PHARMACEUTICAL MARKETING AND

PROMOTION
 Market
Situational Analysis
 Situation Analysis (SA)
• is a comprehensive assessment of a company's current market position,
both internally and externally, to identify opportunities and threats and
inform strategic decision-making.

• It involves analyzing internal factors like company resources and capabilities,

and external factors such as market trends, customer behavior, and
competitive landscape.

• It includes looking at several aspects of your business to help you make

informed decisions as you grow your business.
 SA…
• So why is SA so important to project planning and marketing strategies?

• Think of it this way: companies typically launch new projects or initiatives to

build a new product, improve an existing one, or help connect their products
to new and existing customers.

• But what happens if you do connect with customers and they don’t want or
need your product?
That’s months (may be years) of work down the drain.
 SA…
• While there’s no way to ensure the success of a product, SA gives you the
information you need to guide your business in the right direction.

• SA is basically a methodical look at the internal and external factors

influencing your business at any given moment.

• These factors might include customers, competitors, the market environment,

and your business’s capabilities.

• By examining these elements of your business and its environment, you can
identify strengths and weaknesses as well as potential areas of growth.
Situation analysis
 Factors to consider in situation analysis
• As you perform SA, you should consider:
Product situation
Competitive situation
Distribution situation/Supply chain
Environmental factors
Opportunity and issue analysis
Factors to consider in SA….
 Product situation: what is your current product?
 As you evaluate your current product, remember to also include any
additional services you provide customers.
 Is your customer service top-notch? Because that certainly influences
your product’s situation.
 Every SA involves understanding the company’s current products and
how they meet the needs of its customers

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 Factors…
 Competitive situation: SA wouldn’t be complete without performing
some form of competitor analysis.
Your marketing strategy and business plan should always take competitors into
consideration, and to do that, you’ll have to analyze where your competitors stand.

Examining the competition can help companies make decisions regarding

factors like pricing, marketing, and organization.

VRIO analysis can be a great tool for identifying long-term

competitive advantage.
 Factors…
 Distribution situation/Supply chain: How do you get your product to
customers?
• This could be the app store, physical stores, etc.

Review your distribution situation in terms of how you get your

products to market
• Such as through distributers or other intermediaries

Your distribution mechanism can make or break your business—it is,

after all, where you actually reach customers.
 Factors…
• Including distribution situation in your SA can help you identify ways to
better reach, engage, and retain customers.

• Analyzing a company’s distribution situation involves examining its

relationship with its distributors, suppliers, and retailers and can help
identify ways to improve strategic partnerships.
 Factors…
 Environmental factors: can be both internal and external.

Internal environmental factors might include poor inter-company

communication or changes in leadership and structure, HR, finance.

External environmental factors are often wide-reaching: Sociological factors,

legal restrictions, climate change, government policies, and economic
changes, etc.

Determine the internal and external factors that could impact your
business’s performance
 Factors…
 Opportunity and issue analysis: As you consider each of the previous
situations, you’ll likely begin to identify your business’s strengths and
weaknesses, and with those, opportunities and threats.

Conduct environmental scanning analysis (SWOT analysis) to

determine any strengths, weaknesses, opportunities and threats that
may affect your organization and its performance.
Situation Analysis Tools
• There are five types of analysis/tools typically used for SA:
1. SWOT analysis
2. PESTLE analysis
3. Porter’s Five Forces
4. 5C analysis, and
5. VRIO analysis.
 SWOT analysis
• Examines the Strengths and Weaknesses of a company (internal
environment) as well as the Opportunities and Threats within the market
(external environment).

• A SWOT analysis looks at both current and future situations, where they
analyze their current strengths and weaknesses while looking for future
opportunities and threats.
 SWOT Analysis…
• The goal is to build on strengths as much as possible while reducing
weaknesses.

• A future threat can be a potential weakness while a future opportunity

can be a potential strength.

