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In short: a pharma brand plan is the one document that says where a brand stands, what it must achieve next year, and how. Write it in order: situation analysis, brand diagnosis, the two or three key issues, objectives, strategy and positioning, strategic imperatives, tactics for each customer group (prescribers, pharmacists, consumers, payers or tenders), budget, KPIs, risks and governance. Keep it in tables, use placeholders until a number is real, and build medical, legal and regulatory review into the timeline from the first draft.
Every brand team writes a plan once a year. Many of those plans are long, polished and forgotten by the end of the first quarter. They describe everything the brand will do and never say why, so when the market moves nobody knows which activity to protect and which to cut.
A good brand plan is different. It is built on a clear diagnosis, makes a small number of choices, names an owner for every line, and is reviewed often enough to stay true. This guide shows how to write one for a prescription (Rx) or over-the-counter and consumer health (OTC) brand, with a template you can copy and a worked example. It is the deep, brand-level companion to the main guide to pharma marketing strategy, which sets out the wider discipline and gives a short outline of the pharmaceutical marketing plan.
What Is a Pharma Brand Plan, and Who Uses It?
Short answer: it is the annual operating document for one brand. Marketing owns it, but medical, sales, market access, regulatory, supply and finance all use it to decide what to do, what to fund and what to stop during the year.
A pharma brand plan sits between the company strategy and the daily work of the field. Above it, the business unit decides which therapy areas and brands get priority. Below it, sales plans, key account plans, medical plans and campaign briefs turn the brand’s choices into action. The brand plan is the layer that connects them: it explains the brand’s situation, the problems it must solve this year, and the route it will take.
Each reader uses it for something different, which is why it must be written for all of them and not only for the marketing team:
| Reader | What they need from the plan |
|---|---|
| General manager, business unit head | The diagnosis, the objectives, the budget request and the main risks, on one page |
| Sales and key account managers | Target customers, priority messages, field and account activity, and what they will be measured on |
| Medical affairs | The scientific narrative, the evidence gaps, the planned medical education and the claims to be reviewed |
| Market access or tender team | The value story for payers, formulary and tender priorities, and the timing of submissions |
| Regulatory | Which materials, claims and channels will need review or approval, and when |
| Supply chain and demand planning | Launches, promotions and seasonal peaks that change demand |
| Finance | The budget, its logic, and the link between spend and expected results |
One practical test: if a new sales manager could read the summary and explain, in two sentences, what the brand is trying to change this year and why, the plan is doing its job.
What Is the Structure of a Pharmaceutical Brand Plan?
Short answer: eleven parts, in a fixed order: situation analysis, brand diagnosis, key issues, objectives, strategy and positioning, strategic imperatives, tactics by customer group, budget, KPIs, risks, and governance with a review cadence. The first three explain the problem; the rest are the answer.
The order matters because each part depends on the one before it. Objectives that do not come from the key issues become wishes. Tactics chosen before the strategic imperatives become last year’s calendar with new dates. The table below shows what each part answers.
| Part of the plan | The question it answers | Typical inputs |
|---|---|---|
| 1. Situation analysis | What is happening in the market, with customers, competitors and the brand? | Market and sales data, customer research, competitor review, regulatory and guideline changes |
| 2. Brand diagnosis | Why is the brand performing the way it is? | Patient or consumer journey, adoption funnel, SWOT, last year’s results against plan |
| 3. Key issues | Which two or three problems or opportunities matter most this year? | The diagnosis, ranked by impact and by how far the brand can influence them |
| 4. Objectives | What must be true by the end of the year? | Brand and behaviour objectives, each with a measure, a baseline and a target |
| 5. Strategy and positioning | Where will the brand compete, for whom, and with what promise? | Target segments, positioning statement, approved claims |
| 6. Strategic imperatives | What few things must the brand do well to reach the objectives? | Key issues turned into three to five areas of action |
| 7. Tactics by customer group | What will we do with prescribers, pharmacists, consumers, payers or tenders? | Channel plan, field plan, medical education, campaigns, account plans |
| 8. Budget logic | Where does the money go, and why there? | Costed tactics ranked by contribution to the imperatives |
| 9. KPIs | How will we know it is working, and when do we look? | Leading and lagging measures with sources and owners |
| 10. Risks | What could stop the plan, and what will we do if it happens? | Supply, regulatory, competitive, pricing and execution risks with triggers |
| 11. Governance and review cadence | Who decides, who reviews, and how often? | Owners, review meetings, approval routes, rules for moving budget |
Situation analysis
The situation analysis collects the facts. Cover the market (size and trend of the treated or category market, guideline or reimbursement changes), the customers (how prescribers, pharmacists, patients or shoppers behave today), the competitors (who is gaining, with which messages and channels), and the brand itself (sales, share, distribution, last year’s activity and what it achieved). Write it as short findings, not as a data dump. Every finding should be something that could change a decision.
