Tag Archives: market strategy

Live From #TMRE13: How to Defend Market Share from Disruptive Category Entrants

At TMRE 2013 in Nashville this afternoon, Anne Hale, Ph.D.,
BAI US Specialty Care Lead, Pfizer and Chet Zalesky, President, CMI spoke about
informing brand strategy in the pharmaceutical industry.
Today, in the pharma industry, you simply can’t hide from
your competitors as there are very few of them. A few years ago, Pfizer had a brand
that was competing in a market that was not dynamic. The company was confident
that its segmentation was very effective and its share remained stable over
time.
‘We were feeling very comfortable with business as usual strategy,
but there were disruptive elements on the business horizon,’ explained Hale. We
can predict the future far more accurately than most industries.’
According to Hale, you have to figure out what will be a
game-changer vs. something like a ‘little pebble in a pond’. In the pharma
industry this process must be begin years before the launch of a product because
it needs a long lead time. ‘We realized we didn’t have a plan in place for this
game-changer, and we could take a substantial hit,’ said Hale.
So, what did Pfizer do? It wanted to proactively refine the brand
strategy in anticipation of the disruptive event. The company needed to do
several things including target opportunistic segments, prepare differential
messaging, create new sales aids, and train the sales force.
Then, Pfizer held workshops to help frame the decision pathways
it was thinking about, move to a quantitative study, and further, to a
segmentation. Almost a year and half out, the company had develop all of the possible
profiles and what it needed to be concerned about for the final process ‘ and finally
pull all the pieces together.
There are a lot of reasons people do something. Pfizer
wanted to understand the different triggers to know why exactly they happen. According
to Hale, Pfizer used the Decision Pathway Process to take the specific pathway created
and find out what physicians are making decisions in a similar way. This allows
for differential messaging to target the trigger points on their decision pathway,
and ultimately, move from triggers to segments.
For Pfizer’s path, a lot of the variables had a lot to do with
the patients. Hale said, ‘We got an idea what the market looked like (patient-centered,
low risk, and key opinion leader), then we needed to look at what our segments
looked like to develop a strategy.’

About
the Author:  Amanda Ciccatelli, Social Media Strategist of the Marketing Division at IIR USA, has a background in digital and
print journalism, covering a variety of topics in business strategy, marketing,
and technology. Amanda is the Editor at Large for several of IIR’s blogs
including Next Big DesignCustomers 1st, and ProjectWorld and World Congress for Business
Analysts
. She previously worked at Technology Marketing Corporation as a
Web Editor where she covered breaking news and feature stories in the
technology industry. She can be reached at aciccatelli@iirusa.com. Follow
her at 

How AT&T Turned Big Data Theory into Reality

By Don Hodson,
AT&T Mobility

Providing wireless service is a complex business.
Most of our 107 million customers interact with the network
hundreds of times a day; they use many different makes and models of devices;
and they interact via thousands of stores, multiple call centers and online
chat. These are just a few of the issues, and they all impact perceptions of
the company.
Surveys capture customer attitudes but respondents cannot always
recall events accurately. So, what’s a director of consumer
insights
to do?
Over the last 18 months, AT&T Mobility has captured
billions of interactions to turn loyal customers into brand advocates.
How? By bridging the gap between the ‘what’ and the
‘why”integrating transactional, demographic and behavioral data with
traditional attitudinal surveys’Market Strategies International has helped AT&T
move big data from theory into reality. Part of our solution has been to use Market
Strategies’ Continuous Improvement Cycle’ (CIC). The CIC is a multi-purpose
tool that allows us to identify loyal’but not advocating’customers and change
their behaviors to become brand advocates.
Join
us at TMRE
to learn how this approach can serve as a model for any
organization:
Traditional Market Research & Big Data
Integration:
A Case Study in
What Works and What Doesn’t
1:45 p.m. on Wednesday,
October 23
Bayou D Meeting
Room

ABOUT THE AUTHOR: Donald Hodson is director of consumer insights
for AT&T
Mobility
. He is responsible for overseeing customer experience research for
one of the world’s largest mobile telecommunications providers. Prior to
working at AT&T, he was a director of market research for Cingular
Wireless, Home Depot and Coca-Cola. He will be co-presenting with Greg Mishkin, a vice
president in the Communications division at Market Strategies International and one
of the company’s subject matter experts for the wireless communications
industry.

Donald Hodson

Greg Mishkin



Make Your Schedule Ahead of Time!

In my own experience, attending a conference can be quite hectic if you don’t have a preplanned schedule of sessions you want to attend. This year, The Market Research Event has put together a social scheduling app so that attendees can make their schedules ahead of time!

Attendees can create and save custom schedules, view mobile and print versions, search across the entire event schedule, view the most popular sessions, view a full list of other customer schedules, and easily add sessions that colleagues are attending with a click of your mouse. Start scheduling today! Here’s the link: http://tmre08.sched.org