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The PM Society’s “Is Pharmaceutical Marketing Built on Straw, Sticks, or Bricks?” was intended to bring together and engage them in strategy, leadership qualities, and self-improvement.
After a coffee break, we had a full session on customer insights with Bruce Ritchie of The Green Room and Spoken Brand Narratives, and customer engagement with Ben Head of Novartis, Scott Jardine of AstraZeneca and Stephanie Hall of Uptake Strategies. Posted in the morning. Discuss “The Red Thread – a Learning and Development Interest Group,” providing insight into the world of getting needed medicines to the right patients.
The Importance of the Red Thread
Jardine began by arguing the great importance of strategic choices. In fact, AstraZeneca uptakes. He examines why he partnered with Strategies, and believes that winning a coveted investment and gaining support internally requires a clear ‘red thread’ that ties all the pieces together. said. Mr Hall agreed that this is important across the pharmaceutical and biotech industries, and the marketing of pharmaceutical companies in the UK and Europe.
In case anyone in the audience is left baffled as to what exactly the “red thread” is, Hall added the thoughts of keynote speaker and message strategist Tamsen-Webster: Historically, the “red thread” has been variously called the golden thread, logic, Ariadne’s thread, or the iron thread in software development. They are all terms for the same concept. It is a framework of logical connections and environments, whether strategic or tactical.
Hall continues, it’s the little voices in her head that question whether something is going right or if it’s right. Take advantage of it and stop and think from time to time.
But why is it so important? Because without the red thread, there is no organizational integrity. There is no vision, no mission, no values, nothing to tie them together, says Hall. Even if the brand strategy is aligned, the overall external environment will have customers, patients, goals, all critical success factors, and aligned tactical effectiveness through a red thread made up of goals and imperatives. There is a way. Additionally, the right he is the ability to ensure that KPIs and metrics are in place.
strategic logic house
Nonetheless, Hall continues, there are different lenses in looking at the strategy house of strategic logic, and there’s a roof over that roof that surrounds operational logic, numerical logic, and customer logic, and that logic is Really logical or not, and mathematics is mathematics. are you still with her?
Jardine asked if there was any disconnect in this logical house she described. In response, Hall commented on how often she ditched the app. But more often than not, charismatic digital agencies don’t see if that gap is in the right realm of the logic house to solve the problem the app asks for and claims.
A severed red thread therefore does not promote the behavior that the company seeks to promote. In a way, he interjected that customer engagement consultant Mike Orris, who had a PM Society event this morning, would be running around in a hamster wheel to no avail. In fact, a detached Red His thread lacks tactical impact, lacks patient or customer centricity, and leaves pharma brands performing flat or declining.
The “money problem” was also mentioned, and how to determine if a KPI and metric is a good KPI and metric, to which the answer is simply “connect the dots must identify the dot”. A wise word indeed: threads and dots. I took
The key to your brand plan
Oris then teamed up with Senior Life Sciences Executive Dave Almond to discuss how marketers have progressed through various roles in pharmaceutical marketing and how their responsibilities have progressed along with it. We discussed whether we would be given Just like the title of their lecture.
Allmond first explained that he was handed a blank sheet of paper and was responsible for formulating X’s strategy. Unfortunately he was joking. Self-doubt arises. why do i need to know anything ”
Having traveled deep into the pipeline over the years in various positions himself, it can be said that Allmond has collected some perspectives. So he can interview applicants for senior marketer roles and ask each candidate, “What’s your strategy?” – Of course, the collective audience mind at this point recalled the logic house of the previous presentation, surprisingly or maybe not, for providing Allmond with an adequate answer He is less than 50%. The reason, he said, is that strategy is hard to define. He comes down to resource allocation, essentially time and money, and the basic question, “Where would you bet?” If that choice is not made, there is no strategy. He explained that you can’t be everything to everyone.
Marketing strategy is the process of defining who you target and what you offer. You have to meet the needs of your customers, a process that isn’t commonly understood, he says, Allmond. For clarity, he distinguished between marketing a “little m” in brochures and marketing with “capitalized his M”, the leader of the brand. So, as a leader, belonging to his M, the capital of the brand, and putting the pieces of the puzzle together to satisfy the customer, is about leadership behavior and confidence, he explained.
confidence to lead
Asked by Orriss how he prepares to be the kind of leader he described, Allmond says that hindsight is great, but he doesn’t like being on the global brand team, volunteering, or working with them. She said that sitting at the table with her was also very helpful. It is about the pendulum, about balance and equilibrium between partners and the different functions that satisfy them globally. incorporate the
Additionally, Allmond encouraged active seeking of mentors and coaches for learning and development purposes rather than self-study in isolated texts. Invest yourself some time upfront to familiarize yourself with the language, he suggested. And “surround yourself with fountains, not drains”.
Building Learning Development Capabilities
To round out the day, Stephen Fensome from Novartis and Janice MacLennan from St Clair joined Nyambe (Yam) Sumbwanyambe from MSD UK for a panel discussion titled “Pharma Marketing L&D Capability Building” to discuss the leadership development perspective of Allmond picked up where it left off.
Sumbwanyambe describes his role as strategy officer and how the panel will focus on facilitating conversations to promote “selfishness of time for yourself” rather than the needs of others I started by doing This is the opposite way of thinking. He said this requires learning as development and providing opportunities for the self. What followed was pocketed by audience participation in the form of Menti.com feedback his poll moments, utilizing the QR code link-up style sprinkled into this kind of event in 2022. it was a discussion.
Fensome delved into the theory that no one was actually taught how to learn as an adult. Noting Malcolm Knowles’ “theory of andragogy” or adult learning principles, he explained that adult learning is problem-centered and driven by facing something that needs fixing. On an interesting point, Sumbwanyambe asked MacLennan to take the theory and make it more realistic for the audience. To this, McLennan replied that when you ask yourself a question, you need a context for the question. Similarly, if we ask what victory looks like, we must ask what prevents success.
Perhaps a little vague, Fensome admitted that leadership is a rather vague term. Soft skills and the architecture of those skills are necessary for progress, he said. I reconfirmed that it is about building a space with.
Elephant’s Rope and Differences in Thinking
McLennan added that reading was a big part of her own progress for her. She marked out what changed her mindset, opened her mind, and made her look for further opportunities to explore her new learning. Likewise, observe and engage people, look for different ways of thinking, and don’t be fixed. Nonetheless, she acknowledged that people have different learning styles, while Fentham, on the international side of her different mindsets, returned her focus to global imperatives.
In addition to these points, MacLennan noted the importance of feedback, especially feedback based on behavior change. In response, Fentham mentioned the Kirkpatrick model. The first stage is reaction, the second stage is learning, and the third stage is behavioral change. someone is working
To conclude, he shared the story of “Elephant Leash.” There, an elephant in captivity had come across it once, and could obviously have left that “bond” at any moment, but that was not the case. , he explained that the elephant, despite its increased size and strength, still believed that the rope that held it in its youth could do the same. moral? Don’t cling to the belief that you can’t do something just because you’ve failed once before, Fensome summed up.
Finally, Sumbwanyambe explained that the new PM Society event hopes to mark its presence as a comma in the pharmaceutical industry’s marketing explorations and advancements, not a complete standstill.
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