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Harnessing psychological and behavioural insights to inform product launch

Harnessing psychological and behavioural insights to inform product launch

The Client

Global pharmaceutical company + path-to-market strategy company

The Need

To devise the best launch strategy for a new rare disease drug intended to replace an established therapeutic developed by the same pharma company.

The Action

In-depth interviews combined with body language, behavioural, attitudinal, and emotional analyses, were conducted with HCPs to identify both conscious and subconscious disease- and treatment-related beliefs and prescribing drivers. These insights were harnessed to test positioning concepts and value propositions to optimise drug launch.

The Outcome

Listening to what isn’t being said by HCPs – not just what is being said – informed a powerful product positioning strategy anticipated to expand patient reach and net revenue.

Chief Medical Officer

“This work took us beyond traditional path-to-market strategy to understanding deeper level needs within the therapeutic landscape. With Nicola’s support, we could identify the true drivers of healthcare provider beliefs and prescribing behaviours – not just what they tell us they believe and do. In addition, understanding the underlying emotions to these beliefs and behaviours gave us a unique angle on product positioning concepts and what would resonate with providers. Our own client was delighted with the outcome.”

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This work took us beyond traditional path-to-market strategy to understanding deeper level needs within the therapeutic landscape. With Nicola’s support, we could identify the true drivers of healthcare provider beliefs and prescribing behaviours – not just what they tell us they believe and do. In addition, understanding the underlying emotions to these beliefs and behaviours gave us a unique angle on product positioning concepts and what would resonate with providers. Our own client was delighted with the outcome.

The client

Global pharmaceutical company + path-to-market strategy company
Chief Medical Officer

The need

To devise the best launch strategy for a new rare disease drug intended to replace an established therapeutic developed by the same pharma company.

The action

In-depth interviews combined with body language, behavioural, attitudinal, and emotional analyses, were conducted with HCPs to identify both conscious and subconscious disease- and treatment-related beliefs and prescribing drivers. These insights were harnessed to test positioning concepts and value propositions to optimise drug launch.
Listening to what isn’t being said by HCPs – not just what is being said – informed a powerful product positioning strategy anticipated to expand patient reach and net revenue.

The outcome