• This analysis helps a company come up with a plan that keeps it prepared
for a number of potential scenarios.
 PESTLE analysis
• Each factor corresponds to a category of external factors that might influence
a business: P-political, E-economic, S-social, T-technological, L-legal, and E-
environmental factors

A PESTLE analysis is a framework or tool used to analyse and monitor the

external environment factors which have an impact on an organisation.
 PESTLE analysis…
 Political factors: These are all about how and to what degree a
government intervenes in the economy.

This can include – government policy, political stability or instability in

overseas markets, foreign trade policy, tax policy, labour law,
environmental law, trade restrictions and so on.

It is clear from the list above that political factors often have an
impact on organisations and how they do business.
 PESTLE analysis…
Organisations need to be able to respond to the current and
anticipated future legislation, and adjust their approach and policy
accordingly.
 PESTLE analysis…

 Economic factors: have a significant impact on how an organisation

does business and also how profitable they are.

 Factors include:
economic growth
interest rates
exchange rates,
inflation, disposable income of consumers and businesses and so on.
 PESTLE analysis…
 Social factors: Also known as socio-cultural factors,
they are the areas that involve the shared belief and attitudes of the population
Social factors look at trends such as lifestyle factors, cultural norms and
expectations such as career attitudes and work-life balance.
It also concerns itself with consumer tastes and buying habits as well as
population demographics.
These factors are of particular interest as they have a direct effect on how we
understand customers and what drives them.
 PESTLE analysis…
 Technological factors: affect the way we do business in a number of
ways, including new ways of producing and distributing goods and
services and communicating with target audiences.
Are vital for competitive advantage
o Includes:
 E-commerce
 Social Media
 Electronic Media
 Research and Development
 Rate of technological change
 Fields of robotics and artificial intelligence
 PESTLE analysis…
 Environmental factors: Does your business have a direct impact on the
environment?

Political sanctions now govern carbon emissions and a move towards

sustainable resources such as wind turbines and recycling.

Are there environmental regulations that impact your industry?

• Competitive advantage

• Waste disposal

• Energy consumption

• Pollution monitoring, etc.

 PESTLE analysis…
 Legal Factors: include - health and safety, equal opportunities,
advertising standards, consumer rights and laws, product labelling and
product safety.

It is clear that companies need to know what is and what is not legal
in order to trade successfully.

If an organisation trades globally this becomes a very tricky area to get right
as each country has its own set of rules and regulations.
PESTLE analysis…
• By analysing those factors(PESTLE factors), organisations can assess
any risks specific to their industry and organisation, and make
informed decisions.

• PESTLE analysis can also highlight the potential for additional costs,
and prompt further research to be built into future plans.
 5C analysis
Is one of the most popular and useful frameworks in understanding
internal and external environments.

Includes: Company, Customers, Competitors, Collaborators and Climate

The integrated analysis covers the most important areas of marketing

(5Cs), and the insights generated can help identify the key problems and
challenges facing the organization.
 5C analysis…
Company —The company analysis studies an organization’s vision,
strategies, capabilities, product line, technology, culture, and objectives.

• It is useful in understanding the existing and potential problems with the

company’s business.

Customers —Understanding customers is a key part of SA.

• It involves knowing the target audience, their behavior, market size,

market growth, buying patterns, average purchase size, frequency of
purchase, and preferred retail channels.
 5C analysis…
Competitors —Competitor analysis is critical in understanding the external
environment in which the firm operates.

• This analysis involves knowing the competitors’ strengths, weaknesses,

positioning, market share, and upcoming initiatives.
 5C analysis…
Collaborators —Collaborators are the external stakeholders who team
up with the organization in a mutually beneficial partnership.
• Agencies, suppliers, distributors, and business partners are typical collaborators.

It is important to understand their capabilities, performances, and

issues to better identify business problems.
 5C analysis…

Climate —Climate analysis is the evaluation of the macro-environmental

factors affecting the business.

