be approaching this in any kind of fashion that suggests that it
doesn’t matter so it really is incredibly important that we align
across the teams and positioning if you like in this kind of construct over here
I’m trying to focus on it pointless so we’d like to talk about the idea and a
pyramid if you like that attaches to an idea so everyone kind of worries about
that we’ve got enough in the statement that’s not the most important thing that
you can do with it with your positioning it’s all a pyramid and through the
pyramid it should be the exact same position so it doesn’t matter whether
you come up with a two or three word idea right at this pinnacle up here
doesn’t matter if you have two word approach there underneath that you
should be able to elaborate who it’s for what benefits it provides why they will
be violently vomiting on what’s the intrinsic value underneath that you
should have all nations so wherever you take your slice
through the positioner should all be the same but there’s no one way to show uh
positioning the point is what you’ve got all of these foundations can you see up
to the core idea and I will suggest that all of positionings fail at that point
because often they’ve got what’s down here but they forget to crystallize it
into a meaningful proposition further up so let’s think about the way that I
communicate our philosophy so we need to find the most powerful thing the
customers will believe about now think about all of those components of the
sentence the most powerful thing that our customers will believe so let’s
focus on the customer is uniquely in pharmaceuticals there’s a lot going on
think about a physician which is the classic approach potentially they’re
surrounded by a care team potentially they’re surrounded by pharmacists payers
regulators the the guideline reviewers and then there’s the patient damage and
the caregiver the pen external environment so our customer is an
interesting construct even before we begin to move down and unlike most other
consumer based approaches to positioning we have to be aware of a community of
people that are defying our customer then we need to think about the fact
that it’s what they believe not necessarily ball we can show them today
so without getting into too much of the regulate it won’t come constraints we
need to think about something important that they will believe about the drug
and of course we won’t be able to back all of it up if they turn on day one we
need to remember it especially at the beginning of phase 2 phase 3 on market
the least amount of evidence that will ever have is today will collect more
evidence in the future but we need to give that evidence at the direction but
people will believe things that they haven’t been shown if we’re able to link
some of their current or existing beliefs together so then we need to
think that what’s the most powerful thing that they will believe and we talk
about powerful because it easily memorable memorable that needs to be
able to be retained and also drive interest motivation all of the other
things that positioning has to do so potency in positioning is made
how much difference did it make to someone’s perception of the road with
anything to give them a reason to believe that traditionally a farmer
comes down to some evidence or some data and I’m going to suggest that’s the
wrong place it’s not looking for a reason to believe you may be able use
lipitor as a great example to leverage a class effect to your benefit so if you
can show that you’re better at one of the surrogates within that class you
might be able to convince everyone that you’re better at everything else and
that’s an unpacked lipitor example when you’re asked
cardiologists find that the statins were a significant play most of them said
that they use products based on the outcomes that they provide what lipitor
understood was that the early surrogate marker of effect force nothing was how
quickly in lowered LDL within 30 days so in owning that space LDL lowering in the
30 days which is all they ever did they were able to have customers believe that
that link so tightly and firmly to those endpoints that everyone said that they
were immersed so of course people are gonna say
they’re interested in outcomes because no one’s gonna tell me that the most
important thing to them as their as the only Garland was in 30 days but that was
what drove interest but actually this is a reason to believe that Liverpool was
the best stuff in the marketplace which was essentially the way that it was
positioned then let’s think about this next thing this mean we need to tell
them where and how they should use the drug it’s really important for us to
remember that you know our customers don’t need to know anything about that
drove the worst that they can do is as well as they did yesterday yesterday
they got their salary they think that continue to make patients happy we’re
going to go in with a life-changing drug we need to convince them that it’s that
but we need to be talking about which patients and how and so forth and really
give them some idea of the segment that’s been a benefit then you come to
an idea philosophy which is that you cannot get an insight from us being
physicians what they want and you certainly positioning that way so we
can’t research our way to an answer and if you’ve ever followed my articles
there’s a spin testing of article which is who do you ask when no one knows so
if you were watching the first in-class product and you then you want to
understand how to best position that question is who you ask
positioning so we’ll talk about their different insights and they need and
what to position so we can’t essentially go out and ask people have a position on
round row that’s our job and we need to get better at doing it but insights do
come from watching reactions to new ideas and they come from showing people
something that they didn’t know they could have and then eventually watching
their reactions and listening very closely to what they say they don’t know
what you’re open do they certainly don’t know what the drug would do if we put
into a different indication into different patient population or maybe
the different endpoint all of those things are yours not theirs to be
