Project Description

A medical device company, formed via a pharma company spin-out, was looking to establish a unified corporate brand.

The single-brand approach required integrating various division and product offerings, including establishing a brand architecture and coordinated messaging framework.

Internal strategy sessions, best practices, competitive assessment, and physician research were used to evaluate strategic alternatives. Recommendations included brand architecture principles, classifications, and a naming decision tree to guide implementation.

Challenge

  • Decentralized organization in process of aligning under new masterbrand strategy
  • Lack of differentiation in core medical product technologies
  • Internal debate regarding direct-to-patient vs. physician-based communications

Action

  • Marketing effectiveness audit to identify high-potential opportunity areas
  • Patient and physician fact base to inform strategic and tactical decision making, based on medical market research
  • Customer value proposition to better align internal and external resources
  • Communication strategy, plan and new creative partnerships to implement updated brand standards

Result

  • Significant realignment of marketing resources from mass to direct communications
  • Enhanced competitive insulation through patient education program
  • Significant cost savings and spending efficiencies in brand communications and creative services
  • Consistency in corporate identity standards in support of masterbrand strategy
  • Greater internal alignment across business units to support strategy

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