市场细分市场细分2Overview and Introduction 基于细分市场的营销定义基于细分市场的营销定义基于细分市场的营销是在核心客户类型中识别细分市场并为每个目标细分市场找到特制相应的关键信息和经验的一个过程. 针对每个目标细分市场不成比例 disproportionately investing in an integrated set of brand levers against each target segment to achieve the segments Behavioral Objective.3Overview and Introduction 什么是细分市场的过程什么是细分市场的过程? 细分市场的过程不是细分市场的过程不是 l一种仅由市场研究机构拥有的单纯数字统计练习，l仅仅基于新的量化研究l唯一的一种资源配置 l单次的决策过程（不重复、或更新） 细分市场的过程是细分市场的过程是l高度互动和策略性地运用多种数据l被组织中的所有相关利益者开发、理解和内在化l随时间的变化而更新l输入关键决策/信息传递和资源配置的行动l建立组织的现有数据和实践经验库细分市场的程序细分市场的程序细分市场的程序细分市场的程序在核心客户类型内识别独特的客户细分市场，其核心客户在需求、信念以及相关优先市场机会的行为存在差异，并按其优先排列次序出最具吸引力的细分市场的过程。4Overview and Introduction指南：指南： 细分方法的选择细分方法的选择行为或人口的细分行为或人口的细分态度、需求的细分态度、需求的细分细分方法 将会权衡 可操作性（例如:能容易辨别一个细分市场的成员数) 和更有意义性(例如:能深入洞察行为规律) 两方面正向正向: l非常可操作l基于经济机会按优先次序排列客户反向反向:l无法代表性提供具有意义的行为分析理由l细分市场不稳定，因为他们依据的行为年年在变化正向：正向： l深层次地提供对根本的需求、信念和态度的洞察理解。反向反向:l比较难于找到客户，可操作性有限l不能经常完全解释现实的行为r更为可操作性更为可操作性更有意义性更有意义性5混合的细分方法混合的细分方法混合混合一种混合方法可以获得具有可操作性又具有意义的重要因素行为或人口的细分行为或人口的细分态度、需求的细分态度、需求的细分l结合不同类型的可变因素来建立具有操作性的细分市场，这种细分市场可以提供我们要了解的关键行为以及驱使那些行为的根本需求和态度6细分市场的方法细分市场的方法细分过程的方法有很大的差异，取决于一个产品的生命周期阶段以及时间和资源的可用程度通过新的定量研究的细分方法通过新的定量研究的细分方法 运用现有数据的细分方法运用现有数据的细分方法(选择新的数据弥补选择新的数据弥补)方法方法 2方法方法 1描述描述可应用的产品可应用的产品状况状况l展开一个或多个定量研究l通过全新的改进分析测试变量和方案l大品牌, 尤其正要上市的产品l高度竞争或不稳定市场的产品l通过对现有数据的分析开发原有的细分解决方案l现有数据包括现有的管理经验和洞察力 (例如., 依据类似的情形)l用小规模的增加研究测试细分逻辑性l拥有大量现有数据的产品l上市时间短暂的产品l较少资源的产品l处于生命衰退周期的产品7选择最佳的细分市场选择最佳的细分市场无论使用哪种方法无论使用哪种方法, 最佳的细分方法最佳的细分方法l在细分市场中对关键行为和关键行为在需求、信念和态度方面的根本驱动力上展示出最明显的的差异性l显示出每个细分市场的最相似的地方 l具有可操作性并可依据市场细分作为团队的市场策略1 12 23 38Overview and Introduction 如何使用细分市场的工具如何使用细分市场的工具?步骤步骤 7: 排列出最具吸引力的细分排列出最具吸引力的细分市场市场步骤步骤 8: 产生细分目标，排序选择及最终确定选择产生细分目标，排序选择及最终确定选择“获得成功能力获得成功能力” 细分细分市场评估市场评估客户细分客户细分步骤步骤 4:获得细分市场的深刻洞察获得细分市场的深刻洞察步骤步骤 5:识别特殊细分市场的行为目的及区分优先驱动力识别特殊细分市场的行为目的及区分优先驱动力与相关壁垒的优先次序与相关壁垒的优先次序细分市场的优先排序细分市场的优先排序与目标挑选与目标挑选步骤步骤 6: 确定难度和获得成功的程度确定难度和获得成功的程度单元单元单元单元 II II单元单元单元单元 IIIIII单元单元单元单元 I I步骤步骤 1:确定细分程序的范围确定细分程序的范围步骤步骤 2:识别具有意义及可操作性的细分变量识别具有意义及可操作性的细分变量步骤步骤 3:创建客户细分创建客户细分9单元单元 I: 客户细分概述客户细分概述Step 4:Step 4:获得细分市场的深刻洞察获得细分市场的深刻洞察获得细分市场的深刻洞察获得细分市场的深刻洞察步骤步骤步骤步骤 2: 2:识别具有意义及可操作性的细分变量识别具有意义及可操作性的细分变量步骤步骤步骤步骤步骤步骤 1: 1:确定细分的范围确定细分的范围确定细分的范围确定细分的范围1a: 识别核心客户类型和聚焦关键行为1b: 确定决策以便获得细分支持结果结果2a: 列出潜在细分变量清单 2b: 评估变量的可操作性和意义程度Step 3:Step 3:创建客户的细分创建客户的细分创建客户的细分创建客户的细分3a: 挑选细分方法3b: 测试细分选择，挑选最终细分方案4a: 勾画和依据大小排列细分市场4b: 创建客户描述4c: 撰写细分市场的故事10单元单元 I步骤步骤 1 a: 确定细分市场过程的范围确定细分市场过程的范围 在进行细分市场之前需做出关键的决策在进行细分市场之前需做出关键的决策:l细分哪类客户? 处方者, 消费者或两者?我们需要了解哪些行为?l细分将支持哪些决策和行动? 不支持哪些?细分过程需要涉及哪些关键职能部门和赞助？11单元单元 I, 步骤步骤 1b: 识别决策和行动力的最佳方案与关键技巧识别决策和行动力的最佳方案与关键技巧以下清单可以用来在高层面上识别细分支持下列哪些潜在决策和行动l确认识别目标数是可管理的和灵活得到l定期查阅这一清单来确认所挑选的决策和行动聚焦的细分遗漏市场q创建特殊细分市场的信息创建特殊细分市场的信息qIdentify segment drivers / barriers in order to tailor content of messagesqIdentify segments preferred communication vehiclesqIncrease segment understanding to improve existing messagesq挑选特殊细分市场的杠杆因素和战略战术挑选特殊细分市场的杠杆因素和战略战术q个人促销q样本赠送q促销性医学教育 qHCP 广告q直接营销q消费者直销（DTC）q消费者选中q市场市场 / 细分市场的开发细分市场的开发q识别最具潜力的全新市场或细分市场q识别现有产品最具潜力的新细分市场q销售销售q优化销售队伍的资源配置q识别和目标高价值（高潜力价值）的前景和客户q识别最有可能转化的细分市场q根据客户需求和喜好修改细分方法例证说明例证说明12单元单元I, 步骤步骤1b: 技巧与最佳实践：确定我们是否可以通过销售队伍去执行技巧与最佳实践：确定我们是否可以通过销售队伍去执行l在这个步骤期间, 我们应该确定是否（以及在什么程度上）可以动用销售队伍来执行细分工作l为了做出决策, 我们应该询问一下问题:您通过那类销售队伍（如: 专科销售队伍还是PC销售队伍等）来执行您的细分针对细分市场您将如何组织您的销售队伍来执行?例如：分割销售队伍来聚焦不同的细分市场，每个销售人员是否能聚焦所有的细分市场？ 等在PDE配置中或您其他杠杆的配置中，细分会导致哪些变化? (链接选择10 资源配置)(如果相关) 对于产品组合有哪些牵连? 针对哪些牵连您的计划是什么?(如果相关) 对于您的合作伙伴的牵连是什么?销售队伍需要什么技能来执行细分? 您有的差距在哪里?您将提供什么激励措施给销售队伍 ，如何衡量和跟踪销售队伍的工作?13单元单元 I, 步骤步骤 1: 总结总结核心客户类型细分及认知的行为核心客户类型细分及认知的行为l医生 透过产品组合的处方行为Reyataz: 上市期高处方量，与Videx合用Sustiva: 处方药连续增长; 并与Zerit一线用药联合使用Zerit: 处方量呈下降趋势Videx EC: 二线用药, 继续稳定增长决策与行动及决策与行动及 涉及的关键职能涉及的关键职能l销售队伍的资源配置 销售队伍有效性管理l促销方案与差异化传递信息 营销l促销教育 教育代理l医生广告 广告 / 媒介购买中介例证说明例证说明以下表中总结步骤一:14单元单元 I: 客户细分客户细分 总结总结步骤步骤步骤步骤 4: 4:获得细分市场的深刻洞察获得细分市场的深刻洞察获得细分市场的深刻洞察获得细分市场的深刻洞察步骤步骤步骤步骤 2: 2:识别具有意义及可操作性的细分变量识别具有意义及可操作性的细分变量步骤步骤步骤步骤步骤步骤 1: 1:确定细分的范围确定细分的范围确定细分的范围确定细分的范围结果结果2a: 列出潜在细分变量清单 2b: 评估变量的可操作性和意义程度步骤步骤步骤步骤 3: 3:创建客户的细分创建客户的细分创建客户的细分创建客户的细分4a: 勾画和依据大小排列细分市场4b: 创建客户描述4c: 撰写细分市场的故事1a: 识别核心客户类型和聚焦关键行为1b: 确定决策以便获得细分支持3a: 挑选细分方法3b: 测试细分选择，挑选最终细分方案15Module I, Step 2a: 脑力激荡潜力细分市场的变量脑力激荡潜力细分市场的变量l脑力激荡医生及或病人特点以解释行为的差异性l杠杆现有数据和经验来脑力激荡潜力细分变量，考虑探索性的定量研究作为一种选择l列出详尽的潜力变量清单既要考虑通用的细分变量, 又要脑力激荡那些对产品/市场/治疗领域特殊的变量 种类种类变量变量Meaningful-nessAction-ability患者特点患者特点治疗线HM感染途径MM种族MH性别MH保险MH治疗设置HH医生特点医生特点HIV 专家 / involvementHL专业MH性别MH性别倾向LLIllustrative Example种类种类变量变量Meaningful-nessAction-ability处方爱好处方爱好 (观察到的及陈述的行为) (Total and by LOT Patient Type)在“第三药剂内“喜好非核苷逆转录酶抑制剂超过单一的蛋白酶抑制剂 “HM愿意推进蛋白酶抑制剂的使用HM 喜好固定剂量结合其他产品的使用HH习惯于三核苷治疗HM习惯于 四联治疗HM对新产品的接受力 HH非传统治疗用法HH关键产品喜好 (BMS / 领先竞争品牌)HH16Module I, Step 2a: 使用通用的细分市场变量表格使用通用的细分市场变量表格以下是通用变量的列表，所有的产品应考虑作为潜力细分的变量，参见附录其他的建议变量变量类型变量类型通用变量通用变量人口人口专业实际设置 (大小, 地方, 单一 或混合专业)保险覆盖患者人群患者人群 患者类型组合 (条件, 人口保险, 新初等.)医生态度和需求医生态度和需求对生产支持的信念对销售代表的态度对自己和自己的病人的态度行为行为 处方行为 类别与种类 病人类型（如果是全部的）是如何区分的 学习行为 他们用什么资源, 是主动还是被动的17单元单元 I, 步骤步骤 2b: 评估可变的行动力和有益点评估可变的行动力和有益点评估每一变量的意义和操作性是确保获得最终的细分 (1) 解释关键的行为 (2) 越过潜力杠杆可以执行的l其目标是产生一揽子变量 具有高度意义和可操作性变量的平衡组合具有意义的具有意义的可操作的可操作的该变量是否帮助我们解释要了解的关键行为的差异性？该变量是否帮助我们解释要了解的关键行为的差异性？该变量能否用于识别和接近客户为您的关键决策和行动提供依据该变量能否用于识别和接近客户为您的关键决策和行动提供依据？18单元单元 I, 步骤步骤 2b: 将潜力的细分变量排列优先顺序将潜力的细分变量排列优先顺序种类种类优先变量优先变量具有意义具有意义可操作性可操作性处方爱好处方爱好 (以观察到的和已陈述的行为) (Total and by LOT Patient Type)在“第三药剂内“喜好非核苷逆转录酶抑制剂超过单一的蛋白酶抑制剂 “高中愿意推进蛋白酶抑制剂的使用HM 喜好固定剂量结合其他产品的使用HH习惯于三核苷治疗HM习惯于 四联治疗HM对新产品的接受力 HH非传统治疗用法HH关键产品喜好 (BMS / 领先竞争品牌)HH行为激励行为激励强调坚持性M低QD给药已认知的优势HL相对强调功效性 与耐药性MM长期严重的不良反应的敏感性HL方案计划的程度HL病人涉及的程度ML种类种类优先变量优先变量具有意义具有意义可操作性可操作性病人特征病人特征治疗线HM感染途径MM种族MH性别MH保险MH治疗设置HH医生特征医生特征HIV 专家 / I涉及参与HL专业MH性别MH性别倾向LLIllustrative Examplel用所有现存的数据和专家来评估每个变量的意义, 并依据证明关键行为最明显的差异程度来排列优先次序l评估每个变量的可操作性, 并依据对细分支持的决策和行动来排列优先次序l这一步骤的最终结果是一揽子具有高度意义和可操作性变量的平衡组合19Module I: Customer Segmentation 总结概述总结概述步骤步骤步骤步骤 4: 4:获得细分市场的深刻洞察获得细分市场的深刻洞察获得细分市场的深刻洞察获得细分市场的深刻洞察步骤步骤步骤步骤 2: 2:识别具有意义及可操作性细分变量识别具有意义及可操作性细分变量步骤步骤步骤步骤步骤步骤 1: 1:确定细分的范围确定细分的范围确定细分的范围确定细分的范围结果结果2a: 列出潜在细分变量清单 2b: 评估变量的可操作性和意义程度步骤步骤步骤步骤 3: 3:创建客户的细分创建客户的细分创建客户的细分创建客户的细分4a: 勾画和依据大小排列细分市场4b: 创建客户描述4c: 撰写细分市场的故事1a: 识别核心客户类型和聚焦关键行为1b: 确定决策以便获得细分支持3a: 挑选细分方法3b: 测试细分选择，挑选最终细分方案20Module I, Step 3a:选择细分市场的方法选择细分市场的方法用来发展混合细分的方法将取决于几个因素, 包括产品的生命周期阶段，可用的规模、时间水平和资源, 市场的竞争程度以及现有数据的可用性。