BBNW Guidebook the Right Way Brand Building Guidebook
SourabhKumar578278
62 views
36 slides
Jun 12, 2024
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About This Presentation
Brand Building
Slide Content
Guidebook
Right way
Right way
2
Contents
1
2
3
4
5
6
7
8
Foreword 3
Introduction 4
What is Brand Building the Right Way?
What is the Brand Building Framework?
How does the Framework fit together?
What sits within the Framework?
5
6
7
8
9
Detail by Element 10
ANALYZE 11
Market, Competitor & Portfolio Analysis
Stakeholder Analysis
Strategic Opportunities
13
20
26
BUILD 32
Strategy
Brand Proposition
Innovation Plan
34
41
48
CONNECT 53
Stakeholder Engagement & Communication Strategy
Cross-Functional Activity Plan
55
60
Vital Outputs 65
Contents
1
2
3
4
5
6
7
8
Foreword 3
Introduction 4
What is Brand Building the Right Way?
What is the Brand Building Framework?
How does the Framework fit together?
What sits within the Framework?
5
6
7
8
9
Detail by Element 10
ANALYZE 11
Market, Competitor & Portfolio Analysis
Stakeholder Analysis
Strategic Opportunities
13
20
26
BUILD 32
Strategy
Brand Proposition
Innovation Plan
34
41
48
CONNECT 53
Stakeholder Engagement & Communication Strategy
Cross-Functional Activity Plan
55
60
Vital Outputs 65
5
What is Brand Building the Right Way?
It is this common
‘way’ and language
of brand building
that will help us all
focus on doing the
right things in the
right way, across
functions and
Franchises, and
across Global,
Region and Country,
putting the patient at
the very heart of
what we do.
Common
Language
Support
Resources
A central framework, detailing the
critical ‘day job’ approaches to
marketing that the organization
requires to succeed
A consistent set of terminology,
allowing cross- functional teams to
efficiently and effectively
collaborate across borders and
Franchises
A comprehensive curriculum of
blended learning resources, focused
on the greatest areas of need, to
build team and individual marketing
capability
Marketing
Framework
What is Brand Building the Right Way?
It is this common
‘way’ and language
of brand building
that will help us all
focus on doing the
right things in the
right way, across
functions and
Franchises, and
across Global,
Region and Country,
putting the patient at
the very heart of
what we do.
Common
Language
Support
Resources
A central framework, detailing the
critical ‘day job’ approaches to
marketing that the organization
requires to succeed
A consistent set of terminology,
allowing cross- functional teams to
efficiently and effectively
collaborate across borders and
Franchises
A comprehensive curriculum of
blended learning resources, focused
on the greatest areas of need, to
build team and individual marketing
capability
Marketing
Framework
6
What is the Brand Building Framework?
The Brand Building Framework is built from three
pillars, with a focus on the PATIENT at the heart.
BUILD is about
compelling and
innovative branded
solutions to drive
superior patient
outcomes.
CONNECT
ensures excellent
stakeholder
connection, to
achieve behavior
change and create
shared value.
ANALYZE focuses
on identifying
strategic
opportunities based
on rigorous
analysis.
What is the Brand Building Framework?
The Brand Building Framework is built from three
pillars, with a focus on the PATIENT at the heart.
BUILD is about
compelling and
innovative branded
solutions to drive
superior patient
outcomes.
CONNECT
ensures excellent
stakeholder
connection, to
achieve behavior
change and create
shared value.
ANALYZE focuses
on identifying
strategic
opportunities based
on rigorous
analysis.
Identifying
strategic
opportunities
based on
rigorous
analysis
Analyze
strategic
opportunities
based on
rigorous
analysis
Analyze
Market, Competitor & Portfolio Analysis |
Role within Brand Building the Novartis Way
Where does MARKET, COMPETITOR & PORTFOLIO ANALYSIS fit?
Market, Competitor &
Portfolio Analysis
What are the factors influencing the development
of the market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
Inputs
A1 A2 A3 B4 B5 B6 C7 C8
Who are the patients and how many are
there?
What are the current treatment paradigms?
What external factors will impact the market
development?
What is the current competitive landscape?
What might the market look like in the future
(e.g. patient numbers, future standards of
care, novel therapies)?
ANALYZE | 1 | Market, Competitor & Portfolio Analysis
✓
1
2
3
4
5
► Secondary data providers e.g. IMS, Decision
Resources
► Pipeline data e.g. ADIS, IdDb, Citeline
► Company websites
► Newswire services e.g. Infodesk
► Results of bespoke primary research projects
e.g. brand equity research
► Outputs from internal workshops e.g. future
market scenarios
Critical Questions
Vital Output
Market-based forecasts
That describe both qualitatively and quantitatively
how key market segments will evolve over time
Role within Brand Building the Novartis Way
Where does MARKET, COMPETITOR & PORTFOLIO ANALYSIS fit?
Market, Competitor &
Portfolio Analysis
What are the factors influencing the development
of the market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
Inputs
A1 A2 A3 B4 B5 B6 C7 C8
Who are the patients and how many are
there?
What are the current treatment paradigms?
What external factors will impact the market
development?
What is the current competitive landscape?
What might the market look like in the future
(e.g. patient numbers, future standards of
care, novel therapies)?
