Pharmaceutical brand development is evolving
Pharmaceutical brand development reminds us of a story. Some years ago, a nationally known lecturer was losing his hair. Ironically, he was so consumed with hair loss — and so much in denial — that he considered himself to be a man who had hair. He subconsciously filtered out advertising directed toward bald men because “they couldn’t be talking to me.”
This little confession has significant meaning for pharmaceutical brand development marketers looking to steal market share. If your brand is about hair replacement or augmentation, you understand that the marketing is only trying to convince the customer to fight his baldness.
But pharmaceutical brands and subsequent pharmaceutical brand development are losing business to the market leader. Because they are all standing in the same pharmaceutical brand position.
What should all pharmaceutical brand development do?
There is a better way. Think of establishing a pharmaceutical brand position in relation to the customer’s decision making.
Why not talk to the balding man through pharmaceutical brand development before he thinks he’s bald? Catching him earlier in his decision process? Taking unique pharmaceutical brand development positions is something pharmaceutical marketers do not do often enough.
Which can leave them chasing the market leader with brand strategies that only resemble what the market leader is already doing.
The other pharmaceutical brands have not given the customer a reason to choose otherwise. Because the entire pharma category of medical brands is fighting at precisely the same location. The same location on the pharmaceutical decision landscape. And at the point after he has “decided to fight baldness.”
A different type of pharmaceutical brand development
What if you positioned your pharmaceutical brand in his mind before he made that decision? View the pharmaceutical brand development differently.
If you are outspent by the market leader, you are probably not as well known. But if you change the playing field to your brand’s advantage, instead of hitting the competitors head-on, you can steal share.
Evaluate the opportunities from the user’s viewpoint. Move farther up in the decision-making process and consider the possibilities from his point of view, from the outside in.
Back to hair loss…
Let’s look at the hair restoration business again. But this time from the perspective of the customer.
Hair loss does not usually happen overnight. It is a gradual process the customer is learning to live with — albeit grudgingly. Eventually, he may even convince himself that it’s not really happening.
However, most pharmaceutical brands start from the wrong precept (the basic belief of the customer that directs him to choose). The pharmaceutical brands and all the current pharmaceutical brand development think he believes he is bald. So, they promise him that he will look and feel younger, meet an attractive woman, or keep the one he’s got. He will change his baldness.
That kind of marketing approach is wrong. Wrong if you want to increase your market share.
For one thing, all the brand messages are saying the same thing. Think of it like players on a basketball court. Everyone is standing at the same position in order to grab a rebound.
In that case, who’s going to get the rebound? The market leader.
Pharmaceutical brand development. Take action.
So you must choose whether to continue playing in the same position as everyone else. Or analyze the playing field and position yourself more strategically in your pharmaceutical brand development.
The battle for pharmaceutical business and pharmaceutical brand identity needs to be closer to the point of contemplation. It MUST be about what is happening and not at the traditional point of taking action.
He tries to deny the loss by combing his hair over the top of his head, wearing a hat, and testing any number of compensations long before he decides to wear a toupee. Or get a hair weave, or get a transplant.
That’s the point at which to catch his attention. When he still thinks he is not a bald man.
When forming your brand strategy, select a precept that’s positioned against everyone else. EVERYONE else in the pharmaceutical category. And has REAL meaning to the customer. (Tested through research.)
Beliefs are key
The research, if conducted properly, should reveal the most emotionally intensive precept in context of hair loss. In this case, it could be that he does not wish to admit that he is bald.
He believes that no one notices because he has carefully taken measures to fake it. He is not a bald man.
Therefore, if you want to get his attention, don’t tell him your product is for balding men. Tell him your brand is for men who are not bald because he has been filtering out those messages for balding men.
He is a man with hair. If you tell him your brand is for men who have hair, you have his attention, you have gotten to him before your competition. You have stationed yourself in the most advantageous pharmaceutical brand position to get the rebound. That’s stealing share.