In this issue, I provide some guidance on the makeup of your life science rebranding task force. Having worked with many such teams over the past two-and-a-half decades, I’ve learned that some attributes are essential, and some should be strenuously avoided. I’ll begin this issue by outlining how to guide the rebranding discussion and I’ll close it by discussing the issue of timing: how do you know when to rebrand? In the next issue, I’ll provide a decision tree to help you make the decision: Is it time to rebrand my life science organization, product or service?
Rebranding your life science organization, product, or service. Part three: Building a task force to rebrand your life science organization., Vol. 7, No. 3
Rebranding your life science organization, product, or service. Part two: Factors that trigger a rebranding., Vol. 7, No. 2
Summary: In this issue, I examine the diverse set of factors that typically trigger the discussion about whether a life science organization should rebrand. I’ll also discuss the positive and negative consequences of rebranding. In the next issue, I’ll cover the attributes, roles and responsibilities that should be part of any rebranding task force.
Isn’t it ironic that marketing, the one business function that is (supposedly) responsible for clear communication, is also the one with widespread confusion about the meaning of one of its central terms: brand? There are actually at least four meanings, all very different. So I’m going to begin the discussion about rebranding by clarifying some terminology. And then I’ll point out the eight foundational assets you must have for an effective “brand” in life science marketing. In future issues, I’ll cover the reasons to think about rebranding, discuss the team you need to undertake this effort, provide a decision tree that will allow you to determine whether it’s time to rebrand, and give you a roadmap to follow as you rebrand your life science organization, product or service.
Announcing the release of the new book: Making the Complex Compelling—Creating High Performance Marketing in the Life Sciences, now available from Rockbench Press., Vol. 6, No. 11
This whitepaper is a free copy of Chapter 7: Positioning—Your Marketing DNA from Making the Complex Compelling—Creating High Performance Marketing in the Life Sciences, now available from Rockbench Publishing.
This book provides detailed guidance on how to create high performance marketing that is focused specifically on the nature and needs of the life sciences marketplace. Making the Complex Compelling lays out a clear vision and step-by-step process for creating compelling marketing, with components that all work together and reinforce each other—from your unique value proposition, to an effective brand-story, to content marketing and marketing automation—all to drive engagement, interest, traffic, leads, and sales.
Judging from the questions I’ve received and our web traffic over the years, positioning is a topic that fascinates many of you. In honor of the book’s release, this newsletter is a free copy of Chapter 7 from the book. This chapter is titled Positioning—Your Marketing DNA. It has been slightly edited and I hope this serves you well.
In practice, too much marketing is non-differentiating, and puts more emphasis on being flashy than on being effective. You can’t connect with audiences by putting tactics before strategy. How can you structure your marketing for maximum effectiveness?
As I discussed last month, entering the life science market is not a trivial exercise. There are many factors that make this market unique and I’ll start by reviewing some of those. Then I’ll take a closer look at the audiences in the life sciences and some of the specific attributes they share. Understanding these audiences, and how to draw them closer to you, is a critical success factor for entering the life science market.
Many companies try to enter the life science market, lured by the promise of rapid growth and significant opportunity. But entering the life science market can be difficult; many companies try and fail. In this first of two whitepapers on the subject, I’ll provide an overview of some of the factors that make this market unique and identify what you can do to increase your chances of success.
Choosing a name for a life science company, product or service can be difficult. Any choice will generate a strong, almost instantaneous response, carry great emotional weight and (ideally) last a long time. How do you choose a name while avoiding the emotional rollercoaster that such choices often bring? I outline an eight-step process. But first, let’s talk about the importance of choosing the proper name.
Archetypes are a powerful way to manage the meaning of your brand-story. Using archetypes effectively allows you to create high-performance life science marketing—leading to greater differentiation and pricing power. In past issues, I’ve outlined how to determine the archetypes of your competitors and how to choose an archetype for your own organization.
Now, in this final issue covering archetypes, it’s time to put your archetype to use. Let’s get practical.
Choosing an archetype that will differentiate your life science organization — a ten-step process., Vol. 6, No. 5
Summary: The effective use of archetypes can provide differentiation in life science marketing. But choosing an archetype can seem like a daunting task. How do you choose an archetype for your own organization? I outline a proven ten-step process.