ANALYZE | 1 | Market, Competitor & Portfolio Analysis
✓
1
2
3
4
5
► Secondary data providers e.g. IMS, Decision
Resources
► Pipeline data e.g. ADIS, IdDb, Citeline
► Company websites
► Newswire services e.g. Infodesk
► Results of bespoke primary research projects
e.g. brand equity research
► Outputs from internal workshops e.g. future
market scenarios
Critical Questions
Vital Output
Market-based forecasts
That describe both qualitatively and quantitatively
how key market segments will evolve over time
3
2
Market, Competitor & Portfolio Analysis
Opportunity Size
Environmental Analysis
Competitor Scenarios
Future Market Scenarios
Analyze
Identifying strategic
opportunities based
on rigorous analysis
1
A1 A2 A3 B4 B5 B6 C7 C8 ANALYZE | 1 | Market, Competitor & Portfolio Analysis
2
Market, Competitor & Portfolio Analysis
Opportunity Size
Environmental Analysis
Competitor Scenarios
Future Market Scenarios
Analyze
Identifying strategic
opportunities based
on rigorous analysis
1
A1 A2 A3 B4 B5 B6 C7 C8 ANALYZE | 1 | Market, Competitor & Portfolio Analysis
Market, Competitor & Portfolio Analysis |
Role within Brand Building the Novartis Way
Where does MARKET, COMPETITOR & PORTFOLIO ANALYSIS fit?
Market, Competitor &
Portfolio Analysis
What are the factors influencing the development
of the market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
Inputs
A1 A2 A3 B4 B5 B6 C7 C8
Who are the patients and how many are
there?
What are the current treatment paradigms?
What external factors will impact the market
development?
What is the current competitive landscape?
What might the market look like in the future
(e.g. patient numbers, future standards of
care, novel therapies)?
ANALYZE | 1 | Market, Competitor & Portfolio Analysis
✓
1
2
3
4
5
► Secondary data providers e.g. IMS, Decision
Resources
► Pipeline data e.g. ADIS, IdDb, Citeline
► Company websites
► Newswire services e.g. Infodesk
► Results of bespoke primary research projects
e.g. brand equity research
► Outputs from internal workshops e.g. future
market scenarios
Critical Questions
Vital Output
Market-based forecasts
That describe both qualitatively and quantitatively
how key market segments will evolve over time
Role within Brand Building the Novartis Way
Where does MARKET, COMPETITOR & PORTFOLIO ANALYSIS fit?
Market, Competitor &
Portfolio Analysis
What are the factors influencing the development
of the market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
Inputs
A1 A2 A3 B4 B5 B6 C7 C8
Who are the patients and how many are
there?
What are the current treatment paradigms?
What external factors will impact the market
development?
What is the current competitive landscape?
What might the market look like in the future
(e.g. patient numbers, future standards of
care, novel therapies)?
ANALYZE | 1 | Market, Competitor & Portfolio Analysis
✓
1
2
3
4
5
► Secondary data providers e.g. IMS, Decision
Resources
► Pipeline data e.g. ADIS, IdDb, Citeline
► Company websites
► Newswire services e.g. Infodesk
► Results of bespoke primary research projects
e.g. brand equity research
► Outputs from internal workshops e.g. future
market scenarios
Critical Questions
Vital Output
Market-based forecasts
That describe both qualitatively and quantitatively
how key market segments will evolve over time
Market, Competitor & Portfolio Analysis | Overview
What is it and
why is it important?
The MARKET,
COMPETITOR &
PORTFOLIO ANALYSIS
is a thorough
understanding of the
external factors
influencing the
development of a disease
or therapeutic area,
through which current
and future unmet needs
and opportunities are
identified.
What does it include?
Opportunity Size
A forward-looking summary of the epidemiology, treatment
paradigms, diagnosis rates and patient flows & sub- groups,
driving a forecast of the market opportunity
Environmental Analysis
An understanding of the external factors influencing the
development of a market, the competitive environment
Future Market Scenarios
An understanding of the range of possible future market
developments and how company will need to adapt disease
area strategies in order to maximize both access opportunities
and market share growth for its portfolio
Competitor Scenarios
An understanding of the strategic intent of both current and
future competitors, at brand and company portfolio levels, with
an assessment of our and their ability to win in various market
segments
ANALYZE | 1 | Market, Competitor & Portfolio Analysis A1 A2 A3 B4 B5 B6 C7 C8
What is it and
why is it important?
The MARKET,
COMPETITOR &
PORTFOLIO ANALYSIS
is a thorough
understanding of the
external factors
influencing the
development of a disease
or therapeutic area,
through which current
and future unmet needs
and opportunities are
identified.
What does it include?
Opportunity Size
A forward-looking summary of the epidemiology, treatment
paradigms, diagnosis rates and patient flows & sub- groups,
driving a forecast of the market opportunity
Environmental Analysis
An understanding of the external factors influencing the
development of a market, the competitive environment
Future Market Scenarios
An understanding of the range of possible future market
developments and how company will need to adapt disease
area strategies in order to maximize both access opportunities
and market share growth for its portfolio
Competitor Scenarios
An understanding of the strategic intent of both current and
future competitors, at brand and company portfolio levels, with
an assessment of our and their ability to win in various market
segments
ANALYZE | 1 | Market, Competitor & Portfolio Analysis A1 A2 A3 B4 B5 B6 C7 C8
3
Stakeholder Analysis
Unified Patient Journey
Segmentation
Stakeholder Mapping
1
Analyze
Identifying strategic
opportunities based
on rigorous analysis 2
A1 A2 A3 B4 B5 B6 C7 C8 ANALYZE | 2 | Stakeholder Analysis
Stakeholder Analysis
Unified Patient Journey
Segmentation
Stakeholder Mapping
1
Analyze
Identifying strategic
opportunities based
on rigorous analysis 2
A1 A2 A3 B4 B5 B6 C7 C8 ANALYZE | 2 | Stakeholder Analysis
Stakeholder Analysis | Role within Brand Building
Where does STAKEHOLDER ANALYSIS fit?
Market, Competitor &
Portfolio Analysis
What are the factors influencing the development
of the market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
ANALYZE | 2 | Stakeholder Analysis
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
Who are the key stakeholders (physicians,
payors, patients and others as appropriate)?
Is the relationship between all stakeholders
clearly understood, from policy makers
through to individual patient carers? How do
they interact with and affect each other?
What is the patient journey?
How do customers segment?
What are the common characteristics,
unmet needs (both rational and emotional),
values, attitudes and behaviors by
segment?