• PESTLE analysis can be used to analyze climate—

 political, economic, social/cultural, technological, legal, and environmental
scenarios are included in PESTLE.
Porter’s Five Forces analysis
Porter's Five Forces Analysis for the Pharmaceutical Industry
1. Threats of entry posed by new or potential competitor
2. Degree of rivalry among existing firms
3. Bargaining power of buyers
4. Bargaining power of suppliers
5. Threat of substitute products

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1. Threats of entry posed by new or potential competitor
• High entry barriers due to costs associated with R & D of new drugs
• distribution product differentiation - established products, brands and
relationships
• capital requirements and financial resources
• access to distribution channels: preferred arrangements
• regulatory policy: patents, regulatory standards
• Switching costs - employee retraining, new equipment, technical assistance
 If the barriers are high and/or the newcomer expects sharp retaliation from
entrenched competitors, then the threat of entry is low
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2. Degree of rivalry among existing firms
• Pharmaceutical industry is one of the most competitive industries in the world.
• Most of the players in the industry have been here for a long time and are
well recognized globally.
• The profit margins are high, there are a large number of small and large sized
players, and strict gov’t regulations make it a very competitive industry.
• High rivalry among main companies in the industry.
• E.g. the current rivalry in the ED space where Bayer & GSK claim that Levitra
works faster or Eli Lilly & ICOS claim that Cialis works longer than Pfizer’s
Viagra
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3. Bargaining power of buyers
• Hospitals & other health care organizations buy in bulk quantities and exert
pressure on pharmaceutical companies to keep prices in check
• Regular patients have lost bargaining power due to price increases in generic
drugs
• The bargaining power of buyers is a MEDIUM competitive force.
• A buyer is powerful in the following situations:
1. when they purchase large volumes,
2. when they buy your products from other suppliers because they are
standardized
3. when they are knowledgeable and make demands based on this knowledge.
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4. Bargaining power of suppliers
• Pharmaceutical industry requires raw material for the drugs
• The second requirement is technology for the manufacturing and
production plants
• The third element the suppliers provide is the packaging material
• All of these are supplies that a number of suppliers are willing to provide
• Thus, they are in no position to bargain or attempt to influence the
market prices
• Thus, the suppliers in pharmaceutical industry have very low bargaining
power.
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5. Threat of substitute products
• The threat of substitution is higher in unbranded markets where one
generic can be substituted by another by the pharmacists.
• In branded markets and for biosimilars, it is the doctor or physician
who can substitute one drug for another.
• The effect of substitutes is dependent on the individual drug.
• Overall, there is a first mover/creator advantage but as time goes on,
chances of a substitute increase exponentially.
• Thus, threat of substitution is somewhat HIGH

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 VRIO analysis
A VRIO (Value, Rareness, Imitability, and Organization) analysis is an effective
tool for taking a deeper look at a company’s resources and competitive
advantages.

 VRIO analysis is a way to identify which resources must be in place for a

business to have a long-term competitive advantage in their sector.

is based on analysing whether a resource is valuable, rare and imitable and
whether the organisation is taking advantage of the resource.

It considers factors such as financial resources, human resources, intellectual

property, and material goods.
 VRIO analysis cont…
To undertake a VRIO analysis as a business, you need to be able to ask
the following questions:
● Is the resource, service or capability valuable?
● Is the resource, service or capability rare?
● Is the resource, service or capability costly to imitate?
● and from these . . . is your business or organisation organised to capture the
value?

Only if you can answer yes to all of these questions you have a true
sustained competitive advantage.
 VRIO analysis…
Valuable: A resource is valuable if it can be used, for example, to
increase market share, achieve a cost advantage or charge a premium
price (these features of a resource are not mutually exclusive, and
hence a resource may have multiple attributes).

Barney suggests that this question has to be answered first because a

resource that is not valuable or is irrelevant cannot be a source of
competitive advantage.
 VRIO analysis…
Rare: If a valuable resource is not available to all competitors it is “rare”
and therefore a potential source of competitive advantage.

