Poor internal brand and disease state communications can be a factor wherein a promising pharmaceutical product fails to meet expectations. Successful brand leaders must understand how and when to deliver key messages to all audiences -- including internal stakeholders -- to realize best new product results. This study is designed to help product teams/internal communication groups avoid common pitfalls in internal communications that can hinder brand performance. The research also identifies and details 10 best practices for internal brand and disease state communications. Also covered are tactics, strategies and channels that are most effective for pre-launch disease state communication to employees across all job levels, corporate functions and therapeutic areas.

1. Best Practices for Internal
Communication Regarding Brands &
Disease State
Best Practices, LLC
Strategic Benchmarking Research

2. CONTENTS:
I. Research Overview 3
II. Key Findings 6
III. 10 Best Practices for Internal Disease State 12
Communications Excellence
IV. Survey Response Data 64
V. Insights & Recommendations 75
VI. Research Participant Demographics 80
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3. Research Background: Objective & Approach
This client-driven benchmark study was conducted to help bio-pharmaceutical
companies optimize internal disease state communication and education to support
a successful new product launch.
Objective & Research Approach Key Topic Areas Probed
The objective of this research was to Effective communication channels & use
uncover best practices of veteran of new communication technologies
pharmaceutical executives for all aspects
Timing of communication activities by
of communicating disease state information
product development phase
within their companies. The study gave
particular attention to communication Advantages & disadvantages of employee
challenges around products that are first in message segmentation
class or that treat conditions that are Tracking internal message effectiveness
largely unknown, previously unnamed,
socially sensitive or frequently stigmatized. Preventing sensitive-information leaks
Developing science-based communications
The study involved a two-pronged
approach – an online benchmark survey Using KOLs to influence employees
instrument and in-depth interviews with Special challenges for products treating
pharmaceutical communications and brand socially sensitive conditions or diseases,
leaders. The survey focused on capturing first-in-class products, or new disease
quantitative data, while interviews states or conditions
harvested executive insights, process Needs creation marketing tactics
descriptions, best practices and pitfalls.
Success factors & guidelines
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4. Participants Experienced >100 Total Product Launches
The study involved a total of 32 research participants who referenced their combined
experience with more than 100 product launches at 22 different companies.
Companies Represented by Research Participants:
Products Discussed in Interviews Included: Job Titles of Interviewees:
CMO
For ED: Viagra, Cialis, Levitra SVP, Global Commercial Strategy
For HPV: Gardasil VP Marketing
For Restless Legs: Requip AVP, Alliance Development
For Depression: Prozac, Cymbalta, Symbyax, Zyprexa Sr. Director, U.S. Communications
For Osteoporosis: Fosamax, Boniva Sr. Director, Leadership & Development
For PMS: Sarafem Sr. Dir., Strategic Business Analysis
For Overactive Bladder: Detrol, Vesicare Executive Director, Managed Markets
Director, Global Product Strategy
For HIV: Epivir, Epzicom, Lexiva, Viramune, Trizivir, Ziagen
Director, New Product Development
For Fibromyalgia: Lyrica
Director, Sales Training
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5. Selected Key Findings & Insights
The following key findings are among those that emerged from an analysis of the
survey data and interview content.
A core group of new technologies is expected to grow rapidly for internal communication
and education purposes. More than 50% of all research participants stated they expect
social networking, podcasts and online video to grow in use as critical tools for communicating
internal disease state and product information.
Interviewed study participants stressed the importance of using a variety of different
communication channels to reach multiple internal audiences, but generally agreed that the most
powerful channels are well-designed internal websites and talks by KOL or executive “experts.”
Fewer than half of survey respondents indicated they formally measure internal communication
effectiveness. However, interviewed participants do monitor message effectiveness informally
through their everyday interactions with employees and hallway “buzz.”
No more than 50% use any of the benchmarked segmentation types. Those used most frequently
were job level, department, geography and office type. The least-used approaches, at 14-36%,
were segmenting audiences by ethnic group, age group and gender.
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6. III. 10 Best Practices for Internal Disease
State Communications Excellence:
1. Name or Brand the Medical Condition
2. Put a Human Face on the Disease
3. Build Communications on Solid Science and Clinical Data
4. Use a Structured Approach to Communications and Education
5. Prepare for Rapid Response to Controversial Issues
6. Engage KOLs & Influencers Internally to Win Employee Support
7. Use Segmentation–Cautiously–to Customize Communication
8. Conduct Communication in Waves for Best Retention
9. Use a Mix of Channels—Including New Technology
10. Monitor Internal Messages for Effectiveness
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7. 3. Use a Structured Approach to Communication & Education
Effective internal disease state communication requires a structured approach including
clear education objectives, tight processes for message control, and prepared responses
to product questions/challenges that employees encounter in social situations.
Revise approach Clear objectives before
as necessary to communication begins prevent
keep pace with
changes in Evolve inconsistencies that create
Set Clear
market and/ Communication
Communication
problems over time.
or brand Priorities as
Objectives at Align communication
strategy. Market
Beginning closely with all brand
Changes
messaging to support
product.
Structured
Arm employees Approach Ensure consistent
with script for Give Employees
answering Exercise Tight message with all
Communication
questions/ Tools Message Control audiences to ensure
challenges in comm. integrity.
social situations. Communications will
Carefully
Qualify/Select
leak. Don’t say anything
Offer employees
Designated internally you wouldn’t
sensitivity training.
Speakers want to see in print.
Qualify and designate limited number of approved speakers.
Consider assessing/developing speakers through role-playing exercises.