1
2
3
4
5
► Secondary data providers e.g. IMS, Decision
Resources, Datamonitor
► Results of bespoke primary research projects
e.g. segmentation research
► Outputs from internal workshops e.g. UPJ
workshop, development of systems dynamics
model
Critical Questions
Vital Output
Stakeholder Map and Value Drivers
That explain the changes in stakeholder behavior
required to target a key market opportunity
Where does STAKEHOLDER ANALYSIS fit?
Market, Competitor &
Portfolio Analysis
What are the factors influencing the development
of the market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
ANALYZE | 2 | Stakeholder Analysis
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
Who are the key stakeholders (physicians,
payors, patients and others as appropriate)?
Is the relationship between all stakeholders
clearly understood, from policy makers
through to individual patient carers? How do
they interact with and affect each other?
What is the patient journey?
How do customers segment?
What are the common characteristics,
unmet needs (both rational and emotional),
values, attitudes and behaviors by
segment?
1
2
3
4
5
► Secondary data providers e.g. IMS, Decision
Resources, Datamonitor
► Results of bespoke primary research projects
e.g. segmentation research
► Outputs from internal workshops e.g. UPJ
workshop, development of systems dynamics
model
Critical Questions
Vital Output
Stakeholder Map and Value Drivers
That explain the changes in stakeholder behavior
required to target a key market opportunity
Stakeholder Analysis | Overview
What is it and
why is it important?
STAKEHOLDER ANALYSIS
is about
creating a deep
understanding of all
stakeholders who have an
impact on patient outcomes,
identifying who they are,
their current and future
unmet needs, and better
ways to meet those needs.
What does it include?
Unified Patient Journey
An understanding of how an individual becomes a patient and how
they move through the healthcare system, with points of
interaction with each stakeholder in that journey identified
Segmentation
An understanding of how key stakeholders (patients, physicians
and payors) can be grouped into measured segments with similar
characteristics and needs
Stakeholder Mapping
Identification of key stakeholders relevant to any specific
market opportunity, how they affect decision- making, and the
relationship between them
ANALYZE | 2 | Stakeholder Analysis A1 A2 A3 B4 B5 B6 C7 C8
What is it and
why is it important?
STAKEHOLDER ANALYSIS
is about
creating a deep
understanding of all
stakeholders who have an
impact on patient outcomes,
identifying who they are,
their current and future
unmet needs, and better
ways to meet those needs.
What does it include?
Unified Patient Journey
An understanding of how an individual becomes a patient and how
they move through the healthcare system, with points of
interaction with each stakeholder in that journey identified
Segmentation
An understanding of how key stakeholders (patients, physicians
and payors) can be grouped into measured segments with similar
characteristics and needs
Stakeholder Mapping
Identification of key stakeholders relevant to any specific
market opportunity, how they affect decision- making, and the
relationship between them
ANALYZE | 2 | Stakeholder Analysis A1 A2 A3 B4 B5 B6 C7 C8
Stakeholder Analysis | Unified Patient Journey
What is it and why is it important?
•The UNIFIED PATIENT JOURNEY is an understanding of how an individual becomes a
patient and how they move through the healthcare system with points of interaction with
each stakeholder in that journey identified.
•It uncovers patient and physician segments with the highest unmet needs where we are
able to offer a superior Value Proposition.
•It acts as input to STRATEGIC IMPERATIVES and VALUE PROPOSITIONS developed in
BUILD.
ANALYZE | 2 | Stakeholder Analysis A1 A2 A3 B4 B5 B6 C7 C8
What is it and why is it important?
•The UNIFIED PATIENT JOURNEY is an understanding of how an individual becomes a
patient and how they move through the healthcare system with points of interaction with
each stakeholder in that journey identified.
•It uncovers patient and physician segments with the highest unmet needs where we are
able to offer a superior Value Proposition.
•It acts as input to STRATEGIC IMPERATIVES and VALUE PROPOSITIONS developed in
BUILD.
ANALYZE | 2 | Stakeholder Analysis A1 A2 A3 B4 B5 B6 C7 C8
Analyze
Identifying strategic
opportunities based
on rigorous analysis
2
1
Strategic Opportunities
Strategic Options
Stakeholder Change Plan
Potential Programs
3
A1 A2 A3 B4 B5 B6 C7 C8 ANALYZE | 3 | Strategic Opportunities
Identifying strategic
opportunities based
on rigorous analysis
2
1
Strategic Opportunities
Strategic Options
Stakeholder Change Plan
Potential Programs
3
A1 A2 A3 B4 B5 B6 C7 C8 ANALYZE | 3 | Strategic Opportunities
Where does STRATEGIC OPPORTUNITIES fit?
Market, Competitor &
Portfolio Analysis
What are the factors influencing the development of the
market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet
unmet needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
Strategic Opportunities | Role within Brand Building the Novartis Way
ANALYZE | 3 | Strategic Opportunities
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
What are the options for Novartis to improve
outcomes for key stakeholders?
What changes in stakeholder behavior will
be required for Novartis to be successful?
How will these be achieved?
What are the brand profiles that would
equate to commercial success for each
identified market opportunity in the
future?
1
2
3
► Market based forecasts and scenario
descriptions
► Stakeholder map and value drivers
► Results of bespoke primary research projects
to validate opportunities identified, confirm
behavior change required, and understand
potential trade- off between likely brand
characteristics
Critical Questions
Vital Output
Strategic Options
That describe the portfolio of brands and
approaches Novartis aspires to deliver
Market, Competitor &
Portfolio Analysis
What are the factors influencing the development of the
market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet
unmet needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
Strategic Opportunities | Role within Brand Building the Novartis Way
ANALYZE | 3 | Strategic Opportunities
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
What are the options for Novartis to improve
outcomes for key stakeholders?
What changes in stakeholder behavior will
be required for Novartis to be successful?