通过进行新的定量研究发展的细分方法通过进行新的定量研究发展的细分方法运用现有数据的细分方法运用现有数据的细分方法(选择新的数据弥补选择新的数据弥补)方法方法 2方法方法 1描述描述l展开一个或多个定量研究l通过全新的改进分析测试变量和方案l通过对现有数据的分析开发原有的细分解决方案l现有数据包括现有的管理经验和洞察力 (例如., 依据类似的情形)l用小规模的增加研究测试细分逻辑性可应用的产品可应用的产品状况状况l大品牌, 尤其正要上市的产品l高度竞争或不稳定市场的产品l拥有大量现有数据的产品l上市时间短暂的产品l较少资源的产品l处于生命衰退周期的产品21无论使用哪种方法无论使用哪种方法, 最佳的细分方法最佳的细分方法l在细分市场中对关键行为和关键行为在需求、信念和态度方面的根本驱动力上展示出最明显的的差异性l显示出每个细分市场的最相似的地方 l具有可操作性并可依据市场细分作为团队的市场策略Module I, Step 3b:如何选择最佳的细分市场方案如何选择最佳的细分市场方案1 12 23 322Module I, Step 3a-b:方法方法 1: 通过进行新的定量市场研究进行市场细分通过进行新的定量市场研究进行市场细分l展开一个或多个定量研究l通过全新的改进分析测试变量和方案通过进行新的定量研究发展的细分方法通过进行新的定量研究发展的细分方法运用现有数据的细分方法运用现有数据的细分方法(选择新的数据弥补选择新的数据弥补)lDevelop original segmentation solution through analysis of existing datalExisting data can include existing management experience and insight (e.g., analog situations)lTest segmentation logic with small(er) scale incremental research方法方法 2方法方法123单元单元 I, 步骤步骤 3a-b: 方法方法 1: 通过进行新的定量市场研究进行市场细分通过进行新的定量市场研究进行市场细分l在开发一个细分市场时，尽管这种能力不提供特别的对研究和所用分析工具的建议, 但以下可以给与一些技巧和最佳的实践观点技巧技巧 / 最佳实践最佳实践l当使用新的定量数据开发一个细分市场时，需要确认新的研究中包含潜力的细分变量l可以使用多个工具(例如, 多样研究) 作为初始变量以找到可以定义每个细分市场和创建最终细分方案的最佳变量l确定创建一个时间线路包含一个创立、实地、分析大规模定量的研究较长的过程l我们应与产品研发人员沟通所有细分研究的目标, 应该为是否包含细分结果提供清晰的指导。24Module I, Step 3a-b:方法方法 2: 应用现有数据进行市场细分应用现有数据进行市场细分lDeploy one or more quantitative studieslTest variables / solutions through newly developed analysisSegmentation Developed by Conducting New Quantitative Study运用现有数据的细分方法运用现有数据的细分方法(选择新的数据弥补选择新的数据弥补)l通过对现有数据的分析开发原有的细分解决方案l现有数据包括现有的管理经验和洞察力 (例如., 依据类似的情形)l用小规模的增加研究测试细分逻辑性方法方法 2Approach 125Module I, Step 3a:方法方法 2: 应用现有数据进行市场细分应用现有数据进行市场细分l在用现有数据开发一个细分市场时，我们能依靠多种数据来源过去定量的研究 (例如, 调查, 日记研究, 或其他细分的研究)过去的定性研究(例如, 焦点小组访谈, 一对一的面访)辛迪加提供的数据 / 第三方数据其他二手信息来源和行业委托报告发挥内部专家的作用-从不同的职能部门和产品组成员（例如：市场人员、销售队伍）收集初始数据l如果定量数据是可用的，就严格运用这些数据来测试细分市场 (通过t-检验, ANOVA 检验, CHAID, 回归分析, 或其他首选的统计方法）l一旦现有数据来源不够，确定是否有必要进行小规模的定性研究来进一步检验细分市场 26Module I, Step 3a:方法方法 2: 选择细分市场的可变因素选择细分市场的可变因素使用现有数据开发一个细分市场时, 通过从回顾第二步骤获得的变量 开始潜在变量潜在变量具有意义具有意义Actionability医生专业HH病人组合HM药品使用率HH种类份额HH品牌治疗处方（TRx）HH单一药物治疗份额MM对功效和安全的关注HM病人人群的社会经济状况LH有关产品安全的信念HL医生年龄LH使用的地方LHl对具有意义和可操作性的变量进行排列优先次序用来细分市场l处于不具意义的变量应该放弃l对于低操作性的变量不应给予排列优先次序，除非相信有足够的数据找到这些变量的亮点Illustrative Example27单元单元 I, 步骤步骤 3a:方法方法 2: 创建结合变量创建结合变量潜在变量潜在变量客户人群客户人群 医生专业 PCP (全科医生, IM) 专家 (CARD, ENDO) Brand TRx 高价位产品处方者 低价位产品处方者技巧与最佳实践技巧与最佳实践l哪里可用的话，就用现有的研究、数据和专家来做不同的组合l避免在每一变量内识别过多的客户人群 (例如.,创建少于5个年龄段的人群而不要创建10个年龄段人群)l在识别客户人群时深思熟虑细分市场的可操作性 (例如.,如果仅能在20岁年龄增加段买到数据，也不要用10岁年龄段的数据）Illustrative Example创建优先细分变量的不同组合 来寻找不同的细分市场，为每一变量识别客户人群潜在变量潜在变量客户人群客户人群 使用率 早期使用者 中期 / 后期使用者 病人组合 急性病人组 稳定病人组 对功效与安全的关注 安全关注 功效关注结合方法结合方法1: 医生专业与医生专业与 品牌品牌TRx结合方法结合方法 2: 药品使用率药品使用率, 病人组合病人组合 及功效安全的关注及功效安全的关注28Module I, Step 3a:方法方法 2: 进行细分市场的选择进行细分市场的选择用提出的变量结合创建出细分选择PCP (GP, IM)高处方者细分市场细分市场1: 高处方 PCPs低处方者细分市场细分市场 2: 低处方 PCPs专家 (CARD, ENDO)高处方者细分市场细分市场 3:高处方 专家低处方者细分市场细分市场 4:低处方 专家细分选择细分选择 1: 医生专业和品牌处方（医生专业和品牌处方（TRx）细分选择细分选择 2: 使用率使用率, 病人组合病人组合, 功效与安全的关注功效与安全的关注早期使用者急性病人组关注安全细分市场细分市场1: 安全关注早期使用者治疗急性病人关注功效细分市场细分市场2: 功效关注早期使用者治疗急性病人稳定病人组关注安全细分市场细分市场3:安全关注早期使用者治疗稳定病人关注功效细分市场细分市场4:功效关注早期使用者治疗稳定病人中期/后期使用者关注安全细分市场细分市场5: 安全关注中期和后期使用者关注功效细分市场细分市场6:功效关注中期和后期使用者技巧技巧 / 最佳实践最佳实践lTeams have full discretion on the number of segmentation options they want to develop and on which prioritized variables they want to include in each optionl建立可视框架对于用于创建细分市场的变量的每次组合是由帮助的 (见 案例)专业价值变量品牌处方价值变量从这两个变量套出的细分市场Illustrative Examples29单元单元 I, 步骤步骤3b:方法方法2: 测试细分市场的选择测试细分市场的选择l用现有的定性或定量数据测试细分选择 ，如果有必要的话, 可以增加小规模的研究试验l测试各种变量的组合来确保这些变量交叉点显示有意义的差异是很重要的l我们可以选择进行小规模的定性研究以弥补数据的不足或进一步测试和提炼细分结果研究应关注数据关于特殊细分变量的意义或细分变量的组合的差距点如果研究显示细分选择不能对细分市场显示有意义的行为差异，则需要提出和测试新的选择方案l一旦所有新的和现有的数据分析结束后，我们必须掉眩最终的细分方案30单元单元 I: 客户细分客户细分 总结概述总结概述步骤步骤步骤步骤 4: 4:获得细分市场的深刻洞察获得细分市场的深刻洞察获得细分市场的深刻洞察获得细分市场的深刻洞察步骤步骤步骤步骤 2: 2:识别具有意义及可操作性细分变量识别具有意义及可操作性细分变量步骤步骤步骤步骤步骤步骤 1: 1:确定细分的范围确定细分的范围确定细分的范围确定细分的范围结果结果2a: 列出潜在细分变量清单 2b: 评估变量的可操作性和意义程度步骤步骤步骤步骤 3: 3:创建客户的细分创建客户的细分创建客户的细分创建客户的细分4a: 勾画和依据大小排列细分市场4b: 创建客户描述4c: 撰写细分市场的故事1a: 识别核心客户类型和聚焦关键行为1b: 确定决策以便获得细分支持3a: 挑选细分方法3b: 测试细分选择，挑选最终细分方案31Module I, Step 4a:针对细分市场的变量创建细分市场针对细分市场的变量创建细分市场HAART ExpertsInnovatorsSimplicity Seekers HAART FollowersLaggardsHIV 专家的水平 高高 高高低低低低 很低很低Type of practiceMixedCommunity CommunityMixedCommunity总患者量AverageLowHighAverageAverage Relative emphasis on efficacy vs. tolerabilityAverageTolerability-focusedEfficacy-orientedAverageEfficacy-orientedEmphasis on adherenceHighAverageAverageAverageLowComfort with quad therapyLowHighAverageLowLow对新产品的接受度对新产品的接受度 高高高高平均平均低低低低lCreate short summary profiles of customer segments, including all variables used to identify them and variables for behaviors teams want to understand; the purpose is to:测试细分市场的意义：测试细分市场的意义：这些细分市场的关键的差异性是什么？ 差异有多大?测试细分市场的操作性测试细分市场的操作性:：从多给的变量看, 我们能否找到或获得每个细分市场的客户吗t?是否有一个标记帮助识别接受新产品的医生？ Illustrative Example技巧和最佳实践技巧和最佳实践lFill out profile with quantitative data on the percentage of customers in each segment that exhibit each characteristic32Module I, Step 4a:每个细分市场的量化大小（尺度）每个细分市场的量化大小（尺度）潜在细分市场潜在细分市场潜在细分市场潜在细分市场 大小的矩阵大小的矩阵大小的矩阵大小的矩阵l客户客户 (医生医生/患者患者)每个细分市场的客户总数该品牌占总客户量的份额l处方处方细分市场的总处方量品牌占总处方量的份额 prescriptionsl收入收入细分市场的总收入品牌占总收入的份额潜在收入增长的驱动因素潜在收入增长的驱动因素潜在收入增长的驱动因素潜在收入增长的驱动因素l患者的数量l诊断的次数频率l医生的治疗频率l患者的持续水平l每次剂量的价格一旦细分市场最总方案确定，聚焦数据量化每个细分市场的大小和增长潜力？l该练习是帮助我们评价细分市场的相对吸引力（机会大小）数据来源数据来源l每个细分市场的历史数据l内部专家l行业专家l分析师l关键意见领袖33Module I, Step 4a: Summary: 每一客户细分市场的容量及增长情况每一客户细分市场的容量及增长情况细分市场客户客户（医生和患者（医生和患者)处方处方收入收入增长增长细分市场中客户的总百分数细分市场中处方药的总百分数我们品牌占总处方百分数的份额细分市场的总收入 (MMs)我们品牌占同收入的份额客户增长率患者增长率我们品牌占总客户的份额HAART 专家革新者Simplicity SeekersHAART 跟随者落后者Worksheet3435Module I, Step 4b: 细分市场勾画细分市场勾画: 了解医生与患者的相互作用了解医生与患者的相互作用Patient TypesPatient Type APatient Type BPatient Type CPatient Type DPhysician Segment 1Physician Segment 2Physician Segment 3Physician Segment 4Physician SegmentationPhysicians in Segment 1 treat patient type A differently from patient types B, C, and DlDuring segment profiling, consider if and how patient type affects physician behaviorlIn some markets, physicians have different needs, beliefs, treatment goals, brand preferences, etc. for different patient typeslIt is useful to understand the interaction between physicians and patients, as they drive key differences that should be captured in segment profiles and message developmentUse the intersection of physicians and patients to illustrate how drivers and barriers for physician segments differ by patient type (can be included Customer Portraits)These differences in physician behavior by patient situation can also lead to different messages in Choice 7Intersections of Physician Segments and