For a consumer health brand, the most useful part of this section is often what you know about the shopper and the person who recommends the product. The guide to consumer insights in consumer healthcare explains how to find insights that are actually usable in a plan.
Brand diagnosis
The diagnosis explains why the brand is where it is. The most useful tool here is a journey or funnel: for a prescription brand, the steps from awareness to trial to regular prescribing and the patient’s path from symptoms to diagnosis to adherence; for an OTC brand, the steps from need to consideration to purchase at the shelf or the counter to repeat. Find the step where the brand loses most people. That is usually where the plan should focus. The guide to patient journey mapping in pharma shows how to draw the journey and find its drop-out points.
A SWOT is useful here only if it ends in conclusions. Four lists of bullet points with no “so what” add length without adding direction.
Key issues
Key issues are the bridge between analysis and action. Write each one as a single sentence that describes a problem or opportunity the brand can influence: “Prescribers who try the brand keep using it, but too few have tried it” is a key issue; “the market is competitive” is not. Limit the list to two or three. A plan that names eight key issues has not yet decided what matters.
Objectives
Set two kinds of objective. Brand objectives describe outcomes (sales, share, growth against the market). Behaviour objectives describe what customers must do differently for those outcomes to happen (more prescribers trying the brand, more pharmacists recommending it, more shoppers choosing it at the shelf). Each needs a measure, a baseline, a target and a date. Where you do not have a baseline, say so and make getting it the first action.
Strategy and positioning
The strategy states where the brand will compete and for whom: which patient types, prescriber segments, consumer needs or channels it will prioritise, and which it will not. The positioning states what the brand should mean to those customers, inside the approved product information. The brand plan should summarise the positioning in a short statement, not re-argue it. For the method, a template and a worked example, see the pharma brand positioning guide.
Strategic imperatives
Strategic imperatives are the three to five things the brand must do well this year to reach its objectives. They turn each key issue into a direction for action, such as “build trial among prescribers who see the target patient but have not used the brand” or “make the brand the pharmacist’s first recommendation for the target symptom”. Every tactic in the plan should sit under one imperative. A tactic that fits none of them is a candidate to cut.
Tactics by customer group
Plan tactics separately for each customer group the brand depends on, because each one decides differently and is reached through different channels and rules:
- Healthcare professionals (HCPs). Field visits, medical education, scientific meetings, digital engagement and approved materials, all within the promotional code and based on approved product information.
- Pharmacists. Product training, counter support, availability and visibility, and the account work that makes sure the product is in stock where it is recommended.
- Consumers and patients. For OTC and consumer health brands, advertising, digital, in-store and education activity, with regulator approval where required. For prescription brands, only non-promotional disease awareness and patient support programmes that the rules allow.
- Payers, hospitals and tenders, where relevant. Value dossiers, formulary submissions and tender preparation, timed to each body’s own calendar.
Not every brand needs all four. An established OTC brand may have no payer section at all; a hospital product may have no consumer section. Leave out what does not apply rather than filling it to look complete.
Budget logic, KPIs, risks and governance
The last four parts make the plan manageable. The budget explains where the money goes and why. The KPIs say how progress will be tracked. The risk table lists what could stop the plan and the response agreed in advance. Governance names who owns each part, when the plan is reviewed, and who can move money between tactics. Each is covered in the template below.
How Do You Write a Brand Plan, Step by Step?
Short answer: work in five phases timed against your company’s budget calendar: gather and analyse, diagnose and choose the key issues, set objectives and strategy, build tactics and budget, then review, align and approve. Start early enough that the plan is ready before finance closes the budget.