How will these be achieved?
What are the brand profiles that would
equate to commercial success for each
identified market opportunity in the
future?
1
2
3
► Market based forecasts and scenario
descriptions
► Stakeholder map and value drivers
► Results of bespoke primary research projects
to validate opportunities identified, confirm
behavior change required, and understand
potential trade- off between likely brand
characteristics
Critical Questions
Vital Output
Strategic Options
That describe the portfolio of brands and
approaches Novartis aspires to deliver
Strategic Opportunities | Overview
What is it and
why is it important?
STRATEGIC
OPPORTUNITIES is
the final element of
ANALYZE, where all
analysis is synthesized into
a set of robust, measured
opportunities and their
critical success factors, to
give a set of strategic
options with their
associated risks and trade-
offs.
What does it include?
Strategic Options
An assessment of potential market opportunities that meet unmet
needs and improve patient outcomes, together with their critical
success factors and possible strategic imperatives needed to
achieve success
Stakeholder Change Plan
A description of any behavior changes required by key
stakeholders to improve patient outcomes for each strategic
option
Potential Programs
This defines the precise clinical attributes of new products that
would meet the unmet needs of our key stakeholders (physicians,
patients and payors) for each strategic option
ANALYZE | 3 | Strategic Opportunities A1 A2 A3 B4 B5 B6 C7 C8
What is it and
why is it important?
STRATEGIC
OPPORTUNITIES is
the final element of
ANALYZE, where all
analysis is synthesized into
a set of robust, measured
opportunities and their
critical success factors, to
give a set of strategic
options with their
associated risks and trade-
offs.
What does it include?
Strategic Options
An assessment of potential market opportunities that meet unmet
needs and improve patient outcomes, together with their critical
success factors and possible strategic imperatives needed to
achieve success
Stakeholder Change Plan
A description of any behavior changes required by key
stakeholders to improve patient outcomes for each strategic
option
Potential Programs
This defines the precise clinical attributes of new products that
would meet the unmet needs of our key stakeholders (physicians,
patients and payors) for each strategic option
ANALYZE | 3 | Strategic Opportunities A1 A2 A3 B4 B5 B6 C7 C8
Compelling
and innovative
branded
solutions to drive
superior patient
outcomes
Build
and innovative
branded
solutions to drive
superior patient
outcomes
Build
The Brand Building the Novartis Way Framework | Build
Engagement Strategy by Stakeholder |
Activity Briefs by Stakeholder
Activity Plan & Execution | KPIs
Lifecycle Maximization | Integrated Solutions
Positioning & Strategic Story |
Value Propositions by Stakeholder |
Branding | Product Design (Packaging)
Vision &Business Objectives | Strategic Choice |
Strategic Imperatives | Target Project Profile
tient Journey | Segmentation | Stakeholder Mapping
Opportunity Size | Environmental Analysis |
Competitor Scenarios | Future Market Scenarios
ions | Stakeholder Change Plan | Potential Programs
Which opportunities will the brand target?
Strategy
What are the factors influencing the development of the market?
Market, Competitor & Portfolio Analys
What are the unmet needs of key stakeholders in the market?
Stakeholder Analysis
ere are the opportunities for Novartis to meet
unmet needs and improve patient outcomes?
Strategic Opportunities
What is the brand’s competitive
advantage in targeting its opportunities?
Brand Proposition
Unified Pa
is
Wh
Strategic Opt
H
ow will the brand’s competitive advantage be
sustained and strengthened over the long term?
Innovation Plan
How will the right levers be most Effectively
deployed to reach stakeholders and execute
the brand strategy?
Cross-Functional Activity Plan
Which are the right levers to convince
stakeholders to use the brand?
Stakeholder Engagement &
Communication Strategy
C8
C7
B5
B6
A3
A1
A2
B4
Engagement Strategy by Stakeholder |
Activity Briefs by Stakeholder
Activity Plan & Execution | KPIs
Lifecycle Maximization | Integrated Solutions
Positioning & Strategic Story |
Value Propositions by Stakeholder |
Branding | Product Design (Packaging)
Vision &Business Objectives | Strategic Choice |
Strategic Imperatives | Target Project Profile
tient Journey | Segmentation | Stakeholder Mapping
Opportunity Size | Environmental Analysis |
Competitor Scenarios | Future Market Scenarios
ions | Stakeholder Change Plan | Potential Programs
Which opportunities will the brand target?
Strategy
What are the factors influencing the development of the market?
Market, Competitor & Portfolio Analys
What are the unmet needs of key stakeholders in the market?
Stakeholder Analysis
ere are the opportunities for Novartis to meet
unmet needs and improve patient outcomes?
Strategic Opportunities
What is the brand’s competitive
advantage in targeting its opportunities?
Brand Proposition
Unified Pa
is
Wh
Strategic Opt
H
ow will the brand’s competitive advantage be
sustained and strengthened over the long term?
Innovation Plan
How will the right levers be most Effectively
deployed to reach stakeholders and execute
the brand strategy?
Cross-Functional Activity Plan
Which are the right levers to convince
stakeholders to use the brand?
Stakeholder Engagement &
Communication Strategy
C8
C7
B5
B6
A3
A1
A2
B4
4
6
5
Build
Compelling and innovative
branded solutions to drive
superior patient outcomes
Strategy
Vision & Business Objectives
Strategic Choice
Strategic Imperatives
Target Project Profile
BUILD | 4 | Strategy A1 A2 A3 B4 B5 B6 C7 C8
6
5
Build
Compelling and innovative
branded solutions to drive
superior patient outcomes
Strategy
Vision & Business Objectives
Strategic Choice
Strategic Imperatives
Target Project Profile
BUILD | 4 | Strategy A1 A2 A3 B4 B5 B6 C7 C8
Strategy | Role within Brand Building the Novartis Way
Where does STRATEGY fit?
