Alignment is Vital to Global/U.S. Team Transitioning
By Mia Burns (mia.burns@ubm.com)
Collaborative interaction between global and U.S. teams for commercializing and marketing new pharmaceutical products is crucial to industry success, according to TGaS Advisors, a benchmarking and advisory services firm and division of KnowledgePoint360. TGaS Advisors has released a new advisory brief, Global/US Collaboration: It’s Not the When, it’s the How detailing certain factors that impact success. Contrary to expectations, the most surprising finding, according to author and global marketing practice leader Steve Vitale, is that earlier transitioning is not the key driver. The data show that success is less dependent on timing than on alignment.
The researchers queried marketing sciences executives at 12 mid to large-tier pharmaceutical companies, according to the brief. The results provide a snapshot of when marketing sciences transitions occur, which teams have responsibility for various functions and leaders’ estimates of how effectively teams are aligned. “We have worked with organizations to help them identify specific areas of misalignment and create specific, practical action plans to address those items,” Vitale told Med Ad News Daily.
Clarification of roles and responsibilities are among the steps that marketing sciences teams need to focus on to help improve the alignment, according to the brief. “Roles and responsibilities are not always made clear,” Vitale told Med Ad News Daily. “For example, the U.S. team may feel that they are responsible for the positioning of the brand, while the global team may assume it is clearly something they are to establish and communicate throughout the organization. A few things can happen here. The U.S. team may simply ignore any positioning work done or delivered to them and generate their own. The global team may not involve any of their regional partners in the process and simply turn the final results over to their counterparts. This is likely to be met with considerable skepticism and potentially re-done in the market. Also, without that U.S. market involvement, some key, market-specific insights may not be included in the creation of the position and therefore rendered sub-optimal.”
Inarguably, there will be areas in which global and U.S. teams may not see eye to eye, according to the brief. Vitale says that this could include methodological differences. “The global team should also be considering markets outside the United States, which may have different competitors, different product indications, or different commercial objectives,” he told Med Ad News Daily. “A global position or set of messages may, therefore, not be perfectly aligned with the expectations or incentives present for the US market.”
In conclusion, the researchers say in the brief that resolving partnering challenges and creating better alignment between U.S. and global marketing sciences can make a measurable difference in productivity and performance. In addition, alignment can be quantified and tracked through shared behaviors and other measures. In working with companies on organization alignment, TGaS finds that ensuring all teams are moving in the same direction towards well-defined, shared goals and communicating on a regular basis can impact marketing performance and promote launch success. These findings present marketing sciences executives with a unique opportunity to take the lead in identifying the issues, establishing a baseline, and creating a realistic plan to correct areas of misalignment.
TGaS® Advisors Finds Alignment, Not Timing, Key to Global/US Transitioning
Collaborative interaction between global and U.S. teams for commercializing and marketing new pharmaceutical products is crucial to industry success, according to TGaS Advisors, a benchmarking and advisory services firm and division of KnowledgePoint360. TGaS Advisors has released a new advisory brief, Global/US Collaboration: It’s Not the When, it’s the How detailing certain factors that impact success. Contrary to expectations, the most surprising finding, according to author and global marketing practice leader Steve Vitale, is that earlier transitioning is not the key driver. The data show that success is less dependent on timing than on alignment.
The researchers queried marketing sciences executives at 12 mid to large-tier pharmaceutical companies, according to the brief. The results provide a snapshot of when marketing sciences transitions occur, which teams have responsibility for various functions and leaders’ estimates of how effectively teams are aligned. “We have worked with organizations to help them identify specific areas of misalignment and create specific, practical action plans to address those items,” Vitale told Med Ad News Daily.
Clarification of roles and responsibilities are among the steps that marketing sciences teams need to focus on to help improve the alignment, according to the brief. “Roles and responsibilities are not always made clear,” Vitale told Med Ad News Daily. “For example, the U.S. team may feel that they are responsible for the positioning of the brand, while the global team may assume it is clearly something they are to establish and communicate throughout the organization. A few things can happen here. The U.S. team may simply ignore any positioning work done or delivered to them and generate their own. The global team may not involve any of their regional partners in the process and simply turn the final results over to their counterparts. This is likely to be met with considerable skepticism and potentially re-done in the market. Also, without that U.S. market involvement, some key, market-specific insights may not be included in the creation of the position and therefore rendered sub-optimal.”
Inarguably, there will be areas in which global and U.S. teams may not see eye to eye, according to the brief. Vitale says that this could include methodological differences. “The global team should also be considering markets outside the United States, which may have different competitors, different product indications, or different commercial objectives,” he told Med Ad News Daily. “A global position or set of messages may, therefore, not be perfectly aligned with the expectations or incentives present for the US market.”
In conclusion, the researchers say in the brief that resolving partnering challenges and creating better alignment between U.S. and global marketing sciences can make a measurable difference in productivity and performance. In addition, alignment can be quantified and tracked through shared behaviors and other measures. In working with companies on organization alignment, TGaS finds that ensuring all teams are moving in the same direction towards well-defined, shared goals and communicating on a regular basis can impact marketing performance and promote launch success. These findings present marketing sciences executives with a unique opportunity to take the lead in identifying the issues, establishing a baseline, and creating a realistic plan to correct areas of misalignment.
TGaS® Advisors Finds Alignment, Not Timing, Key to Global/US Transitioning
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