Plan BPrint this Page

Plan B is a thorough, customer-driven process that focuses less on why a brand is in its current position.

Instead—given a brand’s position—what are the opportunities moving forward and most importantly how do you maximize those for you brand?

Plan B is an all-inclusive approach involving a review of the marketplace across all stakeholders (internal and external) that identifies as yet untapped areas of potential differentiation that can add meaningful share to a brand.

Plan B: Case Example

Capitalizing on New Opportunities

Despite best initial strategies, many products fail to hit projected financial targets yet miss lucrative opportunities because they have tied themselves into their “Plan A.”

Plan B helps companies determine how to capitalize on potential future prospects given their brand’s current position:

  • Qualitative tandem interviews of all major stakeholders
  • Regular discussion between interviewers and client to review hypotheses and determine how to test them in remaining interviews
  • Succinct, synthesized view of future brand opportunities and how to capitalize on them

The Situation

  • Since the product’s launch in 2008, market share had stabilized at 5%, significantly below forecast.
  • Despite having conducted the typical research (positioning, segmentation, emotional drivers, messaging, payers, patients, etc), share was still not moving in the desired direction or at the desired pace.
  • There was tremendous pressure on the brand team to identify areas where they could quickly gain market share.

The Objective

To quickly identify potential opportunities to help increase the rate of market penetration.

Existing market dynamics:

  • Gap between physicians and patients in terms of the efficacy of current medications
  • Perception that current therapies “work” and there is no need for a different and better therapy
  • Perception of poor managed care access, especially among PCPs

The Solution

The Result

Granular data unearthed:

  • A significant gap existed between physicians and patients in terms of how important effective management of the condition was to patient lifestyle.
  • The physicians believed there was no need for a different and better therapy.
  • Because physicians set a “minimal expectation of success” for their patients, patients didn’t realize that better results were possible.
  • Share and potential for the new product varied significantly according to level of market access.
  • The product was being used in subsets of patients.

Resulting client actions:

  • Revised the brand’s message to focus more on specific patients
  • Reduced the number of physicians being called on by the sales force
  • Initiated a regional sales realignment based on levels of access
  • Promoted high-value patients to non-users
  • Increased level of funding for rebates, etc. to improve access
  • Developed promotional materials to help physicians “make the sale” to patients
  • Leveraged the experience of current brand “users” by peer influence groups, etc. with non-users

The bottom line: Market share increased by 20% in 12 months while overall marketing spend decreased.