Patient Types(captures differences in physician behavior by patient type)Data SourceslUse existing data sources to identify relevant patient types that should “intersect” with physician segmentsDisease states identified in brands Market Map (Choice 1) Use patient flow created in Business Opportunity (Choice 2) to identify stages where different patient types result in different physician behaviorsWorksheet36Module I, Step 4b:创造客户的创造客户的Create Customer PortraitsBehaviorsDemographics and EnvironmentlAesthetic, emotional, functional, self-expressive, or financial state desired experiencelDesired product benefits & attributes during product purchase and usagelPreferred information channels & vehicleslCategory, product and brand beliefs & associationsBrand awarenessBrand consideration and preferencelBeliefs about themselves lBeliefs about payors and their influence on prescribing behaviorlBeliefs about information channels & vehicleslWho they are specialty, practice type, practice patterns, # of patients, etc. etc.lEconomic environment insurance coverage, payor influence, etc.lSocial, organizational and physical environmentLearning BehaviorslHow they acquire information (preferred channels, KOLs, reactive vs. proactive, etc.)Desired ExperienceBeliefs and AssociationsCustomer PortraitA Customer Portrait provides deep insight into each segment by explaining segment behavior and the motivations for that behaviorlTreatment behaviorlPrescribing behavior volume and frequencylReimbursement behaviorWorksheet37Module I, Step 4b:Creating Customer PortraitslCustomer Portraits help in the selection of target segments by providing deeper insight into segment behavior and its driverslCustomer Portraits consolidate all the segment data available, turn it into customer insight, and present it in a clear waylCustomer Portraits are enduring and useful communication vehicles beyond the purpose of segmentationTeams can refer back to Customer Portraits while developing segment-specific value propositions / messages and while selecting segment-specific levers / tacticslCustomer Portraits should be integrated with segmentation; each should map to a specific customer segment identified in Module IlCustomer Portraits should be consistent with other choices made and overall Business OpportunitieslCreating Customer Portraits is an iterative processData can be added at any timeFocus / scope can be changed to reflect new choices made (e.g., new Business Opportunity, new segmentation, new messaging)Developing Customer PortraitsCustomer PortraitsBenefits38模型模型 I, 步骤步骤 4b: 定制关键问题定制关键问题: Physician Customer Portrait (1 of 4)lWhat is this segment like demographically? Age? Gender? Location?lWhat is their specialty? Tenure? Academic affiliation?lWhat is the size of their practice? What types of patients do they see?lWhat is the context / environment they are in? Are they in a hospital or office setting? Rural / urban?lWhat treatments / classes / brands can they choose from?lWhat opportunities / constraints are present? How much time do they spend on direct patient care? With each patient?lHow familiar are they with this environment? With this condition / disease? With their patients? With their treatment options?lWhat responsibilities do they have to meet?lWho are the main influencers of their beliefs, attitudes, and behavior?What influence do patients, other physicians, and guidelines have on their decisions?lWhat is their economic environment like?What influence do payors have on their decisions? What influence does insurance coverage / formulary status have on their decisions?lWhat is the size of this segment?lOther key questions specific to brand / market situation人口统计与环境因素人口统计与环境因素样本问题样本问题Note: The above lists consists of generic questions which should be customized for each brand / marketTips / Best PracticeslDemographic and environmental variables are usually highly actionable variables that can serve as markers for less actionable variables that may have been used to define segments39Module I, Step 4b: 定制关键问题定制关键问题: Physician Customer Portrait (2 of 4)lWhat type of experience do they want for themselves and for different patient types? lWhat functional / emotional benefits are most important? lWhat would they like to see in drugs clinical profile? What are the most important attributes? How does that vary by patient type?lHow do they want the product to be self expressive of themselves?lHow do they want to treat / prescribe to different patient types?lWhat do they want / expect from payors? What are their expectations in terms of pricing / coverage?lWhat type of information and sources do they want? How do they want it to be communicated?lDo they prefer to actively seek information, or would they rather receive unsolicited information?lHow frequently does they want updates? What level of detail do they prefer?lOther key questions specific to brand / market situation渴望获得的经验渴望获得的经验样本问题样本问题Note: The above lists consists of generic questions which should be customized for each brand / marketThese questions will be particularly important lever selection (Choice 8)40Module I, Step 4b: Customize Key Questions: Physician Customer Portrait (3 of 4)lWhat do they believe about different treatments / classes / brands and their attributes / benefits? How satisfied are they with each?lHow do they feel about switching? Compliance? Side effects?lHow do they feel about different patient types, their behaviors, and how they should be treated? lWhat do they believe about treatment guidelines?lWhat drives their choices? (efficacy, evidence-based, leading-edge, convenience, etc.)lTo what extent are they loyal to specific brands or classes of drug?lHow critical are different indications?lWhat degree of experience / familiarity do they have with different treatments / classes / brands?lWhat do they believe about different information sources? How important is timeliness and degree of detail?lWhat do they believe about themselves as physicians and specifically with regards to this disease / condition?lWhat do they believe about payors? How do they feel about the price of the product?Do they believe payors influence their prescribing behavior? How?lOther key questions specific to brand / market situationBeliefs and AssociationsSample QuestionsNote: The above lists consists of generic questions which should be customized for each brand / market41Module I, Step 4b: Customize Key Questions: Physician Customer Portrait (4 of 4)lWhat treatments / classes / brands do they prescribe?lHow often and how much do they prescribe (Rx behavior) each? lIn what occasions do they prescribe each? What do they do for different patient types?lHow often do they switch?lUnder what circumstances do they try or sample brands?lWhat is their reimbursement behavior?lOther key questions specific to brand / market situationLearning BehaviorslWhere does the physician look for information on the drug?lWhat methods of communication do they use (e.g., publications, interactions with others, conferences, sales force)? lWill this segment actively seek information about this drug/indication?lHow frequently does the get updated with the latest information?lHow much background and detail does this segment require to change perceptions/beliefs?处方行为处方行为Sample QuestionsNote: The above lists consists of generic questions which should be customized for each brand / marketThese questions will be particularly important lever selection (Choice 8)Tips / Best PracticeslTreatment behaviors are usually highly actionable variables that can serve as markers for less actionable variables that may have been used to define segments42Module I, Step 4b: Customize Key Questions: Patient Customer PortraitlWhat type of experience do they want for themselves? lWhat functional / emotional benefits are most important?lHow do they want their condition, treatment, lifestyle to be self expressive of themselves?lHow do they want to gather or receive information? What type of information and sources do they want? What timeliness and degree of detail?lHow do they want to be treated by their physicians? What type of interaction do they want to have with their physicians?lWhat do they believe about different treatments / classes / brands and their attributes / benefits? lHow satisfied are they with their current treatment?lHow do they feel about switching? Side effects?lWhat do they believe is their role in treatment? How do they feel about successful vs. failed therapy?lHow do they feel about different physician types?lWhat degree of experience / familiarity do they have with their condition and different treatments / classes / brands?lWhat do they believe about different information sources? How important is timeliness and degree of detail?lHow important is price to the patient in purchasing a drug?lWhat is this segment like demographically?lWhat is the context / environment they are in? lWhat conditions do they have and how severe are they? How critical is this condition to their quality of life? lHow long since they were diagnosed? How long since they started drug therapy? What line of therapy are they on? What treatments have they been on before?lWhat type of doctors do they see? Where? How often?lWhat type of health coverage do they have?lWhat physicians / treatments are accessible to them?lWhat opportunities / constraints are present?lHow familiar are they with their environment, disease, treatment, etc.?lIs their behavior influenced by others? If so, how?lWhat responsibilities, if any, do they have to meet?lWhat influence do their physicians have on them?lAt what stage in the customer behavior model are we influencing this segments behavior?The following is a generic list of key questions that helps to organize and focus data needs while developing Customer Portraits for patient segments; questions for all four “buckets” are included belowPatient Generic Key QuestionsBehaviorsDemographics and EnvironmentDesired ExperienceBeliefs and AssociationsLearning BehaviorslWhere does the patient look for information on their condition, treatments, drugs? Publications? Mass media? Websites? Patient Advocacy groups? Word-of-mouth? Their physician? How many sources do they use?lWill this segment actively seek information? lHow frequently does the segment receive / gather new information?lHow much background and detail does this segment require to change perceptions/beliefs?lDoes the patient have decision rights on the treatment or the brand?lWhat treatments / classes / brands are they on? What line of therapy?lHow many meds do they take? How much of each and how often?lWhat is their purchase behavior, including channels used? lWhen and how do they take their meds? lWhat are their compliance and persistence levels?lDo they engage in other treatment behaviors (e.g., diet and exercise)?43Module I, Step 4b: Example Data Sources for Developing Customer PortraitslQualitative researchlObservationslQuantitative researchlQualitative researchlAttitudinal studieslQuantitative researchlQualitative researchlObservations / EthnographylDiary studieslQuantitative researchlSales Force InterviewslQuantitative researchlObservations / EthnographylDiary / recordkeepinglDatabaseslBMS physician information Channels (Internet, Phone, Sales)Demographics and EnvironmentDesired ExperienceBeliefs and AssociationsBehaviors44Module I, Step 4c:Write Segment StoriesSegment-Segment-Specific Specific “Story”“Story”Presents a “snapshot” of a specific segment, which brings the segment to life and helps marketers within the organization understand the thoughts, needs, behaviors, and motivations of customers at an individual level. Segment-specific stories shouldlEmphasize the key differences of each segment relative to otherslBe less data heavy than fact-based Customer Portraits, but should still be tied to the underlying datalHighlight each segments drivers and barriers to achieving desired behaviorslArticulate a segments beliefs and behaviors towards competitors (only if necessary)lServe as an internal benchmark to judge the “fit” of proposed value proposition and messaging strategy (in Choice 7)The customer insight generated through the Customer Portraits can be translated into segment stories for each segment45Module I, Step 4c:Write Segment StoriesThis physician is at the forefront of HIV treatment. He is well-known among people suffering from HIV as a provider of innovative, top-quality treatment. As a result, he treats a high volume of HIV patients and sees few other patients. This doctor is more likely to be gay and have