Market, Competitor & What are the factors influencing the development of the
Portfolio Analysis market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
BUILD | 4 | Strategy
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
What is the long term ambition for the
brand? Where will it best meet the unmet
needs of the greatest number of
stakeholders?
What are the key sources of growth for the
brand?
Which business priorities must be focussed
on to achieve success?
What clinical claims must the brand be able
to make in order to be commercially
successful?
What is the forecast for the brand? How will
the strategy deliver the forecast?
1
2
3
4
5
► Key Issues and Opportunities
► Strategic Opportunities: Strategic Options, Stakeholder
Change Plan and Potential Programs
► Target Product Profile
► Market-Based Forecasts and Future Market Scenarios
► Cross-functional input
► Results of bespoke primary research projects matching
potential programs against brand’s likely clinical profile
Critical Questions
Vital Output
Strategic Imperatives (see page 67)
That describe the priorities for the brand given likely
market developments and likely brand attributes
described in the TPP
Where does STRATEGY fit?
Market, Competitor & What are the factors influencing the development of the
Portfolio Analysis market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
BUILD | 4 | Strategy
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
What is the long term ambition for the
brand? Where will it best meet the unmet
needs of the greatest number of
stakeholders?
What are the key sources of growth for the
brand?
Which business priorities must be focussed
on to achieve success?
What clinical claims must the brand be able
to make in order to be commercially
successful?
What is the forecast for the brand? How will
the strategy deliver the forecast?
1
2
3
4
5
► Key Issues and Opportunities
► Strategic Opportunities: Strategic Options, Stakeholder
Change Plan and Potential Programs
► Target Product Profile
► Market-Based Forecasts and Future Market Scenarios
► Cross-functional input
► Results of bespoke primary research projects matching
potential programs against brand’s likely clinical profile
Critical Questions
Vital Output
Strategic Imperatives (see page 67)
That describe the priorities for the brand given likely
market developments and likely brand attributes
described in the TPP
Strategy | Overview
What is it and
why is it important?
STRATEGY selects and
builds the long-term
approach for a brand and
defines clear business and
strategic objectives,
leading to optimal patient
outcomes and brand
growth.
What does it include?
Vision & Business Objectives
The long-term ambition for the brand and specific, measurable key
business performance targets
Strategic Choice
The decision on the optimal brand strategy from the strategic
options available, taking into account the overall portfolio and
need to optimize patient outcomes and maximize ROI
Strategic Imperatives
The business priorities needed to succeed with the chosen brand
strategy, that address the brand’s key issues and opportunities
Target Project Profile
A summary of the target product claims and attributes needed to
enter the market, secure access and build brand preference
BUILD | 4 | Strategy A1 A2 A3 B4 B5 B6 C7 C8
What is it and
why is it important?
STRATEGY selects and
builds the long-term
approach for a brand and
defines clear business and
strategic objectives,
leading to optimal patient
outcomes and brand
growth.
What does it include?
Vision & Business Objectives
The long-term ambition for the brand and specific, measurable key
business performance targets
Strategic Choice
The decision on the optimal brand strategy from the strategic
options available, taking into account the overall portfolio and
need to optimize patient outcomes and maximize ROI
Strategic Imperatives
The business priorities needed to succeed with the chosen brand
strategy, that address the brand’s key issues and opportunities
Target Project Profile
A summary of the target product claims and attributes needed to
enter the market, secure access and build brand preference
BUILD | 4 | Strategy A1 A2 A3 B4 B5 B6 C7 C8
6
Build
Compelling and innovative
branded solutions to drive
superior patient outcomes
Brand Proposition
Positioning & Strategic Story
Value Propositions
Branding
Product Design (Packaging)
4
5
A1 A2 A3 B4 B5 B6 C7 C8 BUILD | 5 | Brand Proposition
Build
Compelling and innovative
branded solutions to drive
superior patient outcomes
Brand Proposition
Positioning & Strategic Story
Value Propositions
Branding
Product Design (Packaging)
4
5
A1 A2 A3 B4 B5 B6 C7 C8 BUILD | 5 | Brand Proposition
Brand Proposition | Role within Brand Building the Novartis Way
BUILD | 5 | Brand Proposition
Where does BRAND PROPOSITION fit?
Market, Competitor & What are the factors influencing the development of the
Portfolio Analysis market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in
targeting its opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
How will the brand be positioned?
What features and proven benefits will the
brand offer to key stakeholders?
What will the brand offer that is different
from its key competitors?
Why will the brand be memorable to
stakeholders?
How will packaging design enhance the
value of the brand?
1
2
3
4
5
► Brand Strategic Imperatives
► Unified Patient Journey
► Stakeholder Change Plan
► Cross-functional input
► Results from bespoke primary research e.g.
positioning research, brand identity research,
packaging research
Critical Questions
Vital Output
Value Propositions (see page 68)
That describe why each stakeholder should use
the Novartis brand rather than an alternative
BUILD | 5 | Brand Proposition
Where does BRAND PROPOSITION fit?
Market, Competitor & What are the factors influencing the development of the
Portfolio Analysis market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in
targeting its opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
How will the brand be positioned?
What features and proven benefits will the
brand offer to key stakeholders?
What will the brand offer that is different
from its key competitors?
Why will the brand be memorable to
stakeholders?
How will packaging design enhance the
value of the brand?
1
2
3
4
5
► Brand Strategic Imperatives
► Unified Patient Journey
► Stakeholder Change Plan
► Cross-functional input
► Results from bespoke primary research e.g.
positioning research, brand identity research,
packaging research
Critical Questions
Vital Output
Value Propositions (see page 68)
That describe why each stakeholder should use
the Novartis brand rather than an alternative
Brand Proposition | Overview
What is it and
why is it important?
BRAND PROPOSITION
focuses on building
sustainable and
differentiated products
and brands that meet the
needs of all our key
stakeholders and provide
superior value for
patients, customers and
company
What does it include?
