The saying is somewhat valid that you only have “1 shot” at launching a new product but that would stand the reasoning that 100% of product launches are successful…and we all know that’s NOT accurate. In this presentation I will attempt to provide ways you can revitalize your brand if indeed…your launch wasn’t stellar.

1. Revitalizing
“ T H E B R A N D ”

2. This slide presentation is for
illustration purposes only
AH2 Management

3. Introduction
The saying is somewhat valid that you only
have “1 shot” at launching a new product but
that would stand the reasoning that 100% of
product launches are successful…and we all
know that’s NOT accurate. In this presentation
I will attempt to provide ways you can
revitalize your brand if indeed…your launch
wasn’t stellar.

4. Why even bother revitalizing a brand?
The #1 Question

5. ▪ The investment in the brand at the beginning of its lifecycle was too great, in other
words walking away from it could significantly impact a company financially.
▪ A company inherits/obtains a brand without thorough knowledge of the brand’s
history and is saddled with a mature wore torn product (this happens often).
▪ The product has a long lifecycle before it goes off patent, like the first bullet point the
investment is too great to walk away from.
▪ A company prematurely invests heavily in marketing and builds a commercial team
dedicated to the failed brand…with the thinking if we throw resources at the brand
that’ll bring it back to life (ridiculous thinking).
Business Reasoning

6. ▪ Some mature brands have great standing and might still be enjoyed by customers
who have had positive, longstanding results with them…habits are a hard thing to
break.
▪ Companies fear losing loyal customers who like the failed Brand and removing it
could cause harm to the company’s other portfolio of Brands.
▪ There’s sometimes an “emotional attachment” to a brand because it helped
launch the company (the “Flag Ship” brand), and there’s a sense of loyalty to the
brand.
“Emotional” Reasoning

7. Is re-investing in a brand an intelligent
strategic decision?
The #2 Question

8. Market Research
Market Research is probably the best avenue to take in determining the
potential success of re-investing in a failed brand. Below are great questions to
ask prior to conducting research:
▪ Are there points of uniqueness/differentiation, or value
proposition of the brand versus the competition?
▪ Is the perceived value of the brand still relevant? How does
it stack up against the brands in those same categories?
▪ Are the brand’s features & benefits valuable to the
customer…do they create customer value? What are the
customers perception of the brand?
▪ How much loyalty is there to the brand?
▪ What are the negatives of the brand?

9. If there’s an affirmative to questions 1 & 2 and
you agree it’s worth the re- investment…then
keep perusing this presentation as I provide
ways you can revitalize your brand!

10. “The Marketing
Excellence Plan”

11. Business Need
There are potential areas of focus one can take to help re-invent a brand below is the
illustration:
POTENTIAL
KEYS
Commercial
Strategy
Scientific
Positioning
Manufacturing
Packaging
Channel
Logistics
Brand
Pricing
Possible Tactics
KOL Identification Development
Refinement of Brand’s Value
Proposition
Refined Pricing Strategy
Refined Market Research/Investigation
Change in “Operational” Spend Mix

12. 4 Key Inferences
4 Key “Inferences” to approach when devising a plan to re-invent a
brand:
Customer
Segmentation
Expanding
Market
Commercial
Strategy
What is the opportunity to
further understand customer
perceptions/feedback of our
Brand? “VOC” research”?
1
What is the potential to edit
“Market Definition”/”Expand
Customer Reach”? Change
targeting?
2
Who are our “Brand Champions
will they aid in the "Grassroots”
rehabilitation process?
3
What additional marketing
activities (e.g., marketing, KOL
outreach), positioning, or pricing
could potentially revitalize brand?
Core: Customer Segment
Core: Expand Market
Core: Brand Champions
4 Core: Commercial Strategy
Identifying
“Brand Champions”

