Brand Planning II- Not again...

Speak to any PM lately and chances are his/her reply to a simple how are you would be "I'm sooooooooo busy, it's crazy..." I'll suggest you give a cursory good luck and dash for your life. For those unfortunate or clueless ones who cannot manage a timely escape, you can be sure that you will be unloaded with a whole barrage of "It's sooooooo mentally taxing, doing this marketing plan... oh, another brand meeting with the MM/GM/RBM again.." zzz

Indeed, the annual brand planning is no trivial affair to be scorned at. It is one business process that is absolutely necessary to analyse past performances, anticipate market dynamics and business impact, predict and assess future growth, evaluate cost and pursue sales strategies for the whole of next year.

Managing the day-to-day affairs can wear a PM out with hardly any time to sit down and evaluate present situation nor contemplate on future directions. Therefore, brand planning season is a great exercise to formalise the plans.

Although brand planning officially commences from May-July for most companies, PMs shouldn't only think about it come mid-year. It should be a continuous effort throughout the year. thoughts should be given to brand development and discussed about. this could greatly alleviate the load and seriously prevent the slew of unorginal and totally uncreative work that abound in local pharma.

One of the most annoying buzzword whose use is bordering on abuse is 'strategy'. every marketer is throwing it around and short of wearing it across their chest, really annoys me. Thing is, there are plenty of PMs out there who can't even tell between a strategy and a tactic! (no kiddin') Certainly one need not have gone to business school to become a PM but spewing 'strategies' incessantly is a real earsore to most knowledgeable people.

When questioned as to what grand 'strategies' they have dreamt up for their respective brands, you get the run-of-the-mill patient assistance programs, new pricing strategies (drop price/increase bonus?!?!), improved CRM through >SF optimization, running local trials (retrospective usually), increasing no. of GSAs (hello? how'd you get here?)

I know I've long lamented on the lack of creative and innovative talents in this industry. There are some brilliant ones whom I'm proud to have acquaintance of and witnessed the superior intellect, great amount of analytical prowess that complements an adventurous spirit to pursue brand leadership. However, the bulk of which, still leaves much to be desired.

...recommends a heavy dose of "LSD" or "Lead, Speed and Differentiation" to encourage innovation in Asia. A country’s desire to always stay in the "lead" lends a sense of urgency to its people to innovate. Speed, through government agencies working in partnership to meet the needs of businesses, helps shorten the lead time for companies. And differentiation, through identifying niche areas where few are staking their claim, helps sustain a country’s competitive advantage...

Lim Siong-Guan, Chairman, Singapore Economic Development Board, World Economic Forum on East Asia http://www.weforum.org/en/events/WorldEconomicForumonEastAsia2007/index.htm