Winning Brand Team Management

Best Practices in Leadership, Work Practices, Structure and Performance Management

Publication Date	January 2009
Publisher	Best Practices
Product Type	Report
Pages	45
ISBN Number	not applicable
Product Code	BPC00057

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Summary

The driving force behind revenue in biotechnology and pharmaceutical companies is the product. since the drugs being sold on the market are the most significant assets these companies own and operate, it is only logical that the way these products are managed should be assessed for risk and evaluated in terms of governance principles.
The importance of brand management has led to the emergence of an increasingly sophisticated system to adequately coordinate, communicate and execute the critical activities that propagate brand growth. This system, largely operational and strategic at its core, is fraught with potential pitfalls when management and oversight procedures are not implemented and enforced.
from an operational standpoint, many companies have begun instituting rigorously policed brand identity integrity processes. at a strategic level, the creation of marketing processes to elevate the sophistication of the strategic process around branding is transpiring. Still, brands are not conventional assets, and there is no scientific method for measuring brand management: IT is more often a complex and highly subjective endeavor that rests on the leadership and management skills of the people overseeing the projects.

Industries Profiled:

Health Care; Pharmaceutical; Manufacturing; Biotech; Consumer Products; Diagnostic

Companies Profiled:

Abbott; Wyeth Pharmaceuticals; TAP; Takeda Pharmaceuticals; Stiefel; Shire; Schwarz Pharmaceuticals; Roche; Purdue Pharma; Orchid; Novo Nordisk; Novartis; Merial; Johnson & Johnson; GlaxoSmithKline; Genentech; Eli Lilly; Cephalon Inc.; Biogen Idec; Bayer Schering AG; Bayer; Amylin; Alcon Laboratories

Study Snapshot

This report identifies how pharmaceutical and biotech companies structure and manage their cross-functional brand teams to facilitate brand performance. The study examines how brand teams manage their stakeholder relationships and decision rights including:

Staffing and functional representation for brand teams
Brand team operations and responsibilities
Meeting frequencies
Reporting relationships
Performance-based compensation and reviews
Brand performance measures

This research was based on benchmark survey data and executive interviews of 33 participants from 26 pharmaceutical and biotechnology companies.

Interviews were conducted with 10 senior leaders from among the benchmark partners.

Key Findings

among the findings that emerged from this research were the following:

Brand team structure follows a consistent pattern across most pharmaceutical companies, therapeutic areas and drugs.
Variations in size and composition of cross-functional teams are usually in response to company-specific conditions.
Greater meeting frequency is related to work requirements and the need for agility.
Brand growth shows no correlation to performance-based compensation.
despite variations in particular activities and decision rights across brands, most brand teams recognize a similar set of responsibilities, accountabilities and performance measures.
for many respondents, the success of brand teams is tied more closely to team issues than to brand issues.

Content

Executive Summary
- Introduction
Research Approach
- Participating Companies
- Report Structure and Organization
- Key Findings
Leadership and Decision Making
- Leadership
- Decision Making
Critical Work Practices & Team Behaviors
- Critical Work Practices
- Team Behaviors
Team Structure, Organization and
Performance Management
- Team Structure and Organization
  - Functional Representation
  - Product Age
  - Primary Care vs. Specialty Care
  - Co-promotion
- Managing Performance
List of Tables
- Table 1.2 - Titles of Study Participants
List of Figures
- Figure 1.1 - Participating Companies
- Figure 1.2 - Brand Team Leaders: Function
- Figure 2.2 - Brand Team Leaders: Level
- Figure 2.3 - Brand Team Leaders: Function
- Figure 2.4 - Brand Team Reporting Head: Level
- Figure 2.5 - Escalating or Resolving Conflict
- Figure 2.6 - Decision Tools
- Figure 2.7 - Brand Team Accountability and Responsibility
- Figure 2.8 - Brand Team Accountability and Responsibility Cont
- Figure 2.9 - Communicating Brand Team Decisions
- Figure 3.1 - Brand Team Meeting Agendas
- Figure 3.2 - Meeting Frequency: Core Teams
- Figure 3.3 - Team Charter: Template Elements
- Figure 3.4 - Communicating Brand Team Decisions
- Figure 4.1 - Functional Representation: Core or Extended
- Figure 4.2 - Establish Service on Core or Extended Brand Team
- Figure 4.3 - Functions Slotted More Often to Extended Team
- Figure 4.4 - Additional Functions Involved on Brand Teams
- Figure 4.5 - Brand Team Size Dependent upon Product Age
- Figure 4.6 - Brand Team Size Segmented by Primary/Specialty
- Figure 4.7 - Core Team Representation: Primary V. Specialty
- Figure 4.8 - Extended Team Representation: Primary V. Specialty
- Figure 4.9 - Brand Team Size Does Not Change for Co-Promotes
- Figure 4.10 - Functions that are Commonly Shared Services
- Figure 4.11 - Managing Performance Crucial to Brand Success
- Figure 4.12 - Performance-Based Compensation and Brand Growth
- Figure 4.13 - Brands' Performance Metrics Help Chart Progress
- Figure 4.14 - Incentives for Brand Performance
- Figure 4.15 - Performance Evaluations