13. Customer Segmentation
1
Looking at the possible findings when doing“Customer Segmentation (EXAMPLE):
Key Finding Recommendation
§ Mature product is perceived to be a strong product but is
poorly differentiated.
§ Previous attributes of product no longer“hit spots”for
customer.
§ A refinement of the mature product’s message to
translate those attributes that are differentiating
factors.Develop “Focus Groups” that willhelp
identify either past feature/benefits or latent
benefits that have been poorly marketed/never
tapped into.
§ Current utilization of failed product likely to be very
influenced by very mature HCP’s.
§ Extremely low use in the hospital and very few hospital
formulary wins.
§ Peers are a major influence on trying the failed product
in additional therapeutic areas that are approved.
§ Perhaps additional targeting of younger HCP’s
who are the future of the market and have had
limited experience with mature product.
§ Develop our internal Medical Affairs strategy (in
addition to traditional marketing) to drive HCP
education.
§ More competition in market has pushed the failed
product to last option, not considered an advanced
option….
§ HCP’s are unaware of additional uses of failed product
because of poor product positioning.
§ Mature product is considered top option for niched use.
§ Re-vamping messaging and implementing an
awareness/educational campaign program to help
provide awareness on the additional options for of
the mature brand.
§ Have to identify“Product Champions”who are
respected among peers.
1
2
3

14. Expanding Market
2
Opportunities to“Expand Market”for additional use (EXAMPLE):
Key Finding Recommendation
§ Mature product has 3 indications for use, however,is
primarily used in only one area.
§ Currently most of the mature product’s use is in long term
care, it is rarely used in the hospital setting and has utility
there.
§ There hasn’t been “Patient Segmentation”research to
specify specific patient type.
§ Aggressive“EDUCATION” to the market on the additional
areas of use is highly recommended. If there is no clinical
support of these additional uses, DEVELOP THEM.
§ Develop market analysis to determine opportunities in
hospital setting/category and create campaigns that address
access challenges in the hospital setting.
§ Target markets have run drive, very little opportunity to grow
new business in current markets.
§ Several markets have been avoided because of access issues…..
§ HCP’s surveyed in past market research claimed to not having
seen a sales rep consistently.
§ Proper research on untapped markets should be
examined for profitability,access,and competitive strength.
Where the competitors are is where the business lies.
§ Access is an area of concerned, however as stated in the
above bullet point it should be thoroughly researched. Poor
access could be a perception rather than reality.
§ Increase rep call plan or shorten territories etc so as to
increase interactions between rep &HCP. Re-evaluate
hiring additional sales reps to cover HCP’s.
1
2

15. Product Champions
3
Identify/Developing“Product Champions”to help revitalize product (EXAMPLE):
Key Finding Recommendation
§ Currently there doesn’t exist programs that help identify
customers who have allegiance to failed brand.
§ Learning that there are HCP’s who have received experience
using the product earlier on in their residency.
§ Previous market research has uncovered that some physicians
would be open to utilize failed brand in other areas, however,
there wasno follow up after receiving this information.
§ Special account management can be implemented to
identify key targets that have favorable opinions of mature
product.
§ Focus groups that just targeted key users of brand, this will
help us identify advantages/disadvantages of failed brand
and allow group to help with the formulation of the new
messaging.
§ “Educational Programs”
, “Clinical Resource
Partnership”
, “Advisory Boards” are groups that will
help solidify allegiance and help to build “Product
Champions”
.
§ Long time users have been for the most part indifferent to
their use of the mature brand, and there has been limited
follow up with them on their reasons for use.
§ Our current call plan hasn’t highlighted frequency on
these customers, so we haven’t capitalized on this low-lying
fruit.
§ Develop a “Routing Plan” that targets customer visits,
resource allocation, and educational programs that target
potential “Product Champions.
”
§ The #1 tactic is“ATTENTION”
. Evaluate financially/R.O.I.
How much time should be spent developing relationships
with potential “Product Champions”
, and once that’s
develop devise a call plan with objectives of what should be
accomplished on each visit.The goal is to build “Customer
Advocates”for the mature brand.
1
2

16. Product Champions
3
How to identify a potential“Product Champion”(EXAMPLE):
An Effective “Product Champion” is:
▪ Active leader or manager of specific therapeutic class.
▪ Influential.
▪ Respected By Peers.
▪ ‘Trailblazer” vs.“Traditionalist”
.
▪ Well educated and versed with your product
▪ Willing to share their positive opinions of your product with peers
▪ Willing to present, and defend, if necessary, their position to peers if need
be

