From Vande Bharat to Pharma Brands – Blueprint for Seamless Strategy Execution
Preamble
India’s pride, the Vande Bharat trains, represents a leap forward in technology and innovation.
Designed to zoom at speeds between 160 to 180 kmph, these marvels of engineering often crawl at average speeds of 59 to 90 kmph.
The culprit? Track conditions that cannot support the potential of these high-speed trains.
This disconnect between capability and infrastructure is a powerful analogy for the world of pharmaceutical brand building.
In pharma marketing, the brand manager lays down the strategic blueprint—a vision as sleek and promising as the Vande Bharat trains.
First, success requires alignment between ambition and infrastructure. Just as a high-speed train needs compatible tracks, a simple marketing strategy also needs a capable and well-prepared strategy execution team.
Second, investing in infrastructure (whether railway tracks or human capabilities) is as crucial as investing in the end product. The result? The brand fails to achieve the momentum it deserves.
Sometimes, the reverse happens: a poorly conceived strategy, when executed flawlessly, drives the brand into chaos.
To illustrate this, let’s delve into a story that brings this analogy to life.
The Tale of a Struggling Brand
It was a crisp winter morning in Mumbai when Aditi, a newly appointed brand manager at pharma company, let’s call it Axis Pharmaceuticals, walked into his first strategy meeting.
He had been entrusted with revitalizing “PainAway,” an aging pain relief gel losing market share to newer competitors.
Aditi collaborated closely with the F&D team to enhance the formulation. The vehicle of the gel was modified, transforming its feel and texture. Now, it glided effortlessly over the skin with a silky smoothness, leaving a luxurious, soft sensation. Lightweight and airy, it delivered a delightful experience.
The fragrance was changed to a mild lavender scent, reminiscent of premium cosmetic products, giving PainAway a subtle yet pleasant aroma.
The packaging featured a rich and flashy design. Its simple yet bold appearance conveyed strength and trust, reassuring users of its premium quality. The comforting color scheme, with soft, soothing tones complemented by vibrant accents, symbolized the dual promise of care and power.
The new tagline was “Relief You Can Rely On“
Aditi was brimming with ideas—sleek advertisements, doctor engagement campaigns, and digital outreach initiatives.
However, during the launch meeting, Rahul, a seasoned District Manager, voiced concerns.
“Your strategy is impressive on paper, but will it translate on the ground? Our Medical Representatives are already overburdened, and rural areas lack the digital infrastructure for many of these campaigns.”
Determined to prove herself, Aditi pushed forward.
PainAway’s rebranding was rolled out with much fanfare, complete with celebrity endorsements and flashy packaging. But six months later, sales had only marginally improved. Aditi was baffled—why hadn’t their high-speed strategy delivered?
A post-mortem revealed glaring issues. Medical Representatives weren’t adequately trained on the product’s new features, and they struggled to engage doctors meaningfully.
Stock outs in key areas further crippled efforts. Aditya’s high-speed strategy had hit the equivalent of India’s worn-out tracks—it couldn’t run at its intended pace.
Aditi wasn’t the only one at fault. Months later, Axis Pharmaceuticals launched a new antibiotic with a hasty, poorly researched strategy. Yet this time, Rahul, the brand manager in charge of this product ensured a flawless strategy execution. It was promoted very aggressively.
But cracks soon emerged: side effects weren’t adequately disclosed, leading to a public backlash. Doctors lost trust in the brand, and sales plummeted.
Lessons from the Vande Bharat Analogy
- Track and Train Harmony: Just as Vande Bharat trains need compatible tracks, a pharma brand’s strategy must align with the field force’s capabilities and market realities. Without this harmony, the brand’s potential remains untapped.
- The Role of Strategy Execution: A brilliant strategy with poor execution is like a high-speed train stuck on out-dated tracks—it goes nowhere. Conversely, perfect execution of a poor strategy leads to derailment. Both are detrimental to brand building.
- Regular Maintenance: Railway tracks require constant upkeep to handle high-speed trains. A ne brand needs frequent auditing. Once in a onth is the desired frequency. Similarly, the relationship between brand managers and sales teams needs nurturing. Regular feedback, training, and adjustments ensure seamless execution.
The Disconnect: Strategy Without Execution
A post-mortem revealed glaring issues. Medical Representatives weren’t adequately trained on the product’s new features, and they struggled to engage doctors meaningfully.
Stock outs in key areas further crippled efforts. Aditi’s high-speed strategy had hit the equivalent of India’s worn-out tracks—it couldn’t run at its intended pace.
Aditi wasn’t the only one at fault.
Months later, Axis Pharmaceuticals launched a new antibiotic with a hasty, poorly researched strategy. Yet this time, Rahul, the brand manager in charge of this product ensured a flawless strategy execution. It was promoted very aggressively.
But cracks soon emerged: side effects weren’t adequately disclosed, leading to a public backlash. Doctors lost trust in the brand, and sales plummeted.
The Collaborative Blueprint
Aditya learned from his mistakes. When tasked with launching “HealGel,” a new wound care product, he took a different approach. Instead of dictating the strategy, he collaborated with Rahul’s team to understand the ground realities. Together, they co-created a campaign that balanced innovation with practicality.
Rahul leveraged the Fair Process, also called the 3-E process so beautifully explained by Chan Kim and Renée Mauborgne in their classic book “BLUE OCEAN STRATEGY”
Engagement: Engagement means involving individuals in the strategic decisions that affect them by soliciting their input and allowing them to refute the merits of one another’s ideas and assumptions. District Managers and Regional Managers were consulted through a series of video-conferences. There was a free exchange of ideas. Some ideas from District Managers and Regional Managers were accepted some were rejected.
Explanation: It means that everyone involved and affected should understand why final. Valid reasons were given for why certain ideas were accepted and why some were rejected. Even those ideas were rejected felt that at least they were asked. The District Managers and Regional Managers took ownership of the strategies. “It’s my strategy” was the feeling generated among the District Managers and Regional Managers
Expectation: Clarity: Now everyone was on a level playing ground. Expectation clarity required that after a strategy is set, managers clearly state the new rules. Although the expectations may be demanding, every stakeholder must know the consequences of success and also of failure.
District Managers and Regional Managers were thoroughly trained not just the technical aspects but also on the strategies, tactics and an engaging communication strategy. They were also trained to be trainers.
Medical Representatives received thorough training and practical tools, from the District Managers and Regional Managers. They were exposed to educational videos, to explain the product’s features and its related benefits. Aditi also ensured that stock levels were monitored rigorously to prevent shortages.
The result? HealGel became a runaway success, capturing significant market share within a year. It wasn’t just a win for the brand but also a testament to the power of aligning strategy with execution.
Conclusion
As India continues to upgrade its railway infrastructure to match the Vande Bharat’s potential, organizations too must invest in building the capabilities and systems needed to turn ambitious strategies into market success. The train to business success runs not on tracks of strategy alone, but on the twin rails of strategic thinking and execution capability, both aligned and strong enough to bear the weight of ambition.
The Vande Bharat trains and their challenges offer a striking parallel to pharma brand building. Both demonstrate that no matter how advanced the vision, success depends on the alignment between strategy and execution.
Pharma brand managers must recognize that their strategies are only as strong as the field force implementing them. Likewise, sales teams must understand that their execution can either elevate or derail a brand’s trajectory.
The journey of building a successful pharma brand, much like operating a high-speed train, requires balance, collaboration, and adaptability.
Together, strategy and execution form the dual tracks on which the brand’s success speeds forward.