Abstract
“Designing Effective Brand Teams: Brand Governance and Brand Team
Management” explores how high-performing brand teams coordinate,
communicate, and execute critical activities to drive brand growth. It yields
insights into how pharmaceutical and biotech companies structure and manage
their cross-functional brand teams to facilitate brand performance. The study
also examines how brand teams manage their stakeholder relationships and
decision rights.
- Staffing and functional representation for brand teams
- Brand team operations, decision rights and responsibilities
- Meeting frequencies
- Reporting relationships
- Performance-based compensation and reviews
- Brand performance measures
INDUSTRIES PROFILED
Health Care; Pharmaceutical; Biotech
COMPANIES PROFILED
Abbott; Alcon Laboratories; Amylin; Baxter; Bayer; Bayer Schering AG; Biogen
Idec; Cephalon; Eli Lilly; Genentech; GlaxoSmithKline; Johnson & Johnson;
Merial; Novo Nordisk; Orchid; Purdue Pharma; Roche; Schwarz Pharma Ltd.;
Shire; Stiefel Laboratories; Takeda; TAP Pharmaceuticals; Wyeth; Novartis
STUDY SNAPSHOT
This 69-page study involved a survey of managers and executives that are
involved with brand teams in the pharmaceutical and biotech industries. This
report reflects inputs from managers and executives representing 33 brands in
26 different companies. Interviews were conducted with 10 managers from among
the benchmark partners.
Best Practices, LLC conducted this study to identify key benchmarks and
strategies for designing effective brand teams. The research results should
be used to assess existing brand teams and provide a landscape perspective
about the brand team structure and governance styles of other pharmaceutical
and biotech brand teams.
SAMPLE KEY FINDINGS
Most brands recognize a core team of 3-10 people, usually concentrated around
the marketing function, who regularly handle tactical matters and
“organic problem solving.”
- Other members of the core team are drawn most commonly from Medical
Affairs, Strategy, Managed Care, and Clinical areas
- Extended team, usually of 6-22 members, augment representation from core
team membership and add other critical areas: Sales, Market Research,
Regulatory, Product Development, Manufacturing and Supply Chain, Safety,
Customer Service, etc.
- Several respondents underscored the importance of the collaboration
between sales and marketing
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