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8. 3-1. Set Clear Objectives before Internal Communication Begins
Develop clear goals and positioning for internal as well as external communication
and education. Internal communication objectives are often overlooked but are
necessary to prevent message inconsistencies that create problems over time.
Tips from the Field on Setting Internal
Communication Objectives:
Understand and align all communications with the
positioning, goals and market definition for the brand.
Coordinate with the brand team to set communication
objectives that support brand goals.
Do not undermine brand messaging by using a
different set of terminology. For example, if the
brand is to be positioned as a treatment for a
condition, make sure messages use the word
“condition” rather than “disease.”
“People will remember the original messages. It’s hard to go back and find out all the things you
screwed up and fix them after you start running tactics and pitching strategies.”
–Interviewed Executive Director, Managed Markets
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9. 7-1. Executives See Advantages & Disadvantages in Segmentation
Segmenting the employee base for disease state communication enables customization
that can make messages more memorable to specific groups. However, companies must
understand and balance the many pros and cons of segmentation before use.
Pros Cons
Can tailor message content to job function Segmentation of most messages may be
for higher interest and better retention unnecessary and may weaken desired internal
branding.
Allows variable timing so that some groups receive
message earlier than others (e.g., executives hear Creates complexity that increases with each
the news first or Sales hears last) segment you create.
Can modify frequency (e.g., groups that need Requires extra care to avoid confusing employees
constant updates receive messages more often) who could receive multiple messages if they belong
to multiple segments (e.g., young, female, executive,
Can adjust depth to suit level of understanding (e.g.,
in Manufacturing)
science information goes primarily to scientists)
Could erode trust and credibility if employees realize
Can reflect different regulatory environments (e.g.,
messages about the product vary.
customize for specific regional regulations)
May have unintended negative consequences
Allows use of different communication channels for
(e.g., Lilly first aimed Cialis only at men before
different groups
learning women made many medical decisions for
Pros their partners)
Cons
Internal
Segmentation
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10. 8-2. Timing of First Communication to Key Employee Groups
Most companies start internal communication before NDA filing for all employee groups
except Sales and Manufacturing. Sales communications often are delayed to prevent
pre-approval selling. Up to 40% of respondents exclude manufacturing and
administrative functions from communications before or after the NDA.
Q. At what product development period do you recommend beginning new product/ disease
state communications across all therapeutic areas to each of the following employee groups?
Phase 3 to NDA NDA filing to Not
Filing Launch Applicable
Senior Leadership 73% 8% 19%
Middle Management 50% 35% 15%
Field Sales 19% 62% 19%
Brand Team/ Marketing 69% 15% 16%
Administrative Functions 32% 28% 40%
R&D/ Clinical 84% 12% 4%
Medical Affairs 92% 0% 8%
Manufacturing Leadership 54% 15% 31%
Manufacturing Line Personnel 28% 32% 40%
Lower Level Employees 19% 62% 19%
Administrative and Manufacturing are the groups most often
N = 26 excluded from internal communications about new disease states.
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11. Align Internal & External Messages to Navigate Key Challenges
Aligning internal communications with external messages is one of the most important
challenges companies face when communicating to employees about a new product.
Complying with FDA regulations for pre-launch communication is also a top concern for
pharma communicators educating employees about a new product.
Q. Rate the importance of managing each of the following challenges and concerns when communicating
to employees about a new product before and / or during launch?
Highly Important Somewhat Important Not Important
Aligning internal
communications with 91% 9% 0%
external messages
Complying with FDA
regulations for pre- 91% 0% 8%
launch communications
Educating employees on
clinical/science
43% 52% 4%
information
Tracking internal
39% 52%
Proportion of Respondents 9%
message effectiveness
Differentiating employee
message for various job 26% 52% 22%
functions and levels
n = 24 Ratings
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12. Participants’ Launch Experience Spans Therapeutic Areas
Many research participants were able to share lessons learned from multiple launches.
More than 100 product launches informed benchmark partners’ insights, observations
and lessons learned.
Abacavir EC-Naprosyn Hycet Myfortic Roxicodone Tri-Luma
Actos Elidel Idamycin Nasarel Sarafem Trizivir
Amprenavir Enablex Imitrex RT Niaspan Serevent Tygacil
Avandia Epivir Inderal Octovit Seroxat Tykerb
Buspar Epzicom Infasurf OTG Gel Sinemet CR Versed
Cadla Eumovate Iresssa Oxytrol Spiriva Vesicare
Capopten Exelon Lantis Paxil Stalivo Viagra
Catafeam
Exforge Lucentis Posicor Starlix Viramune
Certican
Cervidil Exubera Levitra Prevnar Symbyax Voltaren
Cialis Faslodex Lexiva Pristiq Symbicort Xenical
Climara Flonase Lorcet 10 ProQuin XR Tasmer Xolair
Codiovan Flovent Lyrica Prozac TBD Zantac
Combivent Flutide Maxipime Raptiva Tekturna Zelnorm
Comtan Galvus Milnacipran Relistor Toradol Ziagen
Cymbalta Gardasil Mirapex RLS Requip Trasylol Zofran Ponv
Detrol Halfan Mobic Rocephin Treximet Z-Span
Diovan Humira Monopril Romazicon Trilepta Zyprexa
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13. About Best Practices, LLC
Best Practices, LLC is a research and consulting firm that conducts work
based on the simple yet profound principle that organizations can chart a
course to superior economic performance by studying the best business
practices, operating tactics and winning strategies of world-class companies.
Best Practices, LLC
6350 Quadrangle Drive, Suite 200,
Chapel Hill, NC 27517
bestpractices@best-in-class.com
www3.best-in-class.com
919-403-0251
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