thinking about of course the other thing that happens when you ask people in
research about positioning is that they tell you what they’ve got plus ten
percent I like it like this but slightly better have said earlier that old adage
that Henry Ford said the world on a faster horses which was never true so he
didn’t say that but we all get that idea that if you ask people all they want and
they’re going to give you what they’ve got plus the ten percent it’s going to
go faster cheaper easier all those things so it’s important that if we’re
going to show someone a bold idea that they’ve never seen before
one of the worst things that could happen is we show someone something bold
and they say I don’t like that because we don’t always know
believe in technique years time so and then this final comment year there is no
such thing as ethnicity if we if I was able to give you one sheet from 20 years
or 25 years with a position it’s that whenever you hear the word
efficacy you should call me Hana say what do you mean and the reason to do
that is efficacy literally means that the toilet worked what it works at what
it does is for you to define so think about the rheumatoid arthritis space
there’s definitely meaning control of symptoms does it mean control of
inflammation does it mean control of the disease doesn’t mean control of the
pathology so people say they’ve got more efficacy and somebody else or which
which version of that efficacy do you want to be the one that you own so the
problem is everyone’s about ethnicity you’re very know that because it might
actually be more potent as an idea than their version of efficacy controlling
pathology versus controlling symptoms are pain for example so stop when you
hear the word efficacy can roll back and say what do we mean by efficacy what I
mean by tolerability whatever preference convenience all of those
other things so just remember this efficacy means 50 things doesn’t mean
one thing so there is no way to position on efficacy
that’s essentially what our job is on the way through so let’s think hard
about why we’re positioning at all so positioning is about differentiating
your product one thing that the kind of McKinsey version of the world does is to
take people towards not differentiating to saying nice things about the class
but not differentiating your product within it and let’s be mindful you can
differentiate really easily doesn’t mean that it’s better so we need to
differentiate on the thing that matters most to our physicians so it doesn’t
mean starting with the innate intrinsic differentiation of your drug but it does
mean that you have to think about how your product stops becoming a me-too
within its space meet you if you allow it people talk about class effect all
the time it’s a choice it’s not a fact rather than we’ve ever seen any class of
drugs that all behave the same you’d say any typical antipsychotics
they’re more different than each other than they are like each other so they
called atypicals but it doesn’t tell you anything about the under side products
same thing with our a drugs you know you think about the way that they’re
described often they described in this way that suggests there are me too we
take checkpoint inhibitors an example it’s a choice another fact if
you allow that idea to explain itself so what do we really need to look for on
where when we’re looking for opportunity so positioning doesn’t power rules
it’s got craft it’s got discipline it’s got process it’s got all kinds of method
but it doesn’t have rules the most important thing that you can do in
positioning is to learn all of the ways to do it and then look for one more way
and then the way that you begin to look for or how it might differentiate it you
got to do an awful lot of work you have to start to explore the way that it
works what is this mechanism of action or
bigger than this mechanism of effect as people talk about the molecular binding
all the time because as a facile mechanism I think it’s not the mechanism
of effect sometimes is a more permanent way to look at it or mechanism of
disease or it can be the way that the pathology works versus the
symptomatology can be what their dimensions have F basic R is your
product line you better at something that no one’s
in the clinic at the moment and you might need to begin to think about that
so you also need to think about sometimes positioning essentially
provides an explanation for why you see what you see with the RO so let’s go
back to the busting and explore some of the things that are up here so
positioning as an anti-angiogenic for Avastin was a huge breakthrough when you
think about the choices that were available at a time they could have
positioned on phenomenal breakthrough later in product announcement was it
breakthrough in an area that happened really needed it
the idea of a Jeff as a mechanism of action was interesting many other
putative mechanisms in oncology if they are those that we need to remember
people that necessarily believe everything that they’re told will needed
to convince the world that it worked in combination not just as a mono therapy
under the made the partner better world one of the ways to do that is to explain
how it works an explanation certainly wasn’t going to come from there Jeff
inhibition the answer came from a story we also came from a story about
angiogenesis about the creation of new blood vessels and inhibiting that I
guarantee you when that was taken out of the world most people weren’t excited by
that story because it seemed too simplistic 15 years later suddenly
in a market where a lot of products are on TNG genic Avastin owns that space but
essentially we think about why is so potent well it explains why it works and
explains why people continue to use it maybe beyond where it would naturally
fit so let’s think about what people want and what they need and the octavo
example is a perfect example as well you need to understand that your customer
the oncologist in this case will tell me that they want biomarkers of course they
will but when it breaks down there still lies to be empirical their behavior one
study that they would normally use their product in trial and error than wait for