watched friends suffer from HIV. Many of the patients in this physicians practice have lived with HIV for an extended period of time and have developed multi-drug resistance. As a result, this doctor stays abreast of new drug options and adopts them extremely quickly. He generally creates his own guidelines because he believes that national guidelines lag about a year behind current data. Because this physician is up-to-date scientifically, he is less likely to respond to promotional pieces. His high receptivity to new products may result in favorability towards competitor drug Lexiva. This doctor strongly believes in presenting his recommendations to the patient and allowing the patient to choose the best option for him or her. He never dictates what treatment plan someone should follow. As a result, this physician is highly influenced by his patients needs and desires. “Innovators”It is important to capture and communicate segment stories in a way that is easy to communicate and internalizeArticulate unique beliefs about competitorsHighlight unique elements of the customers environment Call out unique drivers and barriers to the behavioral objectiveIllustrative Example: Reyataz46Module II: “Ability to Win” Segment Assessment OverviewStepsStep 5:Step 5:Identify Segment-Specific Identify Segment-Specific Behavioral Objective(s) and Behavioral Objective(s) and Prioritize Drivers / BarriersPrioritize Drivers / BarriersStep 6:Step 6:Determine High Level Degree of Determine High Level Degree of Difficulty and Overall Ability to Difficulty and Overall Ability to WinWin5a: Identify the segment-specific Behavioral Objectives (related to Global Business Opportunities)5b: Assess drivers and barriers to achieving behavioral objective Output6a: Conduct high-level assessment of overall ability to “win” at each segment (given difficulty of leveraging drivers and overcoming barriers)47Module II: Overall “Ability to Win” in Customer SegmentsLikelihood of success with potential customer segments depends on ability to achieve behavioral objectives based on:lDrivers & barriers to influencing behaviorlAbility to leverage drivers and overcome barrierslEffort required to align internal resources and control external forces (Degree of Difficulty to win)Output of Module II:Illustrative Example: Reyataz48Module II, Step 5a:Identify Segment-Specific Behavioral ObjectiveslIn order to assess “ability to win” by segment, teams should identify the behavioral objectives they are trying to achieve in each segmentlFirst, identify the global Business Opportunities that are most relevant to each segmentAddress the appropriate Core Customer TypeFocus on behaviors we would want to influence for the specific segmentlThen, use the deep segment insight acquired (from Module I) to translate those global Business Opportunities into segment-specific behavioral objectives:Segment-Segment-Specific Specific Behavioral Behavioral ObjectiveObjectivelRepresents the translation of a globally-defined Business Opportunity to the segment-level, based on deep segment insight (Customer Portraits) and local market / competitive conditionslA more detailed, segment-specific articulation of the behavior you want to influence or change (desired behavior vs. current behavior)Review the segments Customer Portrait and identify the specific behavior you are most trying to influence or change in each segment PhysicianBrand Brand ChoiceChoicePrescribes Reyatazinstead of KaletraSegment: InnovatorsIllustrative Example: Reyataz49lTo assess how appropriate a Behavioral Objective is for each segment, ask:Does the behavioral objective remain in line with global Business Opportunities and local market and competitive conditions?Is the behavioral objective based on deep segment insight (i.e., Customer Portraits)?Is there high potential for disproportionate growth and sustainable competitive advantage as a result of the desired behavior?Does the organization possess the capabilities, resources, and time necessary to influence or change this behavior?Module II, Step 5a:Identify Segment-Specific Behavioral Objectives Tips / Best PracticeslSegment-specific behavioral objectives can be similar for different segmentslThere may be multiple segment-specific behavioral objectives per segmentlIf this occurs, prioritize one behavioral objective as the primary behavioral objective for that segmentCustomer SegmentsBusiness Opportunities In Order of PrioritySegment-Specific Behavioral ObjectivesHAART ExpertsPhysicians prescribe Reyataz at launch instead of other brands; Physicians increase Sustiva prescribing instead of remaining at the same levelHAART Experts prescribe Reyataz instead of Kaletra and continue high-volume prescription of Sustiva InnovatorsPhysicians prescribe Reyataz at launch instead of other brands; Physicians increase Sustiva prescribing instead of remaining at the same levelInnovators prescribe Reyataz instead of Kaletra and increase Sustiva receptivitySimplicity SeekersPhysicians increase Sustiva prescribing instead of remaining at the same levelSimplicity Seekers prescribe Sustiva instead of TrizivirHAART FollowersPhysicians prescribe Reyataz at launch instead of other brands; Physicians increase Sustiva prescribing instead of remaining at the same levelHAART Followers prescribe Reyataz for second-line therapy and maintain first-line Sustiva useLaggardsPhysicians prescribe Zerit to stem rate of declineLaggards sustain Zerit prescribingIllustrative Example: Reyataz50Module II, Step 5b:Definition of Drivers and BarriersOnce segment-specific behavioral objectives have been identified, assess the “drivers” and “barriers” that will affect ability to achieve this behavioral objectivelSegment-specific messages, levers, and tactics should leverage drivers and overcome barriersDriversDrivers(Lead to (Lead to desirable desirable behavior)behavior)Barriers Barriers (Obstacles to (Obstacles to achieving achieving desired desired behavior)behavior)DefinitionExampleslDrivers represent customer demographics, environment, needs, beliefs, behaviors, or other characteristics that support the Behavioral Objective for each customer segmentlPhysician need to get patients on second-line treatment quicklylPatient desire to get specialist opinion after failing therapy with