17. Commercial Strategy
4
Revitalizing a brand…through revamping Commercial Strategy (EXAMPLE):
Key Finding Recommendation
§ The original product launch/strategy plan hasn’t
changed, maybe some tweaks here and there
§ There hasn’t been a thorough recent market research
update on the product since launch
§ Market Research “Overhaul”is critically recommended
in order to gather complete intelligence on where the
opportunities exist with the mature brand
§ Evaluate commercial spend (e.g.marketing, sales
force, and market research) prior to starting the
revitalization of a “Commercial Strategy”
.
§ The investment should dictate the prioritization of the
mature product.
§ The “Marketing Mix”hasn’t changed in terms of time,
resources, and messaging to rejuvenate mature product.
§ Currently calling on the same customers and trying to
extend their use, however, there’s little reason why they
should since the product has been niched
§ Prioritize resources (e.g.marketing spend, call
planning, sales force realignment,
customer/patient segmentation) that develops an
improved presence with our loyal customers
§ Since the launch of the failed brand there hasn’t
been much “Buy-In”on revitalizing the
product…until now.
§ Currently, the “Tactical Direction”of the failed brand hasn’t
been solidified
§ There hasn’t been a decision on whether they’ll be
an attempt to increase the patent life or revisit the
lifecycle management of the mature brand.
§ Build a “Cross Functional”team that have a stake
in the success of the mature brand. Roles and
“Accountability”have to be built.
§ The “Cross Functional Team” should make a
decision on the short and long term planning of
the mature brand…this will determine the product’s
potential lifecycle management.
1
2
3

18. “The Strategy”

19. Revitalization Outline
▪ Market Analysis
▪ Competitive Analysis
▪ Customer Analysis
▪ Segmentation
▪ Value Proposition
▪ Positioning
▪ SWOT
▪ Critical Success Factors
▪ Strategic Priorities
This outline is probably the
best approach in
developing a strategy to
revitalize your mature
brand

20. Market Analysis Content
Market Overview (example)
Market News
(e.g.“Shifting Perspectives on Pain
Mgmt”)
Market Landscape
(e.g. Dollar Volume
Trends)
Market Primary
Stakeholders (e.g.
anesthesiologists, surgeons
etc)
Market Insights
Market Trends
(e.g. Surgical Trends, Diabetes
Mgmt)
Patient Flow & Product
Usage Stages

21. Competitive Analysis
COMPETITIVE
LANDSCAPE
(Detailed Summary)
Mode of Pain
Management
Acute Pain Market
Conclusions
Product A Sales
Product A Product
Overview
IV PCA Trends
IV PCA Overview
EXAMPLE

22. Segmentation Analysis
Revisiting the customer segmentation process will help establish targeting and
business focus
Initial Segmentation EXAMPLE:
▪ Revisit and identify appropriate surgical types
▪ Patient type segmentation
▪ Institutional segmentation based on IV opioid use
▪ Re-evaluate product positioning
▪ Sales Force Deployment
▪ Target Audience Identification
▪ Re-forecasting Development
Note: May need further
segmentation to allow
maximization of sales force
direction and marketing
spends.

23. Possible Segmentation Deliverables
Possible results of doing a “Segmentation Study” on your brand
▪ Will quantify growth opportunities and leverage points
▪ Identify Richest Targets
▪ Revisit physician characteristics that may explain likelihood to identify need and
advocate for failed product
▪ Identify physician characteristics that may explain the use of failed product in
additional approved therapeutic spaces
▪ Identify hospital characteristics that may explain likelihood of failed product access
and usage
▪ Ability to maximize marketing investment by segment
▪ Invest in “richest targets”
▪ Allocations based on ongoing market research
▪ Institutional targeting plan at a hospital & physician level

24. Value Proposition Development
Building a winning “VP” in 7 Steps
1. Start with mature product’s core competencies
2. Know your customers
3. Competencies = Character
4. Research the competition
5. Look at trends in the industry
6. Articulate Effectively Product Vision
7. Validate the “VALUE”