two to three for a lot of tests to come back there tells and this is a right
patient especially in the presence of competition so all of these things are
our places to explore there’s no rules there’s no one place that we would
recommend you’ve got to do the work we’ve got to turn over every stone
really looking for our how it works but remember our task view right here is not
to find messages that people can remember we spend so much time looking
at other people’s research to say that’s a festive statement unless testers have
a long essay hoping this simple syrup and remember
any of it I’ll give you about that challenge from before who remembers a
position explain no one does our thought is you need to find an idea that they
can’t forget you think about Volvo and safety you think about Nike in the way
that it positions itself on this irreverence the idea of the
anti-angiogenic or depression hurts will the weekender for solace or know those
things that idea of the drug can’t be forgotten once you’ve heard it
internally externally on a ship drive all of the behavior that comes from that
so not messages ideas the people their own remember and then think about this
chronic constructor as well this kind of idea that there is intrinsic
differentiation within your authority with a little molecule but then you get
to the to the other stuff the kind of choices that you made along the way that
led you to your product and the product is not the same as the molecule and we
should resist the idea that we talk about the vast and there’s Bevis is a
mouth for example beaker the worse in both receive oxygen your brand is your
brand is a product that’s a choice that you made to differentiate and they may
be looking indication Benjamin formulation does place in therapy
there’s a hundred different variables that can define a product and it’s a
product of all the choices that you make a long way how do you guys those choices
what your framework that really guides uptake and then externalization of that
is really the brand partner positioning so it comes this way around
comes first naturally the product choices that you made come second the
externalization of that means third in the positioning absolutely fits into the
creation of your product and then into the brief and the framework that your
brand gets and it should be tight you don’t get to go to Apple and start to
play around with the positioning because it matters
you know people can to make their own lines open so many agencies come back
there are minds about what the positioning is it’s tight enough
descriptive enough that we can do something with it so let’s think about
the you know actually I don’t really even see this in trying to control the
image we love this image partly because it kind of illustrates this idea that
you know while everyone else is looking at this fake rabbit there’s one dog
that’s seen the real meat and as often pursuing it so I think it’s you know we
often get this question would begin positioning you know his first better
than best-in-class and it’s not last one really the question the question is
what’s the real opportunity if you take your class somewhere else could you
begin to see the real meat in another place and you look at some of the
examples that we’ve described you know great products sometimes begin their
positioning in phase 2 by exploration of end points that matter patients to
physicians but no one else began to look at creation of new scales if you’re
going to create a scale they’re going to use in Phase three then you need to have
done in Phase two in order for it invalidated
and begin to identity to track it in so we talk about this kind of runway of
opportunity to get into making a meaningful difference in positioning
where is the real opportunity for your product
think about the indication choices your lifecycle choices your sequence of
launches and begins moving on so want to address some of the questions that we
got when I mentioned that we were going to do this so how early is too early and
have a light is too late so probably you’ve seen from the conversation
already how early is too early it’s never too early to think about
positioning a product even if it’s a notional product even if you have a
target opportunity profile you still need a positioning whether in
your landscape and the customer landscape to drive that choice so you
can position when you’ve got no product the idea that you would wait until phase
three you’re essentially consigning yourself only developing messaging
because your ability to affect the trajectory for their product your
ability to affect the label all those other things are almost to you at that
point so how early is too early is never too early realistically no one’s been
able to do any of this work until really the end of phase
phase two our suggestion is that the beginning phase two is the ideal time to
be doing this let’s think about during phase two and then before phase three
starts that’s your last real time to our that the kind of impact that we believe
that you need to have so the question is how late is too late and there is no too
late for positioning this will come back to this and repositioning the question
is if you’ve got a good positioning should you ever change it I would
suggest that if you’re in phase three and you’re thinking about the
positioning you already have them what you have is a passive positioning you
have a positioning that’s driven by your Rd colleagues their choice of what they
wanted to study the choice of which patients they wanted to study the choice
is the value proposition that really fits next to that it’s already been
decided for you so how late is too late well I’d suggest that by the time you’ve
begun your study it’s already too late you know we’ve got some kind of we’ve
got some kind of you know averages that we talked about this so the best time to
build the idea of your product was at the beginning where things to the next
best time is now so it’s never too late and then actually a thought was worth
having a an investigation into whether you
place so big question that we have is who is involved is it a marketing
function is that a clinical function is it a regulatory function or as a