• Rarity is important because if competitors possess the same resources,

there is no inherent advantage in those resources.

• Of course different businesses can configure the same resources

differently to achieve competitive advantage, but this is not the focus of
the resource-based view of the firm.
 VRIO analysis…
Imitable: If a resource is not readily copied or imitable, then the
resource is a potential source of competitive advantage.

To be advantageous the resource must be difficult or expensive for

competitors to imitate or acquire, such as brand recognition/perception.

If a resource is easy to imitate it offers only a temporary advantage, not

a sustainable one.
 VRIO analysis…

Organisation: A business must be capable of taking advantage of the

resources at its disposal.

• If a resource is available, rare and difficult to imitate, a business must be

able to exploit it, otherwise it is of little use.
This may require reorganising the business.
 Feasibility study
• It analyses whether the proposed business ideas will succeed or fail.

• It determines the practicality by assessing the opportunities and threats

of the proposed plan.

• It is designed to provide an overview of the primary issues related to a

business idea.

• The purpose is to identify any make or break issues that would prevent
your business from being successful in the marketplace.
It determines whether the business idea makes sense.
 Feasibility study…
A thorough feasibility analysis provides a lot of information necessary for the
business plan.

This information provides the basis for the market section of the business
plan.

Because putting together a business plan is a significant investment of time

and money, you want to make sure that there are no major roadblocks facing
your business idea before you make that investment.

Identifying such roadblocks is the purpose of a feasibility study.

 Feasibility study…
A feasibility study looks at three major areas:
a. Market issues
b. Organizational/technical issues
c. Financial issues
It is crucial to check whether the proposed business plan is within the achievable
limits of a company.
The companies can do studies regarding resources, return on investment, technical
capabilities, organizational competencies, whether they can complete the plan
within a proposed time frame, etc.
 Feasibility study…
A feasibility study is not necessary unless there is a REAL problem.

The problem must be:

a. Defined, understood, described and quantified,

b. Significant, broad and large enough to warrant action,

c. Capable of solution from purely economical and financial point of view,

d. Economically and socially (cultural/anthropological) fitting...capable of being

considered a reasonable solution by actors.
 Feasibility study…
There are different types of studies to check feasibility, such as:
technical feasibility,
market feasibility,
organization feasibility, and
financial feasibility,

These studies help a company determine the viability of a business plan.

 Feasibility study…
They reveal the return on investment, the risk involved, methods of
mitigating risks, whether the company can complete it within the
scheduled time, the best alternatives available, etc.

Feasibility study helps companies assess the market demand and

position their products and services to gain maximum profits or discard
the plan if there is no cost-benefit.
 Feasibility study…
A feasibility study of a business is an assessment tool that analyses the cost-
benefit factor of an idea.

The feasibility study meaning covers tasks like preparing an executive

summary, a detailed description of products and services, technological
requirements, marketplace compatibility for desired products or services, etc.
 Feasibility study…
The study also involves an analysis of marketing strategies, the
organizational structure of the business, financial projections, etc.

A well-executed study will include factors focusing on the central idea of

the business organization and the components in support of it in detail.
 Feasibility study…
Feasibility study:
Provides a preliminary analysis to eliminate business scenarios that are not
in tune with the organization’s motives.
Specifically, it looks for ways to position the product in a marketplace.
A negative preliminary analysis does not mean the plan is a failure;
companies can correct the shortcomings to perfect it.
Help assess the demands in a market and the price at which a company can
reap profit.
Feasibility study…
Provide insights to address gaps in the organizational structure of the
company.
Labor and management alignment, human resource requirements, and
talent acquisition processes are assessed.
Project an idea of revenue and expenses that the plan might require in the
future.
Point out factors that make the business idea vulnerable and the short-
term and long-term steps to correct it.
 Types of feasibility study
There are several different kinds of feasibility studies. The main include:

#1 – Technical Feasibility
 The study checks for accessibility of technical resources in the organization.

