Developing a global segmentation to support the launch of an Ulcerative Colitis innovation
Problem context
Our biotech client was developing a next-generation, once-daily, oral innovation for moderately to severely active UC. To support the launch, they wanted to develop a global segmentation of gastroenterologists. The intention was to set the stage for branded/unbranded campaigns, messaging development, physician targeting, and marketing.
One of the key tasks was to ensure that segmentation, whilst reflecting differences in market structure and treatment approaches of different countries, provided sufficient commonality in the segments across countries to help create a coherent strategy.
Our approach
We were responsible for the segmentation work in 3 EU markets – France, Germany, and the UK. We leveraged all the past qualitative research that we had conducted in the category for the client. We supplemented that with additional interviews in markets where we had gaps. In total, we analysed 24 depth interviews.
Our quantitative research sample comprised 420 GIs. The questionnaire included a number of broad dimensions that the qualitative module identified – patient orientation, treatment goals, decision making heuristics, willingness to adopt new therapies, level of knowledge, level of restrictions in their environment, and the variety of patient cohorts that they see. Whilst we covered attitudinal statements on these broad dimensions, our questionnaire also included many behavioural variables, e.g., share of prescription of different treatments, time of adoption of recent innovations. In addition, we profiled the physicians extensively on their preferred mode of interaction with pharmaceutical companies
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We identified three priority segments for the client that were common across the markets. These were pivotal to creating the brand strategy. Additionally, we highlighted a few country specific segments that were important to drive the volume of prescription
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We recommended tailored messages for each of the segments
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Finally, we developed go-to-market archetypes, e.g., those who got their information from sale reps vs. those who were looked mainly at medical journals, and clinical trial results. We profiled the segments on these go-to-market archetypes that enabled us to recommend actions to activate the segments
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The entire senior team bought into the segments and the recommendations. However, our client got acquired by a big pharmaceutical company. Therefore, we do not know the impact after the acquisition
Insights and Impact