function of market research I think your core team is done already
I’ll believe isn’t this is a whole team this is a global product team effort to
understand this and those those people will be most successful and
pharmaceuticals have understood that you’re launching something that people
want so it makes sense to understand what people want and what their unmet
need is and the idea that you would unpack this and just knowledge what’s
easy launch what’s accessible because that’s got a lower probability of a
higher probability of success we need to think more about what wide we’re
launching are in the first place if we’re just going to launching me to know
more just undifferentiated product we need to think harder about why why we’re
doing that so at the minimum you need your already colleagues most importantly
the commercial team should understand what positioning is and what it’s for
but also you need your regulators on board with market research and
competitive intelligence and defending all of that so who’s involved everyone
of course you can have a core team but really we should be moving in out so
then the related question is what comes first is it insight or is it ideas think
about it this way if you took your molecule or let’s say and sometimes we
tried now if you took this specification sheet
for a new iPhone the iPhone 11 and you showed it to me or you show that there’s
the folks in the office do you think that they would have any understanding
of what I thought what that phone would do for them in the future they can’t
bring it back to pharmaceuticals as suddenly we think that doctors are able
to take a target product profile and understand simply where that for
actually fit into the competitive landscape that doesn’t work they can’t
tell you what the competitors are going to do they sell Mequon tell you what
your price going to be so then anything but what’s the insight that we need is
it and that need is it into the kind of real thing that they will believe about
your product that will motivate them that they use you know how do you get
that insight our recommendation is that you can evolve my peers first and use
them a probe like their knowledge and test for responses and reactions to the
ideas that you’re about to prosecute the Arab a tightener which is a Steve Jobs
idea it’s a kind of idea or a lot of people have been successful over the
years is that you take your idea and then you come up with another one and
another one and then you see how people react
and what they might tell you is that they’re interested in the product
through some of what you wanted but maybe they did this other thing as well
that would be interesting and useful so our suggestion is that ideas come first
and they’re really easy because you know that what the product does he understand
the last spec you know what you’re already polish wanna study you took
those ideas out to the marketplace and really understand where ever how and
motivation all those things would be that’s how you draw meaningful insight
you don’t do it by go searching landscapes and I guarantee you the
biggest mistake a farmer makes is to look for insight under the light that
shines from the market research and if you spent all of your time investigating
asthma and we fit better into COPD but you’ve got no insights over there or a
lot of sudden that opportunity is lost to you so then we get to the one of the
really big questions in in this which is how closely is positioning late at the
messaging this is a thorn in our side constantly because someone will always
say you can’t say that we don’t have those data that’s the point
that is literally the point of positioning which is to choose to
collect those data in support of your position once you’ve set your journey in
your destination you can choose to begin to collect data on evidence and reasons
to believe that it exists so the question is how closely does it relate
to messaging let’s think about the function of positioning is to drive an
internal alignment about how your product fits into the landscape
your customer doesn’t have to be related to messaging directly in any way we
could run through a list of the positionings force on the products that
you’re probably very familiar with Nike Apple and Disney and a bunch of others
you wouldn’t recognize any of the words that they use in their position means
they don’t have to what they have to do is to create an idea the story then goes
on to a library and they can elaborate on over time so the idea that you want
to position at the last 4 10 20 30 years that’s when positioning is potent
doesn’t have to relate the messaging and their vibe does it relate back to data
absolutely not so we talked a lot about an idea about
the idea that the best template for positioning is actually the label that
you want the draft label that you crave it’s already got the hoops already got
the water story got the Y built into it and I guarantee you the draft label
becomes more of a contract for your internal team than the positioning
statement ever can do because if it is in the label leaf on state anyway so the
decision to choose what to say in the future is down to you then until your
choice of what you put in the label and if you chose to not still yeah so if you
can get in the label that’s that’s a choice that’s fine you can you can make
that choice but we need to remember that the label already has most of the
functions of the template sits within it we always talk about why we came up with
an idea more than a positioning statement it’s because statements
usually have five or six ideas and then not one and that’s one of those
we see is if you take a statement that’s got five or six ideas in it and then he
asked the agencies executing the sales reps to describe the product you get a
thousand different stories that then disperse and become a couple of million
different stories so this idea of a tight framework people shouldn’t be
questioning what your position is they could question how to actually keep it
that’s fine they get a question you have to execute it in Germany that’s
different but the idea that some more plays with your positioning going to go
over level it should be tight enough and descriptive and I’ve been prescriptive