Many companies set next year’s budget in the second half of the current year, and the brand plan has to feed it. Find the date finance needs your numbers and work back from it. The phases below are a practical sequence; the time each one takes depends on the size of the brand, the number of functions involved and how much data you already have.
| Phase | What happens | Output | When, relative to the budget deadline |
|---|---|---|---|
| 1. Gather and analyse | Collect market, sales, customer and competitor data; review last year’s plan against results; run or commission any research you need | Situation analysis | Earliest phase; research lead times drive the start date |
| 2. Diagnose and choose | Map the journey or funnel, find where the brand loses customers, run a workshop with medical, sales and access to agree the key issues | Brand diagnosis and key issues | After the analysis, before any tactic is discussed |
| 3. Set objectives and strategy | Set brand and behaviour objectives; confirm target segments and positioning; write the strategic imperatives | Objectives, strategy, imperatives | In time for leadership to challenge them before tactics are costed |
| 4. Build tactics and budget | Plan tactics by customer group, cost them with real quotes, rank them, set KPIs and list risks | Tactical plan, budget, KPI scorecard, risk table | Finished before the budget deadline, with time for revisions |
| 5. Review, align and approve | Cross-functional review, leadership approval, early briefing of medical and regulatory reviewers on the materials the plan needs | Approved plan and launch of the review cadence | Before the new year starts, so the first quarter is not lost |
Step 1: Start with last year, honestly
Before collecting new data, put last year’s plan next to last year’s results. Which objectives were met, which were missed, and which tactics were actually executed? A plan that does not learn from the previous one tends to repeat it. Write down three lessons and carry them into the new plan.
Step 2: Agree the key issues with other functions
The key issues are the most important choice in the plan, so make them with the people who will execute it. A half-day workshop with medical, sales, market access and, for consumer brands, trade marketing usually surfaces problems marketing alone would miss, and builds the commitment the plan will need later.
Step 3: Write objectives before tactics
Agree the objectives and the strategic imperatives with your manager before you plan a single tactic. It is much easier to challenge an objective on one page than to unpick a fully costed tactical plan.
Step 4: Build tactics from the imperatives down
For each imperative, list the tactics that would move it, then plan them by customer group. Plan each one backwards from its start date: content creation, medical, legal and regulatory review, any regulator approval, production and field briefing all take time. For a brand in its first year, the guide to an OTC product launch in Saudi Arabia sets out the launch sequence that the brand plan has to follow.
Step 5: Approve the plan and the review dates together
When the plan is approved, put the review meetings in everyone’s calendar at the same time. A plan whose first review is not scheduled will not be reviewed until something goes wrong.
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What Does a Pharmaceutical Brand Plan Template Look Like?
Short answer: seven tables: a one-page summary, the diagnosis and key issues, objectives, strategic imperatives with tactics by customer group, the budget, the KPI scorecard, and the risks with governance. Copy them into a document or spreadsheet, keep the columns, and fill the brackets with your own data.
The template below is the core of the plan. Adapt the rows to your brand, but keep the columns: each one forces a decision that weak plans avoid. Anything in square brackets is a placeholder to replace with your own information.
Table 1: One-page brand plan summary
| Element | Your brand |
|---|---|
| Brand, indication or category, type | [Brand name]; [indication or need]; [Rx / OTC / consumer health] |
| Lifecycle stage | [Pre-launch / launch / growth / mature / defend] |
| Where the brand stands | [Two sentences from the situation analysis] |
| Key issues | [Issue 1]; [Issue 2]; [Issue 3] |
| Brand objective | [Measure] from [baseline] to [target] by [date] |
| Positioning in one line | [For target, brand is the frame that benefit, because reason to believe] |
| Strategic imperatives | [Imperative 1]; [Imperative 2]; [Imperative 3] |
| Budget request | [Total], split [by imperative] |
| Top risk | [Risk] and [planned response] |
Table 2: Diagnosis and key issues
| Journey or funnel step | What we see | Evidence | Why it happens (our view) | Key issue? |
