The five (real) rules of pharmaceutical positioning
While my book presents nine principles for pharmaceutical positioning, here are five main rules for pharmaceutical positioning that capture the essence of the philosophy:
Deep Positioning is about the product. This rule signifies a fundamental shift from traditional product or brand positioning, which focuses on creating an image or identity in the mind of the target market. Instead, Deep Positioning is concerned with the actual product itself, encompassing decisions made early in development, such as indication, dose, formulation, endpoints, and the value proposition. The molecule itself remains unchanged from the lab to the market; the difference lies in the decisions made and the evidence collected to shape it into a product. This means that competitive differentiation and the value proposition are baked into the product from the outset, rather than being an afterthought for marketers.
The best time to position your drug was in phase I. The next best time is now. This principle underscores the critical importance of early intervention in the positioning process. Decisions made in Phase I and II, regarding market position, desired effect size, or value proposition, inevitably limit or empower subsequent choices for clinical, regulatory, and market access teams further down the line. The longer "the obvious" path is pursued without active positioning, the more options are lost. Engaging in Deep Positioning early allows for strategic direction and design that provides optionality for all team members, enhancing the product's ability to withstand changing market conditions.
Write ‘…will become’ at the top of the positioning, not ‘is’. This rule champions a proactive, future-oriented approach to positioning. It advises against crafting positioning statements that merely describe the product "as is," based on existing data. Instead, it encourages envisioning "what you want your product to become". This active framing provides a clear direction not only for external communication but also for internal teams developing the necessary data. This "North Star" vision allows teams to strategically pull desired claims through the development process, building towards a strong future market position rather than just messaging currently available data.
Find your ‘mechanism of value’. This principle urges a deeper understanding of the drug's worth beyond generic efficacy or benefits. It involves articulating the "point of your drug" to the customer, which necessitates quantifying qualitative benefits and connecting the academic discovery with the real-world needs of patients and healthcare providers. A "value proposition" is a more useful concept than a "benefit statement" as it inherently includes a positioning and demands that the drug prove its worth in the clinic. Understanding this mechanism of value means focusing on the granular details of efficacy that truly matter and differentiate the drug, rather than relying on abstract terms.
Don’t allow people to position your drug who don’t realise they’re doing so. This rule addresses the pervasive issue of "pseudo-positioning", where early decisions in development, such as indication selection, the creation of scientific communication platforms, or brand naming, inadvertently establish a de facto positioning for the product. Any choice about market position, even if made passively or without explicit intent to "position," still shapes the drug's future trajectory. Deep Positioning demands that such impactful decisions are made consciously and strategically, with full awareness of their downstream effects on all aspects of the product's journey to market.