enough I’m proscriptive enough there no one gets to play with it so they are
they’re a tight core with a loose edge means that people can play with the
messages the client’s the campaign’s bunch of things but they should all be
describing the same product the same idea of the product in time so then you
gotta get up to one of my biggest you know breakthrough he’s only thinking
about a position beside they’re active versus passive position and you
understand some of why I have an issue with the water positioning is researched
within Pharma so there’s two ways of doing things one is the take some data
are some putative database and prospect their data and you can go to your
audience and say what do you think of this well you could do that in your
positioning process or you could do that when the products launch cuz that’s what
you’re gonna argue another product another Leoni
they take it to them and see what they would do that because that’s essentially
what you’re doing in your positioning testing as it stands you’re positively
positioning your product you’re letting the audience decide water a bit and they
might tell me that there’s no obvious base abilities no member of the class
that’s not their job it’s not it is your job to try and give us somewhere else to
go so we talked about this difference with
active or passive positioning positioning literally means to create a
different belief in the mind of your audience than the one that they would
not show your IVA because if all you’re doing is understanding what of what your
audience would do with your thought no matter how nicely you describe it how
many nice words you used now this passive position it’s a place
of default it’s not a place of choice so very easy you might as well not do the
whole thing you might as well just put some data tables and charts up and then
say that the audience decide we’re going to use a product because that’s what
you’ve done in a position actors nice in order to differentiate you need to take
an idea that they wouldn’t have come up with themselves and understand what
their reaction to that might be that is an active position that’s how you change
mindsets rather than just reflecting people
data so come back to this idea if your before they are ever going to do
positive positioning and by that we mean the traditional approach that kind of
McKinsey approach of researching everything that that including the
statement for goodness sake that can only ever be positive positioning it’s
what I think of the day deputy showed me and it’s where I think I would use the
product I’m never going to vary from that view
tell me that you’d use it over here though change my mind give me a reason
to believe that it fits differently or that perhaps is not the same as that
visit Sparrow propellers and suddenly all think differently about it you’re a
person vaulter for example cymbalta was a generic essentially confident
president the idea that it was able to command that space in the pain market
place was a choice was an active positioning positioning about them as an
unregenerate worse involves Oh solids were survivor you know distinct
polarized positions from full for the marketplace in a place where potentially
36 hours a she asian for solace was a badly certainly it’s a good thing
because you’re positioning it as a benefit you need to do that work you
need to take them an idea that they may not have thought about in the first
place and prosecuted so does positioning of a
chain of the lifecycle and this is a big thorny issue is clearly in pharma you’re
accumulating indications you’re accumulating you they are eventually
more exciting than the ones that you began with I would suggest that what we
were trained doing is a messaging if that is the approach that currently is
happening what you’re doing is changing the data as it comes on you changing the
messaging and storage as you go positioning shouldn’t change over time
type or might need some flexibility in terms of how you deliver the messages
but the positioning doesn’t have to change from year at the Euro and that’s
the most important way to think about a humorous positioning didn’t change over
time the Bossman’s positioning didn’t change over time living towards that
position never changed and you think about the success that I’ve product 15
billion dollars per year and bigger as a single product than the whole of the
Star Wars franchise bigger is a single product than the whole of the Harry
Potter franchise is ever being merchandised books films everything at
all was bigger than that and one positioning throughout that’s my style
different execution different campaigns but it didn’t change and that’s when you
put a great one the problem that comes if you don’t so realize I’m going to
overrun here a little bit so well the next question is really around portfolio
positioning and positioning combinations and these are two questions so taking
the product and fitting it into a portfolio you have to think about it
where someone will describe comfortably your product sitting next to another
product in your portfolio and talking about both of them at the same time to
the same customer in order to do that that may well be overlapping the things
that you chose to study in the deadly tasting life but we need to think about
it someone being comfortable to leave some money on the table for one of those
products so that they’re the one from having some patients some physicians
endpoints that one other products will Harbor the other one one car there were
the choices and that’s the point of positioning is to make choices is to
think about with this product is for these guys this product is for these
guys and we’ll make some trade-offs and compromises between them so portfolio
positioning is still positioning but you need to make choices so there’s a hard
edge between those products so that you can comfortably describe the story about
your end-to-end benefit across the portfolio the risk is that you don’t do
that and again you leave the passive positioning to be the one that makes
people’s mind up and potentially a rep will be the one to deliver their version
of the truth when you come into an increasing question these days which is