 In case technological resources exist, the study team will conduct assessments
to check whether the technical team can customize or update the existing
technology to suit the new method of workings for the project by properly
checking the health of the hardware and software.
 Types of feasibility study…
 Many factors need to be taken into consideration here, like staffing
requirements, transportation, and technological competency.
 Types of feasibility study…
#2–Financial Feasibility

 Financial feasibility allows an organization to determine cost-benefit analysis.

 It gives details about the investment that has to go in to get the desired level
of benefit (profit).

 Factors such as total cost and expenses are considered to arrive

simultaneously.
 Types of feasibility study…
 With this data, the companies know their present state of financial affairs
and anticipate future monetary requirements and the sources from which
the company can acquire them.

 Investors can largely benefit from the economic analysis done.

 Assessing the return on investment of a particular asset or acquisition can

be a financial feasibility study example.
 Types of feasibility study…
#3 – Organization Feasibility

 It focuses on the organization’s structure, including the legal system,

management team’s competency, etc.

 It checks whether the existing conditions will suffice to implement the

business idea.
 Types of feasibility study…
#4– Market Feasibility
 Does your enterprise want to start a new type of business? Do you want to tap
into the business potential of a new area? Or maybe, you simply wish to
expand your current business.

 If this is your current scenario, a market feasibility study can help.

 In-depth understanding of the market that you wish to enter and a detailed
analysis of the demands in the area is what a market research feasibility
provides
 Types of feasibility study…
 Market feasibility study assesses the industry type, the existing
marketing characteristics and improvements to make it better, the
growth evident and needed, competitive environment of the company’s
products and services.
Preparations of sales projections can thus be a good market feasibility
study example.
 market feasibility study includes:
1. Detailed interviews with stakeholders
2. Meticulous demographic assessment and trend analysis
3. In-depth quantitative survey
4. Careful assessment of competitors
5. Demand model with estimates and recommendations
market feasibility study includes…
1. Detailed interviews with stakeholders
• The market feasibility study begins with an in-depth interview with
the stakeholders.
• A stakeholder can be a key personnel in the enterprise or outside
the company. It could also be a person involved in the local
economy or any other key person who plays an in important role in
the enterprise’s business plan and who can provide the market
research team with valuable feedback.
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 market feasibility study includes…

2. Meticulous demographic assessment and trend analysis

• Demographics assessments are used to conduct secondary research, analyse

the market and perform demand modelling and estimates.

• Information like consumer expenditures, population trends, education, age

and other such relevant demographic statistics are collated about the market
that you wish to enter into.
 market feasibility study includes…

• A detailed trend analysis is then conducted to search for current industry

trends.

• Important ancillary data is made a note of.

• Both these processes can be conducted seamlessly over the internet with the
use of search engines.
 market feasibility study includes…

3. In-depth quantitative survey

• A quantitative survey is used to collect primary data from among the end-users.

• The questions that are asked are focused on the current usage, the predicted usage
and a clear understanding of the impact of the new business idea on the market.

• This is a very important step in a market feasibility study, as the questions asked
during the quantitative surveys serves as a foundation for the future demand
model and estimate.
 market feasibility study includes…

4. Careful assessment of competitors

• A competitive assessment is created to analyse the enterprise’s competitors in
the proposed market area.
• Detailed profiles of each competitor is created by the research team: Mystery
shopping calls will be made.
• Personal visits will also be conducted to collect non-publically available
information, which at times, will not be available online.
• By performing an in-depth analysis on competitors, it will help the client spot
service/product gaps, in which they can successfully market themselves in.
 market feasibility study includes…
5. Demand model with estimates and recommendations
• The final step in a market feasibility study is to compile the first four components
and use the findings from each step to develop a demand model.

• This model will be used to predict the likelihood and habits of end-customers for
the new business service/product that you wish to market.

• Predictive modelling will be used to offer you a figure based on a combination of

known factors and assumptions.