GPlBarriers represent customer demographics, environment, needs, beliefs, behaviors, or other characteristics to overcome in order to achieve Behavioral Objective for each customer segmentlDoctors dont want to prescribe injectable for second-line therapylHealth insurance funds do not reimburse visit to specialist without GP recommendation51Module II, Step 5b:Definition of Drivers and BarriersDrivers and barriers to the behavioral objective for each segment fall into several distinct “categories”lMany drivers and barriers fall into more than one category. Avoid trying to categorize each driver or barriers use the categories merely as guides.Types of Drivers and BarriersDescriptionIllustrative ExamplesCustomerHow do the customers attitudes and beliefs drive or impede our ability to change behavior?Consider customer drivers and barriers related to (1) customers understanding and treatment of the disease, (2) data specific to your brand, and (3) the customers practice / environmentDriver: Would like predictable patient response, longer term efficacy, and a unique mechanism of actionBarrier: Care most about successfully treating acute/refractory patientsCompetitorIn what ways do competitor actions enable or prevent us from changing behavior?Driver: The competitor launches a disease-awareness campaign.Barrier: The competitor has high market share. Legal / Regulatory How does the regulatory or legal environment drive or impede our ability to change behavior? Driver: Have second-line indicationBarrier: Do not have first-line indication; Legal limitations on claims / clinical profilePayorHow do payors affect our ability to change behavior?Driver: Payors currently include our brand on hospital formularyBarrier: Low payor reimbursementMarket TrendsWhat effect to changes in the market have on our ability to influence behavior?Driver: Rapid increase in patient populationBarrier: Increase in DTC advertising costs52Module II, Step 5b: Tips / Best Practices: Learning Cycle and Barriers to ProgressionInitial Awareness and Information EvaluationCycle of Increasing Confidence and Reducing UncertaintyAwareness and Evaluationof New InformationComprehend then Set / Adjust Intended Use within Risk ToleranceReflect on Usage ExperienceUse Drug12345In the adoption of new treatments, physicians go through stages of a learning cycle; movement from stage to stage within this cycle requires physicians to overcome a set of distinct set of barriers lTeams working on new brands should first identify the different stages of adoption of their brand, and should then identify segment-specific barriers that must be overcome in order for physicians to progress from one stage of the learning cycle to the next5354Module II: “Ability to Win” Segment Assessment OverviewStepsStep 5:Step 5:Identify Segment-Specific Identify Segment-Specific Behavioral Objective(s) and Behavioral Objective(s) and Prioritize Drivers / BarriersPrioritize Drivers / BarriersStep 6:Step 6:Determine High Level Degree of Determine High Level Degree of Difficulty and Overall Ability to Difficulty and Overall Ability to WinWinOutput5a: Identify the segment-specific Behavioral Objectives (related to Global Business Opportunities)5b: Assess drivers and barriers to achieving behavioral objective 6a: Conduct high-level assessment of overall ability to “win” at each segment (given difficulty of leveraging drivers and overcoming barriers)55Module II, Step 6a: Assess Degree of Difficulty of “Winning” at Each SegmentQualitatively assess the degree of difficulty required to win in each segmentTips / Best PracticeslThe degree of difficulty posed by the critical actions identified for each segment should be assessed qualitativelylIt may be helpful to look at past actions the organization has taken in order to get a sense of how difficult each action will beSegmentDegree of DifficultyRationaleHAART ExpertsLowSustiva preferred over Viramune, highly receptive to new products, practice traditional HAARTInnovatorsLowFastest adopters, highly receptive to new products, practice cutting edge therapySimplicity SeekersMediumLow receptivity to Sustiva for 1st line, most likely to prescribe Trizivir aloneHAART FollowersHighLow receptivity to new products, NNRTIs preferred over PIsLaggardsHighReluctant to boost PIs; some boosting for salvage patientsIllustrative Example: Reyataz56Module II, Step 6a: Critical Questions to Assess Overall Ability to WinlAsk the following critical questions for each segment when assessing ability to win:Does this segment have any drivers or barriers that are “low hanging fruit” (i.e., easiest for message or take action against)?Does this segment have barriers that are insurmountable (e.g., legal or economic constraints, significant data gaps, level of competition)?Do you believe that you will be able to effectively message against this segment and deliver a compelling Value Proposition?What level of investment do you believe will be required to win in this segment? Is it reasonable / feasible?Are you more or less likely to achieve your segment-specific behavioral objective with this segment vs. other segments?57Module III: Prioritization & Targeting OverviewStepsStep 8:Step 8:Generate Targeting and Generate Targeting and Sequencing OptionsSequencing Options7a: Review overall size (from Module I) and growth potential / “ability to win” (from Module II) for each segment7b: Determine any additional criteria and assess segments against them8a: Identify linkages between segments 8b: Generate Targeting and Sequencing Options8c: Select optimal combination of targeted and sequenced segments Step 7:Step 7:Prioritize Most Attractive Prioritize Most Attractive SegmentsSegmentsOutput58Module III, Steps 7a-b (Overview): Prioritize Segments In Steps 6a-b, use the analysis from Modules I & II to assess the overall attractiveness of customer segments and prioritize target segmentsSegment Size & GrowthModule IAbility to WinModule IILow Growth OpportunityMed Growth OpportunityHigh Growth OpportunitySize59Based on the relative size, potential growth, and ability to win with each Segment, conduct a preliminary assessment of Segment “attractiveness”Module III, Step 7a: Assess Overall AttractivenessLow Growth OpportunityMed Growth OpportunityHigh Growth OpportunityTips / Best PracticeslThese three main criteria (size, growth, and ability to win) should be the critical factors that guide target segment selectionlTeams must be careful to select a “manageable” number of target segments (3 to 5)lIf there are too many attractive segments, review additional prioritization criteria in order to further narrow down choices (see step 6b)LLHHOverall Ability to WinSize of the OpportunitySegment Attractiveness MatrixInnovatorsLaggardsHAART FollowersHAART ExpertsSimplicity SeekersIllustrative Example: Reyataz60Module III, Step 7b: Investigate Additional Prioritization CriterialBrand or corporate strategic “fit”Will targeting this segment / segment-specific behavioral objective help achieve overall strategic vision for the brand / company?e.g. HIV segmentation: emphasis on combination therapy produces higher prescription volume for all BMS HIV drugslHistorical, current, and future market trendsAre there market trends that might affect the attractiveness of this segment in the future?lAlignment with other brands in portfolioWill targeting this segment compliment our efforts on other brands / in other franchises?Before final prioritization of segments, review other important criteria that can help confirm choices and/or further narrow down choices61Module III, Step 7b: Prioritize SegmentsOnce the appropriate criteria are determined, prioritize the identified target customer segmentsOnce the appropriate criteria are determined, prioritize the identified target customer segmentsPrioritization of Customer SegmentsFrom Modules 1-2Additional Criteria(Optional)Illustrative Example: ReyatazN/AN/AN/AN/AN/AN/A62Module III: Prioritization & Targeting OverviewStepsStep 8:Step 8:Generate Targeting and Generate Targeting and Sequencing OptionsSequencing OptionsStep 7:Step 7:Prioritize Most Attractive Prioritize Most Attractive SegmentsSegmentsOutput7a: Review overall size (from Module I) and growth potential / “ability to win” (from Module II) for each segment7b: Determine any additional criteria and assess segments against them8a: Identify linkages between segments 8b: Generate Targeting and Sequencing Options8c: Select optimal combination of targeted and sequenced segments 63Module III, Step 8a: Identify Linkages Between SegmentsIt is important to identify linkages between segments, as this will affect targeting and sequencing decisionsl Can present opportunities to leverage resources for more cost-effective marketing, e.g.:Example LinkagesExample LinkageslInfluence across segmentsSituations where activities targeted at one segment will have an impact on others (e.g., GPs often follow the example of specialists, so progress with the latter may help with the former)lExpected message overlapOccurs when organization believes that messages aimed at one segment will also be received by another (due to difficulties in distinguishing between segments in the field, for example)lAbility to leverage resourcesOccurs when the organization can leverage the same resources against multiple segments (e.g., shared target segments across brands in a portfolio)64Module III, Step 8b: Generate Targeting and Sequencing OptionsBased on prioritization and known linkages, develop several different combinations of segments for targeting and sequencingPrioritizationLinkagesHAART ExpertsExpect significant overlap with message reception with InnovatorsInnovatorsExpect significant overlap with message reception with HAART ExpertsSimplicity SeekersN/AHAART FollowersExpect significant overlap with message reception with HAART Experts (Spillover)LaggardsN/AOption 1:lTarget HAART ExpertslSpillover to HAART Followers lTarget InnovatorsOption 2:lHighest Priority: Target HAART ExpertslHighest Priority: Target InnovatorslMedium Priority: Simplicity SeekersIllustrative Example: Reyataz65Module III, Step 8c: Select Optimal Combination of SegmentsWill this sequencing optionlAllow reduction of spending across one or more brand levers?lBe aligned with upcoming brand events, market events & trends, and key competitor eventslMaximize revenue and growth potential?lOptimize organizational capabilities?lLeverage expected market changes (competitive, economic, or consumer-related)?lBe in line with market and clinical development activities?Option 1:Once a particular option is chosen, it is important to record the rationale (both at a segment level and for the option as a whole)lHighest Priority: Target HAART ExpertslHighest Priority: Target InnovatorslMedium Priority: Simplicity Seekers66Tips / Best Practices on Segmentation Variable BrainstormingVariable TypesExamplesAdvantagesDisadvantagesDemographicsAgeGenderSpecialtyTenureGeographyHighly actionable across most leversData easily accessibleEasy to type physicians defined by these variablesCan sometimes be good substitutes (i.e., proxies) for variables that are more difficult to take action onLimited range of variablesAre often less predictive of behavioral differences than other types of variablesExclusive use can result in a segmentation and strategy undifferentiated from competitorsPatient PopulationShare / number of patients with a conditionLevel of healthcare coverageSocio-economic statusShare of patients on combination therapyDefines the physicians practice environment in ways that are often linked to behaviorMore difficult to obtain this data than demographicsAre often less predictive of behavioral differences than other types of variablesPhysician SituationPractice settingSize of practiceEconomic constraints (mged care)Other constraints / obligationsEasily identifiable across some leversLess actionable than demographics and behaviorsCan sometimes be less predictive of behavior than less actionable variablesPhysician Needs and BeliefsDesired drug profile for specific conditionDesired therapy outcomeDesired treatment regimenDesired patient behavior / experienceDisease, Brand, and Patient type beliefsWide range of variablesOf all variable types, tend to be the most predictive of behavioral differencesUse can result in differentiated marketing strategiesVery difficult to identify segments based on these variables using most leversData less easily accessiblePrescribing behaviorBrand, Class, or Therapeutic area shareMonotherapy / combotherapy shareRx by brand, class, or