strategic marketing

For over twenty years, I generated successful business with customers and clients in biotech start-ups, governmental agencies, medical schools and universities, and global pharmaceutical companies. I bring to my clients the perspective gained from this depth of experience.

In today’s challenging economic times, the pressure to find business fosters a short term perspective on the part of many organizations, potentially leading to lowered hit rates and higher marketing costs. Strategic marketing holds a view wherein a successful offering leads to additional opportunities based on relationship, performance and focused line extension. This results in lower marketing investment over time.

Understanding a market is critical to strategic marketing. Increasingly, procurement decisions are commodity focused – while emphasizing the conflicting goals of seeking value and minimizing cost. The successful firm is one that meets the broad procurement goals of a client while responding to a greater organizational need. In the biopharmaceutical arena, differentiators might include global scale with local customer service, potential and realized savings in cost and time, unique project approaches, or shared risk and reward schemes. The key is to understand that for each client, the differentiator can be different. At the same time, service providers need to understand that true differentiators are based on clients’ perceptions of them, not their perception of themselves.

Typically, I help clients look outside their organizations to find their strengths and to build on these internally from both a marketing and operational standpoint.