25. Value Proposition Development
Building a winning “VP” in 7 Steps
1. Start with mature product’s core competencies
2. Know your customers
3. Competencies = Character
4. Research the competition
5. Look at trends in the industry
6. Articulate Effectively Product Vision
7. Validate the “VALUE”

26. 1 Start with Core Competencies
§ What are you really good at?
§ A value proposition has to be what you do and who you are. It can’t just be
what you want to be and what you say you are.
To Do
Make a list of the following: what you brought to
market first, what you offer as the only provider to
the market, and what makes your offering clearly
superior to any alternative. You are looking for what
makes your product unique.
These are good differentiators and will help the
process.

27. 2 Know Your Customers
§ Who are your top customers?
§ What problems do you solve for them?
§ What problems do they want solved? (That no one
else can fix)
§ Is there a new trend in any of your key customer segments?

28. 3 Competencies = Character
§ Ask yourself why someone should buy from you instead of a
competitor.
§ Using the language of your customers, refine your core
competencies as values.
§ If your answer is “it works”
, “it’s new” or “it’s less expensive” your
potential success may be limited. These qualities do not make a product
unique.

29. 4 Research The Competition
§ Choose 3 or 4 competitors and study how they market their
company and products
§ What is their value proposition?
§ Can they defend it?
§ Map their core competencies versus yours

30. 5 Market Trends
§ Are things changing?
§ Can you take advantage of a trend and grab an exciting position in the
market?
§ “Quality of Life”
§ “Cognitive Mobility”
§ “Excellent Safety Profile”
§ “Cost Benefit”

31. 6 Articulate Product Vision
§ Product Leadership
ü Unique pharmacokinetic profile
ü State-of-the-art features/benefits
ü Innovative solutions
§ Customer Relationship
ü Quality relationships with customers
ü Offer “complete” solutions
§ Refine your value proposition until you can articulate it in one
sentence.

32. 7 Validate “The Value”
Test the final value proposition with customers to see whether it resonates.
ü Key Opinion Focus Groups
ü Hospital Customer Interviews
ü Mock P&T Meetings (KOL Driven)
ü Specialty Advisory Boards
ü Hospital In-service programs
ü Conventions-White Paper Discussion
ü Regulatory/Legal

33. Value Proposition (“Finished Product”)
EXAMPLE
(mature product) innovative pharmacokinetic profile addresses the unmet need of
acute surgical pain by
providing, rapid pain relief, exceptional recovery time, and safety that is
supported by the Pain Management community.
Short Half-Life Rapid Onset Effective Precision Control
Great for renal
impaired patients
Getting back to
quality of life
Safe for wide
patient population
Quicker Pain
Relief
HCP Confidence
Superior To
Fentanyl
HCP/Patient
Acceptance
Widely accepted
Easy dosing
schedule
Lack medication
errors
Patient Mobility

34. Positioning
Diagramming the positioning of the failed brand based on market
research and “VP”
• Who: (target audience)
• For Anesthesiologists, Pain Management HCP’s
• For: (patient types)
……whose patients require rapid pain control/relief and quick recovery time
• (competitive framework)
• Mature product’s innovative pharmacokinetic profile produces rapid and precision-controlled
pain relief and is suitable for both inpatient & outpatient surgeries
which (customer benefit – emotional/end use/functional benefits)
• because of its unique clearance failed product is, safe and easy to use, providing optimal pain relief
(reasons to believe –product attributes)