therapeutic areaEasily identifiable across some leversData easily accessibleCan sometimes be good substitutes (i.e., proxies) for less actionable variablesLimited range of variablesCan sometimes be less predictive of key behavior than less actionable variablesExclusive use can result in a segmentation and strategy undifferentiated from competitors67Potential Segmentation Variables to IncludeThe following is a list of potential segmentation variables, which should serve as a thought-starter for brainstorming additional variables; be as exhaustive as possibleVariable CategoriesPhysician VariablesPatient VariablesDemographicsAgeSpecialtyGenderTenureGeographyAcademic affiliationAgeRaceGenderGeographyLevel of educationIncome / Socio-economic statusOther Environmental VariablesShare / number of patients with a conditionPatient population socio-economic statusPatient population age distributionPatient population gender distributionPatient populations level of healthcare coverageOther patient mix variablesPayor Influence / Economic constraintsPractice Setting (e.g., urban / rural, Office vs. Hospital-based)Practice sizeTime spent in direct patient careAverage time spent with each patient during visitDistribution of patients drug regimenType of physician going toType of healthcare coverageConditions diagnosed Time since diagnosisSeverity of conditionLine of therapyOn monotherapy vs. combotherapyCurrent treatment regimenPrior treatment regimen (e.g., drug nave, PI, etc.)Drugs taken68Potential Segmentation Variables to Include (cont.)Variable CategoriesPhysician VariablesPatient VariablesNeeds / DesiresDesire to treat the diseaseDesired treatment regimenDesired drug profile for specific conditionDesire for new treatment optionsDesired therapy outcomeDesired patient behavior / experienceDesire to be treatedDesired treatment regimenDesire for new treatment optionsDesired therapy outcomeOther desired experience (e.g., avoidance of side effects, dosage preferences)Beliefs / AttitudesBeliefs about disease and treatment options (brands, classes, or non-Rx treatment)Satisfaction with treatment optionsExperience treating specific diseases or patient typesBeliefs about themselves (e.g., progressive vs. conservative)Receptiveness to patient requestsBeliefs about disease and treatment options (brands, classes, or non-Rx treatment)Satisfaction with treatment optionsBeliefs about themselvesInterest in understanding / learning about their condition, treatment, new treatment options, etc.Willingness to request treatment, specific drugsBehaviorsBrand, Class, or Therapeutic area prescribing volume (of Rxs or patients)Monotherapy / combotherapy prescribing volumeLine of therapy prescribing volumeEarly vs. late adopters of new brands or classesNon-Rx treatment behaviorsScreening / Diagnosis behaviorsInteraction with patientsLevel of involvement in their diseaseLevels of compliance and persistence with therapy (Rx and non-Rx)Interaction with physicianThe following is a list of potential segmentation variables, which should serve as a thought-starter for brainstorming additional variables; be as exhaustive as possible69Potential Segmentation Variables to Include (cont.)The following is a list of potential segmentation variables, which should serve as a thought-starter for brainstorming additional variables; be as exhaustive as possibleVariable CategoriesPhysician VariablesManufacturer SupportQuality of manufacturer-sponsored educational programsQuality of sales aids and physician support materialsQuality of patient support material programsQuality of clinical trial dataSales Representative KnowledgeDrug RepresentativesDrug representatives are only good for giving me free samples.Unless a Drug Rep has new information to tell me, I am not interested in seeing him/her.I rely on Drug Reps to provide me with the truth on competing products.Sample availability drives my choice of medications to prescribe.I rely on drug representatives to keep me informed of the latest treatment practices.Clinical Testing vs. ExperienceI will only prescribe medicine that has been extensively clinically tested.I will often rely on my colleagues experiences when prescribing new drugs.I am the first to learn about new drugs in X class.I try new drugs in X class as soon as they become available.In general, I like to try new medications.I will experiment with a new medication if I believe that a patient will benefit from it.Results of one drug in the atypical class can be extrapolated to other agents in the class.I prefer to see clinical trials designed to show drug effectiveness under real world conditions rather than tightly controlled efficacy trials.I prefer to wait for a new drug to be used by others before I will use it.General LifestyleMy life is more stressful than most people I know.If I knew then what I know today, I would have gone into a field other than medicine.I feel satisfied with the impact that I have had on my patients.When I am with a group of colleagues, I tend to be the leader.70Potential Segmentation Variables to Include (cont.)The following is a list of potential segmentation variables, which should serve as a thought-starter for brainstorming additional variables; be as exhaustive as possibleVariable CategoriesPhysician VariablesInteractiveI primarily rely on the Internet to research medical news/breakthroughs.I would be interested in receiving e-mails from drug reps/pharmaceutical companies to inform me of their latest products.I regularly visit the drug website to gather more information on usage.I primarily rely on peer review journals to research medical news/breakthroughs.Meetings / ConferencesI typically attend meetings/conferences with local colleagues to learn about new treatment options.I attend at least one national therapeutic area meeting per yearSources of informationArticles in Medical journalsAdvertisements in Medical journalsColleaguesAcademic conventions/conferences/seminarsIndustry sponsored conventions/conferences/seminarsSales representativesInternetOtherPrescription Drug CoveragePercentage of patients with the following coverage:No Rx drug coverageRx covered by HMO/PPORx covered by MedicaidRx covered by private/commercial carrierRx covered by VA (Veterans Admin)/other militaryRx covered by 3rd party