the positioning of combinations so we put two products together let’s think
about whether that is combination or in many cases it’s a
common combined regiment rather than a combined product but the team wants to
arranges the combination put the two into the regiment once every two weeks
once every day the question is do we take the data from the combination that
we take the positioning of the combination or do we take the
positioning of the individual products this depends on whether you have a
strong position for the cot for the individual products themselves and I
thought through all of the potential uses in the future you should only ever
position a combination if you want to put up an edge around that combination
as a combination so think about the most powerful thing that your audience will
believe about that combination and then that’s your new positioning the fact
that both of the individual products will the three products that go into it
might have had their own they give it away something there in combination now
I mean you explain what by the combination is able to deliver the
benefit that you’re that you’re really looking for another thorny subject is
emotion this every agency on the planet these days believes have motion
positioning has to be emotional largely true we need to remember that most
the complicated pile of stuff it’s not just nice people running down bitches
with golden retrievers believing nice things about your part we talk about
emotion as things that make us do what we do that kind of behavior for all
science of emotion we might be at least we might be moving away from one another
moving towards something we might be people that want to solve problems you
might people have done the most important thing with emotion and it’s
one of the tools that you play with is to see whether it’s possible to position
on emotion is is that what drives your audience and if your product can link it
to that emotion better than anyone elses you’ve got a great idea
to begin to test against all of the other actors so emotion has a place but
we need to understand which emotions and whether they are negative or positive
emotions that were playing with I’m beginning to understand how we might
motivate our audience to believe something about this problem in Farmer
is do you think about that cluster of audiences that we’ve described before
and you think about the emotions of all of those people certainly about a
physician and a patient the might be differently motivated to seek to use
this product but we should be having one positioning that really drives uptake
between both of them so it comes to something that’s highly motivating for
physicians but not for patients when we were versus an idea that might be
driving that attitude of both well we want you
to give it up idea away this positioning one emotion the dangerous unstable place
to go farmer does it all the time and we’ve seen the benefit of air which is
horribly position products where we’re all talking to benefits and uplifts and
this kind of idea of a benefit matter I’m just going to drew on this white
board quickly people talk about a benefit ladder a lot and the idea
traditionally has been the particular product down this point and you start to
ladder up in features to benefits the problem with that top end of the
ladder is that the benefits will end up with saving the planet and playing golf
they are typically from differentiate because by time you get the higher-order
benefits there aren’t very many of them feeling happier or freedom or fulfill
all of those things that are higher order benefits of what end up in
campaigns or the client because that’s naturally a hypothesis is you should
start from the benefits and work down to your product and find the benefit that’s
most closely connected to your product and on that one because at that point
suddenly you’re in a place where you’re differentiated they can do something
about it the biggest risk is that you end up in this place where you’re trying
to learn happiness we’re trying to own confidence whether you’re trying to earn
the same thing they’re not just other pharmaceutical products the triangle on
but so is there a Volvo when they drive home so is there a washing car when they
get there so is there TV this idea that you’re
doing better for patients well you know you need to think about their role in
the game too so emotion is a highly loaded place to play and me be careful
and using at this part so I’m gonna run quickly through the same time is
escaping us similarities and differences in positioning disease product company
comparing pretty girls to my dear about on the way this question about
positioning across different customers think about what we’ve said it’s a
cluster of customer that were positioning against the questions
suggest that we should be thinking about different
I’ll tell you that’s impossible you need to think about the same positioning of
possible customers what the question typically means is do we use the same
messaging across different customers the answer is no that’s entirely fine
messaging is not the same as positioning positioning should be the same because
you don’t want to try and remember vu let’s go through patients come to
Congress as these days they listen to the same information in the same day as
everyone else does you try to remember what your positioning was for one
Morgenson off for another you’re early stuck so easiest and simplest is to try
to find one positioning that works across all customers it’s hard work and
we need to understand their motivations and plate about so this next question
when if ever does it make sense the position for direct competition rather
than aim for differentiation I’m not sure I really understand these are
rather than in this sentence you need to differentiate the question is that
sometimes people get too fixated on a direct competitor but we also need to
think about a struggling to your position so what are we going to do to
differentiate ourselves over time if there are better effects why than we are
I’m depending on how they’re hitting us this is repeated question the question
is does it make sense to position for direct competition all