|---|---|---|---|---|
| [Awareness of the condition or brand] | [Finding] | [Source, or “assumption to test”] | [Explanation] | [Yes / no] |
| [Trial or first purchase] | [Finding] | [Source] | [Explanation] | [Yes / no] |
| [Regular use, prescribing or repeat purchase] | [Finding] | [Source] | [Explanation] | [Yes / no] |
| [Access: availability, formulary or tender status] | [Finding] | [Source] | [Explanation] | [Yes / no] |
Table 3: Objectives
| Type | Objective | Measure | Baseline | Target and date | Owner |
|---|---|---|---|---|---|
| Brand | [Grow sales or share] | [Sales, share or growth versus market] | [Value] | [Value] by [date] | [Brand manager] |
| Behaviour: HCPs | [More target prescribers trying the brand] | [Prescribers with at least one prescription] | [Value or “to measure”] | [Value] by [date] | [Sales manager] |
| Behaviour: pharmacists | [More recommendation at the counter] | [Recommendation in mystery shopping or audits] | [Value or “to measure”] | [Value] by [date] | [Trade or pharmacy lead] |
| Behaviour: consumers | [More consideration among the target] | [Awareness or consideration in tracking] | [Value or “to measure”] | [Value] by [date] | [Brand manager] |
| Access | [Listing, formulary or tender win] | [Status at named bodies or accounts] | [Current status] | [Status] by [date] | [Access or KAM lead] |
Table 4: Strategic imperatives and tactics by customer group
| Strategic imperative | HCPs | Pharmacists | Consumers or patients | Payers or tenders |
|---|---|---|---|---|
| [Imperative 1] | [Tactic, timing, owner] | [Tactic, timing, owner] | [Tactic, timing, owner, or “not applicable”] | [Tactic, timing, owner, or “not applicable”] |
| [Imperative 2] | [Tactic, timing, owner] | [Tactic, timing, owner] | [Tactic, timing, owner] | [Tactic, timing, owner] |
| [Imperative 3] | [Tactic, timing, owner] | [Tactic, timing, owner] | [Tactic, timing, owner] | [Tactic, timing, owner] |
Table 5: Budget by imperative
| Imperative | Tactics funded | Cost basis | Fixed or flexible | Amount | Not funded, and why |
|---|---|---|---|---|---|
| [Imperative 1] | [List] | [Quotes, contracts, internal rates] | [Fixed / flexible] | [Amount] | [Tactic, reason] |
| [Imperative 2] | [List] | [Basis] | [Fixed / flexible] | [Amount] | [Tactic, reason] |
| [Imperative 3] | [List] | [Basis] | [Fixed / flexible] | [Amount] | [Tactic, reason] |
| Reserve | [Purpose] | [Rule for release] | Flexible | [Amount] | [Who can release it] |
Table 6: KPI scorecard
| KPI | Leading or lagging | Data source | Owner | Frequency | Action if off track |
|---|---|---|---|---|---|
| [Sales or share versus plan] | Lagging | [Internal sales, market data] | [Owner] | [Monthly] | [Response] |
| [Reach and frequency of target HCPs] | Leading | [CRM] | [Owner] | [Monthly] | [Response] |
| [Pharmacist recommendation or availability] | Leading | [Audits, field reports] | [Owner] | [Quarterly] | [Response] |
| [Consumer awareness or consideration] | Leading | [Tracking study] | [Owner] | [Per wave] | [Response] |
| [Materials approved on time] | Leading | [Review system] | [Owner] | [Monthly] | [Response] |
For how to choose the measures, separate leading from lagging indicators and avoid vanity metrics, see the guide to pharma marketing KPIs.
Table 7: Risks and governance
| Risk | Early warning sign | Planned response | Owner |
|---|---|---|---|
| [Supply interruption] | [Stock cover below agreed level] | [Pause demand activity, reallocate budget] | [Supply lead] |
| [New competitor or generic entry] | [Registration or launch news] | [Pre-agreed defence tactics] | [Brand manager] |
| [Material or claim approval delay] | [Review not started by planned date] | [Use approved modular content, shift timing] | [Brand manager, medical] |
| [Price or reimbursement change] | [Policy announcement] | [Revise access plan and forecast] | [Access lead] |
Under the risk table, add three lines of governance: who owns the plan overall, the dates of the review meetings, and the rule for moving budget between tactics (for example, who can approve a shift and up to what share of the budget, set by your own finance policy).
What Does a Brand Plan Example Look Like?
Short answer: below is a condensed plan for a fictional consumer health brand that is sold over the counter and also recommended by doctors. It shows how the template reads once filled in. Numbers are left as placeholders, because real targets must come from your own data.
The brand. “Brand M” is a fictional oral rehydration and electrolyte product, available without a prescription in pharmacies and recommended by some doctors for adults and children with mild dehydration. Brand M, its market and every detail below are invented for illustration; any resemblance to a real product is unintended.