35. (Example) 2021 Brand Strategy Framework
1. Disrupt the Perceived
Market Satisfaction
3. Exploit uniqueness of
the product
2. Establish leadership with
target audience
1. Differentiate versus
current therapies
2. Capitalize on Brand
“WOW” factor
(Brand as Hero)
3. Develop KOL advocacy
1. Exploit latent unmet
needs
2. Drive awareness of
safety concerns with
current modalities
3. Highlight economic
impact
1. Establish stronger
company presence
with key stakeholders
2. Exploit competitor’s low
share of mind
1. Insure HCP
understanding of
Mature Product
utilization
2. Generate Mature
Product
formulary
availability
Mature Product
Mature Product is VERSATILE so it makes my life easier because it provides optimal pain relief, is anesthesia/patient
friendly, safe and easy to use.
Brand Positioning Statement
TOP PRIORITIES
4. Gain rapid availability 5. Optimize
Communication
Brand Strategic Objectives
1. Convey current
treatment gaps to
formulary decision
makers
2. Highlight the drivers
of patient and
BRAND TACTICS
1.1 Advertorials
1. Direct Mail
2. Sales Materials
1.2 JournalAdvertising
2. Demo Systems
3.FormularyKit
All-Publications
All-COMPASSInitiative
All-3rd Party Alliance
All-AdAPT Program
2.1 Convention Activity
2.1 AnesthesiologyLibrary
2.1 NursingDirect Mail
2.1 Hope DVD series
2.1 Textbook Library
1. AdAPT Program
2. Publications
2.2 Speaker Programs
2. COMPASSInitiative
3. Virtu-Cast Preceptorship
2.3 OR protocol training
3.1 Patient &Nurse Education Kits
3.1 Mature Product Web Initiative
1. NursingCertification
2. Advertorials
2. Sales Materials
3. JournalAdvertising
4. Speaker Development
3.4 Convention Roundtables
All-3rd Party Alliance
4.1, 4.3 Patient &Nurse Education Kits
4.1, 4.3 Mature Product Web Initiative
1. , 4.3 Speaker Programs
2. Fast Start Contest
3. Mature Product Case Studies
3. Publications
4. Pharmacy Education
4. SpecialtyWholesaler agreement
5. PDR Blast
4.5 FormularyKit
4.5 P.E..P. Program
AllSales TrainingMaterials

36. S.W.O.T. Analysis
Strengths
▪ Pre-programmed
▪ Minimizes risk of medication errors
▪ Extensive Health Outcomes platform
▪ Easy to administer
▪ Enhances mobility
▪ Non-invasive technology
▪ Efficacy equivalent to IV PCA morphine
EXAMPLE

37. S.W.O.T. Analysis
EXAMPLE
Weaknesses
▪ Perception that one size does not fit all
▪ Inability to precisely query the system
▪ Inability to titrate or adjust dosing
▪ Lack of supplemental dosing recommendations
▪ No onset of action data
▪ Short product expiry dating
▪ Lack of a bolus dosing feature

38. S.W.O.T. Analysis
EXAMPLE
Opportunities
▪ Exploit heightened focus on patient safety
▪ Raise noise level on the limitations of current modalities
(IV PCA & IM)
▪ Exploit the growing awareness of safety concerns with IV
PCA
▪ Minimize analgesic gaps through greater continuity of
care
▪ Capitalize on the current nursing shortage
▪ Exploit the fact that our competitors have a low share of
mind among our target audience
▪ Fully prepare the marketplace of additional indications

39. S.W.O.T. Analysis
EXAMPLE
Threats
▪ Cost perception of failed product may be difficult to
overcome
▪ High degree of satisfaction with IV PCA
▪ Potential for an aggressive competitive response
▪ Price may provoke a inpatient pharmacy response
▪ Use in inappropriate patients leading to inferior results
▪ Difficulty in accessing customer due to OR setting
▪ Acceptance of SMART pump and safety innovation with
IV PCA

40. Critical Success Factors
▪ Establish stronger company presence with key stakeholders through
“Education” of the mature product’s additional utility use
▪ Develop and implement Marketing Mix to strategically target key
HCPs
▪ Gain awareness and acceptance of mature product’s new value
proposition
▪ Increase call plan frequency on top failed product users, and
identify/develop “Product Champions”

41. Strategic Priorities
▪ Disrupt perceived market satisfaction
▪ Establish leadership presence with target audience
▪ Exploit uniqueness of the product
▪ Gain rapid availability and generate positive initial product experience
▪ Optimize communication of failed product value proposition

42. THANK YOU!
B Y A N D R É H A R R E L L