• Based on the estimate, you can either decide to go ahead or end ties with the
proposed business venture.
Pharmaceutical marketing mix (4Ps)
New Product Strategy
• A product strategy is a high-level plan that guides the
development and lifecycle of a product.
• It defines the product's purpose, target audience, and how it will
deliver value and achieve business goals.
• Essentially, it answers the questions of "what," "why," "who," and
"how" for a product.

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Product positioning strategy
• Product positioning strategy is a marketing approach focused on
creating a distinct and favorable perception of a product or service
in the minds of target customers.
• It involves identifying a unique selling proposition (USP) and
communicating it effectively to resonate with the target audience's
needs and desires, ultimately influencing their purchasing
decisions.
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Product positioning….
• Product positioning in pharmaceutical marketing is the process of
defining and communicating a product's unique value to its target
audience, differentiating it from competitors and establishing its
place in the market.
• This strategy focuses on highlighting the product's key benefits and
how it addresses unmet needs or offers superior solutions
compared to other available options.

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Product repositioning strategy

• Product repositioning in pharmaceutical marketing

involves changing the way a drug is perceived by its target audience
to expand its market reach or increase its sales.
• This strategy can be applied to both new and existing drugs, often
involving a shift in the target market, indication, or even the
perceived value of the drug.

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Product elimination strategy
• Product elimination strategy in pharmaceutical marketing
involves systematically discontinuing or withdrawing products from
a company's portfolio when they no longer meet the company's
strategic goals or market demands.
• This decision is typically made when a product's lifecycle is ending,
it's underperforming, or it no longer aligns with the company's
overall direction.
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Diversification Strategy
• In the pharmaceutical industry, a diversification strategy means
expanding beyond the company’s existing products, markets, or
technologies to reduce risk, create new revenue streams, and
ensure long-term growth.
• It’s about not putting all your eggs in one therapeutic basket — so
that if one market declines, another can sustain the business.

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Product Life Cycle
• The product life cycle describes the stages a product goes through
from its initial development to its eventual decline in the market.
• These stages are typically: development, introduction, growth,
maturity, and decline.
• Understanding the product life cycle helps businesses tailor their
strategies, such as marketing and pricing, to maximize sales and
profits at each stage.

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Price
• In pharmaceutical marketing, price is a complex and strategic
element, influenced by factors like R&D costs, production expenses,
and competitive landscapes.
• Pharma companies use pricing strategies such as value-based
pricing, cost-plus pricing, and competitor-based pricing to
determine the initial list price of a drug.
• However, the final price patients pay is often adjusted through
various mechanisms in the supply chain.
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Elements of price
• In pharmaceutical marketing, price is a critical element influenced
by various factors, including manufacturing costs, competition, and
market demand.
• Beyond cost, pricing strategies in the pharmaceutical industry must
also consider market dynamics, such as the type of drug (innovative
vs. generic) and the competitive landscape.

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Determinants of pricing
• Pharmaceutical marketing pricing is influenced by a complex
interplay of factors, including research and development (R&D)
costs, manufacturing expenses, market demand, and the product's
perceived value.
• Additionally, the competitive landscape, regulatory environment,
and even the stage of the product's lifecycle play a significant role in
determining the final price.

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Pricing Approaches
• Pharmaceutical companies utilize various pricing strategies to
balance accessibility, profitability, and market competitiveness.
• These strategies range from cost-based approaches, like cost-plus
pricing, to value-based methods, where prices reflect the drug's
therapeutic benefits and impact on patient outcomes.
• Other strategies include reference pricing, differential
pricing, and price bundling, all influenced by factors like market
dynamics, competition, and regulatory environments.