education no always aim for differentiation but on something that
matters because then you’re setting the agenda rather than a competitive setting
the agenda I guarantee you one thing that we would love is if someone start
to respond to our messaging strategically or place all kinds of
things that you can do to move that competitor around if you’re if you’re a
wearable time so when if ever does it make sense you never do it you know a
position against a direct competitor unless it’s if you’ve already browned
unless you’re 5 positioning a product was a vital brand in a portfolio I’ll
skip past this one because there’s a few questions that how its positioning
change the last 25 years I am covering that in the book at the core about the
idea of positioning isn’t there very old companies haven’t be doing it for a long
time with the course of a person pretty successful products before recently
traffic published their book so for this one specific talk about primary care
medicine there’s more special to the Oriental medicine people think that
specialty is different than primary care it’s not they’re still humans still
people who need to believe something about your drug and even more
importantly and specialty that they don’t have all the evidence that they
need to make a decision in your favor that’s one positioning makes a
difference if you’re the only product in your class great you can be successful
with especially if you’re a breakthrough
positioning makes a difference when that’s not true which is true for most
of us but I’ll cover that more in the book the business next one is kind of
more related to the idea of which customers do we want to talk to you is
this irrational and overwhelmed mind of a singular player the clinician learner
in and is under design of an inefficient system someone’s got a problem with the
way that the world works so as anyone asking the right question I would say
that you’re a value proposition and I see the value proposition is is this so that’s all the knee of the payer and the
system needs to see where it fits and did you prove its value to the system to
the world to the customer let me come back to why I think value
proposition and positioning of the same thing value proposition so a statement
of value for your that’s all that a positioning is I think an idea of the
value of your product provides it’s a value proposition so anyone that’s able
to persuade leave those two things are different is a better man than I am
people talk about market access and payers and all kinds of stuff negative
value propositions value proposition is a positioning activity the the choice of
whether it’s a value for money is different the valley pappas ition
wardrobe is best at the idea that’s a position in
in my mind this next question was a really round geographical differences
she would be considering regulatory policy differences cultural differences
etc my answer is of course of course you do that
because if you’ve got a different product in the US versus Japan versus
Germany and that matters to you I’ll think about it
but this comes back to making choices you might have to decide the position
for one market and the others honors are kind of benefit to the same extent we
don’t want to do is have four different positionings before different
geographies just based on other stuff so that’s a quick answer to the come-along
question then a product be effectively repositioned absolutely some of the most
exciting work we’ve done to beyond repositioning the question is how you
know you need to and if your flat are necessarily against the competition
competitive landscape then you should be thinking about repositioning factors
usually always be thinking about reposition and that’s not that words
with this idea that position a shouldn’t change over time to shoot if he did
right but the following fall are these days is most of the positioning we see
99% of them horrible they are neither positioning in them they don’t have an
idea and they’ve been crafted from the wrong ideas that we’ve wordsmith to
death and so forth those positionings absolutely reposition the
they were never any good in the first place there’s never a better time with
today for the end of thing so can you reposition shoot you reposition two
different questions can you yes should you only if the
positioning is somehow getting in the way of people seeing a product for four
days and I guarantee you sometimes actually this passive positioning is
actually made worse by positioning communicated by your by your company
this question of how significant is the name on the choice of brand name our
suggestion the brand name should be secondary choose your positioning and
choose Obama because otherwise that brand name by the people that sell those
kinds of things will be predicated on strength or potency or power or
friendliness or those are the things so is every sub powder and car so those
names will come off the shelf that you suggest those things if you’ve got an
exquisite positioning that often leads to an exquisite branding you think about
the product liability I what would you give to have a name like abilify within
a marketplace where a place positioning that drives a brand name is way more
successful running in position so this question on
positioning versus segmentation there is no way of separating those two things is
chicken and egg literally described a situation that we have here
how could you segment unless you know your positioning how to feed you
position unless you know the regulated segment this is where you have to come
up with hypotheses and ideas and find out how they do it that way around it
it’s much easier because if you start with segmentation I guarantee you you’ll
end up never been able to question about those segments you should be targeting
because there is no right answer to that because some of your ideas your high
quality might change how the market segments once you drop your positioning
into a landscape the market should Sekhmet differently than they did before
he brought the IP area so the idea that is that there is a segmentation that is
invariable it’s inflexible that one never change
similarly the rules of segmentation are in the first one for example people be