Positioning & Strategic Story A differentiated and sustainable
position that the brand wants to occupy in the minds of the target
customers
Value Propositions by Stakeholder The set of clinical and non-
clinical benefits, aligned with the positioning, that the brand
promises to deliver to each key stakeholder
Branding
A strong and memorable visual and verbal identity for the brand
Product Design (Packaging) Design of primary and secondary
packaging & dispensing systems, incorporating the brand
identity
BUILD | 5 | Brand Proposition A1 A2 A3 B4 B5 B6 C7 C8
What is it and
why is it important?
BRAND PROPOSITION
focuses on building
sustainable and
differentiated products
and brands that meet the
needs of all our key
stakeholders and provide
superior value for
patients, customers and
company
What does it include?
Positioning & Strategic Story A differentiated and sustainable
position that the brand wants to occupy in the minds of the target
customers
Value Propositions by Stakeholder The set of clinical and non-
clinical benefits, aligned with the positioning, that the brand
promises to deliver to each key stakeholder
Branding
A strong and memorable visual and verbal identity for the brand
Product Design (Packaging) Design of primary and secondary
packaging & dispensing systems, incorporating the brand
identity
BUILD | 5 | Brand Proposition A1 A2 A3 B4 B5 B6 C7 C8
Innovation Plan
Lifecycle Maximization
Integrated Solutions
5
4
6
Build
Compelling and innovative
branded solutions to drive
superior patient outcomes
A1 A2 A3 B4 B5 B6 C7 C8 BUILD | 6 | Innovation Plan
Lifecycle Maximization
Integrated Solutions
5
4
6
Build
Compelling and innovative
branded solutions to drive
superior patient outcomes
A1 A2 A3 B4 B5 B6 C7 C8 BUILD | 6 | Innovation Plan
Innovation Plan | Role within Brand Building
BUILD | 6 | Innovation Plan
Where does INNOVATION PLAN fit?
Market, Competitor & What are the factors influencing the development of the
Portfolio Analysis market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be
sustained and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
What added value services can be
developed to sit alongside the brand and
further improve its value to stakeholders
e.g. diagnostic tools, aids to improve
adherence, portfolio solutions for payors?
What other market opportunities will the
brand be able to exploit e.g. other patient
groups, other formulation/administration
options, other disease areas?
How can Novartis plan to maximize the NPV
of the brand, prolonging the patent life and
managing the impact of generic
competition?
1
2
3
► Future Market Scenarios
► Unified Patient Journey
► Value Propositions By Stakeholder
► Cross-functional input e.g. ideation workshops
► Output from Lifecycle Maximization Tools
Critical Questions
Vital Output
Lifecycle Maximization Roadmap (see page 69)
That describes how the brand’s profile needs to
evolve in order to maximize ROI
BUILD | 6 | Innovation Plan
Where does INNOVATION PLAN fit?
Market, Competitor & What are the factors influencing the development of the
Portfolio Analysis market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be
sustained and strengthened over the long term?
Stakeholder Engagement &
Communication Strategy
Which are the right levers to convince stakeholders to use
the brand?
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
What added value services can be
developed to sit alongside the brand and
further improve its value to stakeholders
e.g. diagnostic tools, aids to improve
adherence, portfolio solutions for payors?
What other market opportunities will the
brand be able to exploit e.g. other patient
groups, other formulation/administration
options, other disease areas?
How can Novartis plan to maximize the NPV
of the brand, prolonging the patent life and
managing the impact of generic
competition?
1
2
3
► Future Market Scenarios
► Unified Patient Journey
► Value Propositions By Stakeholder
► Cross-functional input e.g. ideation workshops
► Output from Lifecycle Maximization Tools
Critical Questions
Vital Output
Lifecycle Maximization Roadmap (see page 69)
That describes how the brand’s profile needs to
evolve in order to maximize ROI
Innovation Plan | Overview
What is it and
why is it important?
INNOVATION PLAN is
where we design
innovative new solutions
both in the product
portfolio and in related
service offerings that
create long-term value for
our patients and
customers, and for
company.
What does it include?
Lifecycle Maximization
A long-term strategic roadmap for a brand to maximize NPV and
optimize protection over the lifetime of the brand
Integrated Solutions
A series of integrated added value service offerings that increase
value for customers and strengthen the brand’s performance in
the market
BUILD | 6 | Innovation Plan A1 A2 A3 B4 B5 B6 C7 C8
What is it and
why is it important?
INNOVATION PLAN is
where we design
innovative new solutions
both in the product
portfolio and in related
service offerings that
create long-term value for
our patients and
customers, and for
company.
What does it include?
Lifecycle Maximization
A long-term strategic roadmap for a brand to maximize NPV and
optimize protection over the lifetime of the brand
Integrated Solutions
A series of integrated added value service offerings that increase
value for customers and strengthen the brand’s performance in
the market
BUILD | 6 | Innovation Plan A1 A2 A3 B4 B5 B6 C7 C8
53
Connec
t
Excellent
stakeholder
connection, to
achieve behavior
change & create
shared value
Connec
t
Excellent
stakeholder
connection, to
achieve behavior
change & create
shared value
54
The Brand Building the Right Way Framework | Connect
Engagement Strategy by Stakeholder |
Activity Briefs by Stakeholder
Activity Plan & Execution | KPIs
Lifecycle Maximization | Integrated Solutions
Positioning & Strategic Story |
Value Propositions by Stakeholder |
Branding | Product Design (Packaging)
Vision &Business Objectives | Strategic Choice |
Strategic Imperatives | Target Project Profile
tient Journey | Segmentation | Stakeholder Mapping
Opportunity Size | Environmental Analysis |
Competitor Scenarios | Future Market Scenarios
ions | Stakeholder Change Plan | Potential Programs
Which opportunities will the brand target?
Strategy
What are the factors influencing the development of the market?