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Pricing Decision
• Pricing decisions in the pharmaceutical industry are complex,
balancing R&D costs, market dynamics, and patient access.
• Manufacturers initially set a list price, but this is often adjusted
throughout the supply chain.
• Traditional methods include value-based pricing (based on the
drug's benefit) and cost-plus pricing (based on development and
production costs).
• External factors like competition, regulations, and market conditions
also heavily influence pricing strategies.
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Pharmaceutical Financing
• Pharmaceutical financing involves funding for the research,
development, production, and distribution of medicines.
• It encompasses various sources and strategies, including public and
private funding, international aid, and insurance schemes, with the
goal of ensuring access to affordable and quality medications.

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The Reimbursement Environment
• refers to the system by which healthcare providers are paid for the
services they render.
• It encompasses the policies and procedures of insurance
companies (both private and public) that determine how much they
will pay for specific medical procedures and treatments.
• This environment is complex, involving various factors like coding
systems, coverage policies, and payment methodologies.
• Understanding this environment is crucial for healthcare providers,
as it directly impacts their revenue cycle & financial sustainability.
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Promotion
• Pharmaceutical promotion encompasses all activities by
manufacturers to encourage the prescription, purchase, and use of
their drugs.
• This includes a wide range of tactics, from traditional methods like
detailing and samples to digital marketing strategies like social
media campaigns and online forums.
• The goal is to influence healthcare professionals and consumers,
ultimately driving sales and market share.
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Objectives of Promotion
Main objectives of promotion in pharmaceutical marketing:
 increase sales,
 educate healthcare professionals,
 build brand awareness, and create a positive corporate image.
• Promotion also aims to influence prescribing habits,
 encourage product adoption, and
 potentially counter competitor marketing efforts.
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Environmental Factors in pharma promotion
• Environmental factors significantly influence pharmaceutical
promotion,
 impacting how drugs are marketed, prescribed, and used.
• These factors include not only the physical environment of a facility
but also the broader social, economic, and regulatory landscape.
• Understanding these influences is crucial for ethical and effective
pharmaceutical promotion.

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Characteristics of pharmaceutical promotion
• Key characteristics include:
 the use of promotional materials,
 medical representatives (MRs),
 samples,
 financial incentives, and
 educational activities.
• These methods aim to build brand awareness, influence prescribing
habits, and ultimately drive sales.
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Targets of Promotion
• Pharmaceutical promotion primarily targets healthcare
professionals (HCPs) and patients.
• These are the two main groups that pharmaceutical companies aim
to influence through various marketing and promotional activities.
• HCPs, including doctors, nurses, and pharmacists, are targeted to
drive prescription decisions.
• Patients are targeted to increase demand for specific medications
and encourage adherence to treatment plans.
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Promotional appeals
• Promotional appeals in pharmaceutical marketing aim to persuade
healthcare professionals to prescribe or pharmacists to dispense a
particular drug.
• These appeals can be categorized into rational and emotional
appeals, with a focus on presenting factual information, highlighting
benefits, and addressing potential concerns.

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Sources of promotional information
• Traditional methods include advertising (print, TV, radio), public
relations, direct marketing, and sales promotions.
• Non-traditional methods encompass social media, online
advertising, content marketing, and search engine optimization.
 advertising in professional journals,
 detailing (one-on-one sales visits),
 free samples,
 sponsorship of educational events, and
 direct-to-consumer advertising (in some countries).
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Promotional planning
• Promotional planning is the process of strategically outlining and
executing marketing efforts to boost product visibility, increase
sales, and achieve specific business goals.
• It involves defining objectives, identifying target audiences,
choosing appropriate promotional channels, and allocating
resources effectively.
• A successful promotional plan ensures that marketing messages
reach the target audience, are understood, and motivate them to
take desired actions.
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Promotional budget
• A promotional budget refers to money earmarked for the
marketing, advertisement, or sales of a product or brand.
• The budget is usually determined based on factors such as the
marketing objectives, product lifecycle stage, target market size,
competition, and regulatory restrictions.
• In the pharmaceutical sector, budgeting must also consider ethical
guidelines and government regulations to ensure that promotional
spending remains compliant and responsible.
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