prepared to move from one segment to another that already tells you you can’t
stall the second segmentation as a way of trying to understand position this
next question which is a long one and whether you chance to read all of that
organizations still get at all so I hope you bring an entire organization around
you that’s probably what I’m trying to do
here is is to try to get people understand that it matters but it’s not
just the positioning statement the modernist and what why matters is that
the of clinical guys should be studying your positioning into the label and then
they should be studying into the sequencer launches and lifecycle
management on the way through into the value dossier into everything that they
do so people don’t get the idea of being important when they understand why
positioning matters very much the problem is that a force is compromised
because choosing a great positioning might increase your risk
technically they might increase your leg leaders some people are uncomfortable
with that risk that is the organization’s task to find something
that you can avoid that matters to people mental patients so the idea that
it’s a marketing thing versus a clinical regulating thing or whatever we need to
get people think harder about launching the kind of successful products that we
used to launch the symbol does the Alaskans that you know that their vigor
is even in the marketplace where decisions were taken early about how
they were going to change the landscape beyond them I won’t touch on this point
already this one there are a lot of kind of fundamentals to the way
it works but we need to think about you know some things that we described on
this chart here so you know there’s what you’re drawing spewed out on what
patience value and we need to remember patience the range of things that they
want it’s not all efficacy we think the terms that we use you think about
ontology for example we use p FS and os as if they were meaningful to people
well you know anecdotally a year or college estate I’ve never prescribed
overall survival for patient doesn’t mean you know there’s a chance of life
there’s whatever no one OS is a clinical trial metric across their population
given to the individualist asked to change they may also be more interested
in symptomatic control and survival for example but then we need to think about
what’s in your label and what people are prepared to pay for and actually if
they’re the kind of hub of all of that there’s really the chance of you know
what you choose to launch and remember this thing that is a choice rather than
a kind of fait accompli what you’re gonna what you’re going to take out
there so there are many things and we’ve produced a lot of stuff on one on the
web about what positioning is the kind of cold reality is that we see a lot of
things that are positions their statements and my
sensors their aspirational containable planes that’s not the starting point for a
position if you don’t have if you can’t distill it down to a core idea we talked
about this thing all the time squint at it look at it at the core it does it
feel like there’s an idea there if you can’t tell they will be the first
patient together driver if it doesn’t provide a brief fuller face redesign it
doesn’t track you to the label and then into the things that you can say about
it you can’t tell which position is going to be the one to prescribe the
drug it was focused on the first launch or not the fifth launch for your product
if you use this data as a reason to believe and look at this data when these
and they’re great and you know you’re under pressure if there’s no story just
equalities it’s the best it prefers a drug of choice you already know it’s in
the wrong place there’s been worse Smith to death and I was horrified to hear
that you know McKenzie and others will take our positioning statements to your
audience and ask to worse with them what a ridiculous idea great to feed the
invoices for consultancy but there isn’t one of us are comfortable
positioning fails we’ll all the viewers wordsmith economize and dub it down and
make a nice instead of potent reference in class abusive if you can see the best
in class well you’ve just given everyone a leg up to say that this is a class of
drugs and your approach should be standing alone and these are quick cheap
just to remind that if it includes the word efficacy safety or tolerability for
any other position explained so you come back with those cheats that I described
before efficacy holding hands and say stop we need to be thinking differently
about the kind of efficacy that we want to be moving our our customers towards
so I think I’ve picked the hour mark and I’m going to thank you if you have been
watching for your patience because I’m keen to learn how to do this whether my
questions too much whether you can hear me but
they see me all those other things so looking for feedback got a lot more to
say on the subject and a lot more to write down on the subject so thank you
we’ll try to do some edited version of this video if you everyone slides if you
want to talk to me if you want to go honest any questions I’m looking for
questions to answer as I’m writing the book so it doesn’t just have to be
honest Walmart they answer those questions apologies for those of you who
have questions that I didn’t cover up but let’s think about the court
positioning is about active choices for where you succeed not passive so never
ask your audience where they think they’re full of it’s based on this TPP
will cover the TPP separately never ask your audience that focusing on active
position focusing on getting past that idea of efficacy into what that really
means there was two things or the biggest cheat you have the next big
chief is trying to still it down to two or three words at the core of your
product what is the idea what is the idea about all those of Salman what’s
the idea of Mercedes vs. BMW what’s the idea of
opdivo versus peashooter they’re different and that difference is enough
to drive attitude and choice so thank you for your patience and I’m going to
sign off and answer any questions that you
well thank you

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