Market, Competitor & Portfolio Analys
What are the unmet needs of key stakeholders in the market?
Stakeholder Analysis
ere are the opportunities for Novartis to meet
unmet needs and improve patient outcomes?
Strategic Opportunities
What is the brand’s competitive
advantage in targeting its opportunities?
Brand Proposition
Unified Pa
is
Wh
Strategic Opt
H
ow will the brand’s competitive advantage be
sustained and strengthened over the long term?
Innovation Plan
How will the right levers be most Effectively
deployed to reach stakeholders and execute
the brand strategy?
Cross-Functional Activity Plan
Which are the right levers to convince
stakeholders to use the brand?
Stakeholder Engagement &
Communication Strategy
C8
C7
B5
B6
A3
A1
A2
B4
The Brand Building the Right Way Framework | Connect
Engagement Strategy by Stakeholder |
Activity Briefs by Stakeholder
Activity Plan & Execution | KPIs
Lifecycle Maximization | Integrated Solutions
Positioning & Strategic Story |
Value Propositions by Stakeholder |
Branding | Product Design (Packaging)
Vision &Business Objectives | Strategic Choice |
Strategic Imperatives | Target Project Profile
tient Journey | Segmentation | Stakeholder Mapping
Opportunity Size | Environmental Analysis |
Competitor Scenarios | Future Market Scenarios
ions | Stakeholder Change Plan | Potential Programs
Which opportunities will the brand target?
Strategy
What are the factors influencing the development of the market?
Market, Competitor & Portfolio Analys
What are the unmet needs of key stakeholders in the market?
Stakeholder Analysis
ere are the opportunities for Novartis to meet
unmet needs and improve patient outcomes?
Strategic Opportunities
What is the brand’s competitive
advantage in targeting its opportunities?
Brand Proposition
Unified Pa
is
Wh
Strategic Opt
H
ow will the brand’s competitive advantage be
sustained and strengthened over the long term?
Innovation Plan
How will the right levers be most Effectively
deployed to reach stakeholders and execute
the brand strategy?
Cross-Functional Activity Plan
Which are the right levers to convince
stakeholders to use the brand?
Stakeholder Engagement &
Communication Strategy
C8
C7
B5
B6
A3
A1
A2
B4
55
Stakeholder Engagement &
Communication Strategy
Engagement Strategy
Activity Briefs
7
Connect
Excellent stakeholder
connection, to achieve
behaviour change and
create shared value
8
A1 A2 A3 B4 B5 B6 C7 C8 CONNECT | 7 | Stakeholder Engagement & Communication Strategy
Stakeholder Engagement &
Communication Strategy
Engagement Strategy
Activity Briefs
7
Connect
Excellent stakeholder
connection, to achieve
behaviour change and
create shared value
8
A1 A2 A3 B4 B5 B6 C7 C8 CONNECT | 7 | Stakeholder Engagement & Communication Strategy
56
Stakeholder Engagement & Communication Strategy |
Role within Brand Building the Novartis Way
Where does STAKEHOLDER ENGAGEMENT & COMMUNICATION STRATEGY fit?
Market, Competitor & What are the factors influencing the development of the
Portfolio Analysis market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Which are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Which are the right levers to convince stakeholders to
use the brand?
Stakeholder Engagement &
Communication Strategy
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
CONNECT | 7 | Stakeholder Engagement & Communication Strategy
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
What are the messages that stakeholders
need to believe about the brand? How will
these need to change over time? What are
the key barriers?
What are the key stakeholder engagement
tasks required to change behavior?
What is the role of each engagement lever
and channel in engaging the key
stakeholders?
How should Novartis best organize to
ensure wide and ready access to the brand?
Which are the brand’s Key Accounts and/or
Centers?
1
2
3
► Stakeholder Map and Change Plan
► Strategic Imperatives and Objectives
► Brand Positioning and Lifecycle Maximization
Roadmap
► Cross-functional input
► Bespoke primary research to guide communication plan
development
► Local understanding of access requirements
► Integrated Go-To-Market Model
Critical Questions
Vital Output
Engagement Objectives by Stakeholder (see page 70)
That explain in detail how brand use is to be facilitated at a
local level (product and service solutions, access & pricing,
communication, evidence generation)
4
5
Stakeholder Engagement & Communication Strategy |
Role within Brand Building the Novartis Way
Where does STAKEHOLDER ENGAGEMENT & COMMUNICATION STRATEGY fit?
Market, Competitor & What are the factors influencing the development of the
Portfolio Analysis market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Which are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Which are the right levers to convince stakeholders to
use the brand?
Stakeholder Engagement &
Communication Strategy
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
CONNECT | 7 | Stakeholder Engagement & Communication Strategy
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
What are the messages that stakeholders
need to believe about the brand? How will
these need to change over time? What are
the key barriers?
What are the key stakeholder engagement
tasks required to change behavior?
What is the role of each engagement lever
and channel in engaging the key
stakeholders?
How should Novartis best organize to
ensure wide and ready access to the brand?
Which are the brand’s Key Accounts and/or
Centers?
1
2
3
► Stakeholder Map and Change Plan
► Strategic Imperatives and Objectives
► Brand Positioning and Lifecycle Maximization
Roadmap
► Cross-functional input
► Bespoke primary research to guide communication plan
development
► Local understanding of access requirements
► Integrated Go-To-Market Model
Critical Questions
Vital Output
Engagement Objectives by Stakeholder (see page 70)
That explain in detail how brand use is to be facilitated at a
local level (product and service solutions, access & pricing,
communication, evidence generation)
4
5
57
Stakeholder Engagement & Communication Strategy |
Overview
What is it and
why is it important?
The STAKEHOLDER
ENGAGEMENT &
COMMUNICATION
STRATEGY
outlines our approach to
engaging target
stakeholders at both
functional and local level in
order to drive the behavior
change that most benefits
patients, and therefore
initiates detailed CROSS-
FUNCTIONAL ACTIVITY
PLANS.