Situation and diagnosis in brief
- Brand M is known among paediatricians and family doctors, but recommendation outside those groups is limited. [Assumption to confirm with field data.]
- In pharmacies, shoppers often ask for “something for dehydration” rather than a brand, so the pharmacist’s choice decides the sale. [Assumption to test with mystery shopping.]
- Demand peaks in the hot months and during periods of fasting and travel, and availability drops in [priority outlets] at the peak.
- A competing product has launched a consumer campaign with a flavour range aimed at adults.
Key issues
- The pharmacist decides most unprompted purchases, and Brand M is not yet the default recommendation.
- Stock runs short at the seasonal peak, when demand is highest.
- Adults do not see Brand M as a product for them.
Objectives
| Objective | Measure | Target | Owner |
|---|---|---|---|
| Grow Brand M ahead of the category | Sell-out growth versus category | [Above category growth] by [year end] | Brand manager |
| Become the first recommendation at the counter | Recommendation rate in mystery shopping | [Baseline in quarter one, target agreed after] | Pharmacy lead |
| Keep stock through the peak | Availability in priority outlets | [Target] through [peak months] | Sales operations |
| Open the adult use | Consideration among adult target in tracking | [Target] by [date] | Brand manager |
Strategy and imperatives
Brand M will focus on pharmacists as the main decision maker for unprompted purchases, keep its base with paediatricians and family doctors, and add adults with an active or fasting lifestyle as a second consumer target. Its positioning stays within the approved product information. The three imperatives are: make Brand M the pharmacist’s first choice; secure availability before the peak; and give adults a reason to choose Brand M, using approved claims only.
Tactics by customer group (condensed)
- HCPs: maintain field coverage of paediatricians and family doctors with approved materials; add [target specialty] to the call plan; medical education on rehydration guidance, approved by medical.
- Pharmacists: counter training module before the peak, built on approved information; recommendation guide for the counter; visibility in priority outlets agreed with each account.
- Consumers: seasonal campaign for adults, submitted for the approvals it needs well before the peak; e-pharmacy listings updated with approved content.
- Accounts: forward orders agreed with chains and distributors to cover the peak; weekly stock checks in priority outlets during it.
Budget logic
Funding goes first to the pharmacist imperative, because it decides most purchases, and to availability, because a recommendation is wasted if the shelf is empty. The adult consumer campaign is funded next and sized once tracking confirms the baseline. HCP activity is held at its current level. A reserve of [amount] is kept for an early or longer peak.
Governance
The brand manager owns the plan. Execution is checked monthly, and weekly during the peak. Results are reviewed each quarter with sales, medical and finance, and budget can be moved between imperatives by [named approver] within [limit].
How Do MLR Review and SFDA Compliance Fit Into the Brand Plan?
Short answer: treat review and approval as fixed steps in the plan’s timeline, not as an afterthought. Every promotional material must pass the company’s medical, legal and regulatory (MLR) review, claims must match the approved product information, and in Saudi Arabia consumer advertising for non-prescription products may also need SFDA’s prior approval.
The brand plan does not need regulatory approval, but much of what it schedules does, and approval time is the step most often underestimated. Treat the points below as a checklist to agree with your medical and regulatory colleagues, not as legal advice:
- Product status first. Confirm how each product is registered (prescription medicine, non-prescription medicine, health product, supplement or cosmetic), because what you may claim and where you may advertise depend on it.
- Claims library before campaigns. List the approved claims and their references before any material is written. Tactics built on approved claims move through review faster.
- Prescription brands. Prescription medicines cannot be advertised to the public, so their consumer section is limited to what the rules allow, such as non-promotional disease awareness and patient support.
- Consumer brands. Check with regulatory which consumer materials need the regulator’s prior approval, and plan that time before each campaign.
- HCP and pharmacist activity. Materials, education and any hospitality must follow the applicable promotional code and be approved by the medical function.
- Brief reviewers early. Share the plan’s list of planned materials with medical and regulatory when the plan is approved, so they can plan their own workload.
For what needs pre-approval in the Kingdom and how the approval flow works inside a company, see the SFDA marketing compliance checklist.
What Are the Most Common Brand Plan Mistakes?
Short answer: describing activity instead of making choices, skipping the diagnosis, naming too many key issues, inventing targets, and forgetting to plan the reviews. Most of them come from writing the plan to be approved rather than to be used.
