Existing data offers the most economical and fastest route to differentiate, revitalize and advance an established brand at any stage in the life cycle.
CEME is a validated tool that has the power to rapidly probe this invaluable resource, yielding a high return on investment.
With CEME, all stakeholders are winners.
Healthcare professionals are given exciting and breaking news about the brand, enabling enhanced patient management, often by fulfilling unmet clinical needs.
Researchers have new platforms for driving research.
Collectively, new teachings enhance the Corporate image.
CEME offers new life and new sales growth for the brand.
Since 1983 McCormack’s methods have been used to differentiate top brands and increase revenue for many pharma clients.
Early benefits of CEME
Knowledge is a quantity that is constantly evolving. New knowledge brings new meaning and new interpretations to existing product data that in turn represents new teachings. McCormack’s technology rapidly realigns brands, especially established brands, with the most current understanding for each licensed indication.
First and foremost, CEME enhances patient management and subsequently the patient’s quality of life, frequently by fulfilling unmet clinical needs. Nothing is more important than this.
Because CEME is derived from previously-unknown relationships between data, it is always novel and exciting. As the provider of CEME-derived new teachings, the client has a significant competitive edge over competing companies.
For all brands and within all markets, CEME is a powerful differentiator and because access to CEME is only possible from one manufacturer or their representatives and associates, then CEME distinguishes that manufacturer from all others and massively enhances brand loyalty. The latter benefit is critically important for established brands, especially within the fiercely-competitive markets of emerging economies.
Because of the importance in communicating new teachings (within the realms of the licensed indications), the client’s sales representatives have a significant advantage in seeking an interview with prescribers and all healthcare professionals. Again, this can make a big difference within many emerging markets where opportunities for engaging with healthcare providers are becoming less and less.
With no exceptions, CEME outcomes are always new and pioneering. Consequently, CEME constitutes a powerful substrate for guiding new research initiatives. In addition to healthcare professionals, academicians and researchers are using CEME as the basis for building new research platforms and driving discovery.
Revenue expectation
For an existing brand that enjoys exclusivity from patent protection, or for a neglected off-patent brand with no organized generic threat then CEME can be expected to result in robust differentiation with a substantial increase in new business. For a branded generic, CEME will enable new business by distinguishing the client from others who rely solely upon cost and reputation in achieving sales.
The effectiveness of CEME can be illustrated using the case history of Orudis (ketoprofen, RPR) for which reliable and validated sales data are available.
Orudis
In 1991, the annual sales of Orudis were US$ 600 million and declining at the rate of 5% annually. The primary reason for this decline was a lack of a globally-cohesive marketing strategy. Anecdotally, many hospital specialists reported that Orudis was their non-opioid analgesic of choice given that it appeared to demonstrate superior analgesic efficacy, especially within a postoperative setting. Reasons for this superiority had not been identified.
McCormack was known to RPR, and in 1992 Keith McCormack was invited by RPR (Paris) to determine whether the existing data for Orudis enabled insights that could be translated into novel opportunities. After ten weeks, the CEME program for Orudis was complete and resulted in a revolutionary new understanding that explained the anecdotal reports for Orudis’ analgesic superiority especially within a postoperative setting. These new teachings represented an important contribution in pain management that became rapidly incorporated into patient management protocols by hospital medical, surgical and nursing staff, and general practitioners.
These CEME findings were implemented by RPR into an effective and cohesive global strategy that was supported with presentations by Keith McCormack and key opinion leaders at prestigious international meetings, and by peer-reviewed publications with Keith McCormack as first author. The findings attracted considerable attention from independent workers and were adopted by the International Association for the Study of Pain [IASP] and subsequently incorporated within their Core Curriculum for postgraduate education.
The CEME-generated strategy was continued until 1995. After three years, new business for Orudis was in the region of US$ 200 million (1995 value), collectively moving the brand toward blockbuster status.
Clearly, differentiation by CEME will be greatest for a brand that enjoys exclusivity through patent protection and other agreements. However, for branded generics, especially within the fiercely-competitive emerging markets, CEME provides a powerful edge in creating brand loyalty. CEME is the difference that massively endorses the reputation of your brand, helps retain top sales talent, and builds local collaborations and recognition. Since McCormack operates on a single-client basis, then only one manufacturer will be delivering CEME.
