Execution & implementation for a cross-divisional integrated marketing initiative, for a pharmaceutical conglomerate focusing on its diabetes portfolio
The client is a newly formed division of a large pharmaceutical player, focused on building collaborative and innovative approaches across therapeutic areas for its (client’s) parent company’s businesses. Universal Consulting was engaged to implement and provide PMO support for the key activates of a specific initiative, which targeted integrating the business development activities across the parent company’s subsidiaries in the diabetes space.
UC adopted the following approach to successfully execute the cross divisional integrated marketing initiative:
- Leveraged on tools like detailed implementation plans and 100-day plans to track validate the results of key sub-projects
- Ensured the strategic alignment of workstreams within the initiative through real-time monitoring of work-plan implementation rates and turnaround rates
- Audited and tracked progress of workstreams and reported the same to senior management through weekly steering committee updates and monthly meetings
- Provided strategic direction to internal and external stakeholders through detailed documentation of approach, proposed outcomes and key end results of the initiatives
- Built quantitative models to reaffirm results and business impact of the initiative
- Facilitated project management support to workstreams targeted at increasing the exposure of the client to government entities and facilitating new business from government sponsored programs
- Built a detailed value proposition and business plan to facilitate the scaling up of the Pilot initiatives to external parties and delivering the desired ROI to the client post execution of the Pilot
- Post the initiative created an integrated framework to facilitate smooth progress post the implementation exercise
Through this engagement the client successfully executed its first cross divisional integrated marketing strategy, allowing all its subsidiaries to jointly, for the first time, market their products, leverage on the parent company’s brands and explore new avenues to market products that were otherwise unavailable when the subsidiaries individually marketed their products.