What does it include?
Engagement Strategy by Stakeholder An aligned cross-
functional strategy to achieve the target behavior change by
stakeholder
Activity Briefs by Stakeholder The translation of the
engagement strategy into a set of clear briefs by
stakeholder which initiate tactical activity planning and
development
CONNECT | 7 | Stakeholder Engagement & Communication Strategy A1 A2 A3 B4 B5 B6 C7 C8
Stakeholder Engagement & Communication Strategy |
Overview
What is it and
why is it important?
The STAKEHOLDER
ENGAGEMENT &
COMMUNICATION
STRATEGY
outlines our approach to
engaging target
stakeholders at both
functional and local level in
order to drive the behavior
change that most benefits
patients, and therefore
initiates detailed CROSS-
FUNCTIONAL ACTIVITY
PLANS.
What does it include?
Engagement Strategy by Stakeholder An aligned cross-
functional strategy to achieve the target behavior change by
stakeholder
Activity Briefs by Stakeholder The translation of the
engagement strategy into a set of clear briefs by
stakeholder which initiate tactical activity planning and
development
CONNECT | 7 | Stakeholder Engagement & Communication Strategy A1 A2 A3 B4 B5 B6 C7 C8
60
7
8
Cross-Functional Activity Plan
Activity Plan & Execution
KPIs
Connect
Excellent stakeholder
connection, to achieve
behaviour change and
create shared value
A1 A2 A3 B4 B5 B6 C7 C8 CONNECT | 8 | Cross-Functional Activity Plan
7
8
Cross-Functional Activity Plan
Activity Plan & Execution
KPIs
Connect
Excellent stakeholder
connection, to achieve
behaviour change and
create shared value
A1 A2 A3 B4 B5 B6 C7 C8 CONNECT | 8 | Cross-Functional Activity Plan
61
Cross-Functional Activity Plan |
Role within Brand Building
CONNECT | 8 | Cross-Functional Activity Plan
Where does CROSS-FUNCTIONAL ACTIVITY PLAN fit?
Market, Competitor & What are the factors influencing the development of the
Portfolio Analysis market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Which are the right levers to convince stakeholders to
use the brand?
Stakeholder Engagement &
Communication Strategy
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
What is the detailed plan for each function
at a local level to execute the brand
strategy?
How will all activities combine to deliver the
overall Stakeholder Engagement &
Communication Strategy?
What new roles are required to deliver the
functional plans?
How will the brand’s performance be
measured, tracked and maintained?
1
2
3
► Engagement Strategy and Objectives by
Stakeholder
► Activity Briefs
► Advice from specialist agencies
► Best practice examples (both internal and
external)
► Identification and data collection plans for KPI
measures (might be through primary or
secondary research)
Critical Questions
Vital Output
Tactical programs and time plans by function
That detail the day to day execution of the
strategy
4
Cross-Functional Activity Plan |
Role within Brand Building
CONNECT | 8 | Cross-Functional Activity Plan
Where does CROSS-FUNCTIONAL ACTIVITY PLAN fit?
Market, Competitor & What are the factors influencing the development of the
Portfolio Analysis market?
Stakeholder Analysis
What are the unmet needs of key stakeholders in the
market?
Strategic Opportunities
Where are the opportunities for Novartis to meet unmet
needs and improve patient outcomes?
Strategy Which opportunities will the brand target?
Brand Proposition
What is the brand’s competitive advantage in targeting its
opportunities?
Innovation Plan
How will the brand’s competitive advantage be sustained
and strengthened over the long term?
Which are the right levers to convince stakeholders to
use the brand?
Stakeholder Engagement &
Communication Strategy
Cross-Functional Activity
Plan
How will the right levers be most effectively deployed to
reach stakeholders and execute the brand strategy?
ANALYZE
BUILD
CONNECT
✓
A1 A2 A3 B4 B5 B6 C7 C8
Inputs
What is the detailed plan for each function
at a local level to execute the brand
strategy?
How will all activities combine to deliver the
overall Stakeholder Engagement &
Communication Strategy?
What new roles are required to deliver the
functional plans?
How will the brand’s performance be
measured, tracked and maintained?
1
2
3
► Engagement Strategy and Objectives by
Stakeholder
► Activity Briefs
► Advice from specialist agencies
► Best practice examples (both internal and
external)
► Identification and data collection plans for KPI
measures (might be through primary or
secondary research)
Critical Questions
Vital Output
Tactical programs and time plans by function
That detail the day to day execution of the
strategy
4
62
Cross-Functional Activity Plan | Overview
What is it and
why is it important?
The CROSS-FUNCTIONAL
ACTIVITY PLAN is a
detailed tactical plan by
key commercial function,
outlining how to deliver
against the
ENGAGEMENT
STRATEGY at a
local level.
What does it include?
Activity Plan & Execution
A fully detailed tactical activity plan by stakeholder to reach and
engage our target audiences at the right time, in the right place, in
the right way with the right message
KPIs
Measures of success to help measure and track a brand’s
performance and activities against its objectives and strategic
imperatives
CONNECT | 8 | Cross-Functional Activity Plan A1 A2 A3 B4 B5 B6 C7 C8
Cross-Functional Activity Plan | Overview
What is it and
why is it important?
The CROSS-FUNCTIONAL
ACTIVITY PLAN is a
detailed tactical plan by
key commercial function,
outlining how to deliver
against the
ENGAGEMENT
STRATEGY at a
local level.
What does it include?
Activity Plan & Execution
A fully detailed tactical activity plan by stakeholder to reach and
engage our target audiences at the right time, in the right place, in
the right way with the right message
KPIs
Measures of success to help measure and track a brand’s
performance and activities against its objectives and strategic
imperatives
CONNECT | 8 | Cross-Functional Activity Plan A1 A2 A3 B4 B5 B6 C7 C8
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Right way
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