- A data dump instead of a diagnosis. Pages of charts with no conclusion leave readers to draw their own, and they will draw different ones.
- Too many key issues. If everything is a priority, the budget is spread too thin to change anything.
- Tactics that fit no imperative. Activities carried over from last year because they always run are the first place to look for money.
- Invented targets. Targets without a baseline are ignored by the field and challenged by finance. Use placeholders until the number is real, and make measuring it an action.
- One plan for every customer. Prescribers, pharmacists, consumers and payers decide differently. A plan that treats them the same reaches none of them well.
- Ignoring review lead times. A campaign approved after the season is wasted money. Plan approvals as part of the timeline.
- No risks, no reserve. Something will change during the year. Without agreed responses and a reserve, the only option is to cut a planned activity in a hurry.
- Written once, reviewed never. A plan reviewed only at year end cannot correct course.
Key Takeaways
- A pharma brand plan is the annual operating document for one brand, used by marketing, medical, sales, access and finance
- Write it in order: situation, diagnosis, key issues, objectives, strategy, imperatives, tactics, budget, KPIs, risks, governance
- Limit the key issues to two or three, and make every tactic sit under a strategic imperative
- Plan tactics separately for HCPs, pharmacists, consumers and payers or tenders, and leave out what does not apply
- Time the plan against the budget calendar, and use placeholders until numbers are real
- Build MLR review and any SFDA approval into the timeline from the first draft
Frequently Asked Questions
What is a pharma brand plan?
A pharma brand plan is the annual document that sets out where a medicine or consumer health brand stands, what it must achieve next year, how it will get there with each customer group, what it will cost and how progress will be measured. It is the single reference that marketing, medical, sales, market access and finance use to make decisions about the brand during the year.
What is the difference between a brand plan and a pharmaceutical marketing plan?
The terms are often used for the same document. Where a company separates them, the marketing plan covers a whole portfolio, therapy area or business unit, and the brand plan goes one level deeper: one brand, its diagnosis, its positioning, its strategic imperatives and the tactics for each customer group. Brand plans roll up into the marketing plan, not the other way round.
How long should a brand plan be?
Long enough to show the thinking and short enough to be read. A common shape is a one-page summary that a general manager can read in minutes, a core of a dozen or so pages or slides built around tables, and appendices for data and detailed tactical plans. If the core grows much beyond that, the plan is usually describing activity rather than making choices.
When should the annual brand plan be written?
Start the situation analysis several months before the new year, so the plan is ready when the company sets its budget. The exact timing follows your own budget calendar. Work back from the date finance needs the numbers, and leave time for cross-functional review and for medical and regulatory input before the plan is final.
Is a brand plan different for Rx and OTC brands?
The structure is the same, but the customer groups and the rules differ. A prescription brand plan centres on prescribers, pharmacists and, where relevant, payers or tender bodies, and cannot include advertising to the public. An OTC or consumer health plan adds the consumer and the shopper, the pharmacy counter and retail channels, and must allow for regulator approval of consumer advertising where it is required.
Who should be involved in writing a brand plan?
The brand manager or product manager owns it, but should not write it alone. Medical affairs checks the scientific basis and claims, regulatory checks what is allowed, sales and key account managers test what is realistic in the field, market access or tender teams bring payer insight, and finance checks the budget. Involving them early is faster than defending the plan to them later.
Which KPIs belong in a pharma brand plan?
A short mix of leading and lagging measures: brand outcomes such as sales, share and growth against the market, and the behaviours that drive them, such as prescriber reach and frequency, pharmacist recommendation, distribution and availability, consumer awareness and consideration, and tender or formulary status where relevant. Every KPI needs a data source, an owner, a baseline and a review date.
Does a brand plan need SFDA approval in Saudi Arabia?
The plan itself is an internal document. What it schedules is a different matter: promotional material must follow the approved product information and the applicable promotional rules, consumer advertising for non-prescription products may need the regulator's prior approval, and prescription medicines cannot be advertised to the public. Build those review and approval steps into the plan's timeline.
What to Do Next
Copy the seven tables into a document and fill in Table 2 for your brand this week. Mark every finding as evidence or assumption. The step in the journey where the brand loses most customers will tell you what your first key issue is. Then take that one issue to a colleague in medical or sales and ask whether they see the same problem.
For the wider picture of channels, segmentation and how the brand plan fits the overall strategy, return to the main guide to pharma marketing strategy.
