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Presentation to

Graphic Slides Showcase

To view entire presentation:

1. Click Slide Show / From Beginning• Slides will auto advance• May also be manually controleld with buttons (bottom right)

To view abridged version with graphic slide highlights:

2. Click Slide Show / From Beginning3. Click Graphic Slides Showcase button (below)

• Slides will autoplay through featured collection• May also be manually controlled with buttons (bottom right)

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Global Marketing…

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Our Objectives Today

Understanding global brandingWhat is it? Why do it? What are the benefits?Global vs local branding

Creating global brands: key success factorsBrand buildingMarket buildingBest practices

Characteristics of successful global brandsExecutions and approachesCase studies

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Our Objectives Today

Understanding global brandingWhat is it? Why do it? What are the benefits?Global vs local branding

Creating global brands: key success factorsBrand buildingMarket buildingBest practices

Characteristics of successful global brandsExecutions and approachesCase studies

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So What Is Global Branding?

A global brand is one whichis perceived to reflect the same set 

of values around the world

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What Is a Global Brand vs a Global Campaign?

FontColorSymbolLogoTaglineIllustrative stylePersonalityFootprint/brand essence

The advertising execution

Springboards off idea/insight

Executed locally

Delivery of the brand’s core message

Global CampaignGlobal Brand

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The Global Top 10

Business Week: July, 2004.

$67 b

61 b

54 b

44 b

34 b

27 b

25 b

24 b

23 b

22 b

Brands Brand Value

What are the world’s most valuable brands?

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What About Big Pharma?

Med Ad News, Sept 2005.

The top 5 companies have 6 of the top 10 pharma brands

$187B

184B

136B

114B

112B

Company Market Cap

The world’s 5 most valuable pharmaceutical companies

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Pharma’s Top 10 Brands

Ranked by revenue; Med Ad News, 2005.

$10.86

$5.20

$4.50

$4.46

$4.42

$3.88

$3.59

$3.36

$3.35

$3.33

Brands Brand Value

Top 10

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Global Branding Evolves…

DecentralizedMultidomestic

CentralizedProduct Position

CentralizedBrand Position

GLOBAL BRAND

5 years ago, there were different global “philosophies”

Martini

L’Oréal

Coca-Cola

UPS

Cereal Partners Worldwide

Bacardi

Tiffany

Levi'sExxonMobil

Black &Decker

J&J

Nestlé

MasterCard

GSK

AstraZeneca

CathayPacific

Pfizer

Nescafé

General Motors

Microsoft

Novartis

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Nescafé

Martini

L’Oréal

Coca-Cola

UPS

Cereal Partners Worldwide

Bacardi

TiffanyGeneral Motors

Levi'sExxonMobil

CathayPacific

Black &Decker

J&J

Nestlé

Microsoft

MasterCard

Since then, even “Radically Decentralized” companies are pushing for global brands

AstraZeneca

GSK

Novartis

Pfizer

DecentralizedMultidomestic

CentralizedProduct Position

CentralizedBrand Position

GLOBAL BRAND

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“Market leaders continuously change the rules of the game.

By changing the rules, you control the game – and the marketplace.”

MIT Sloan Management Review

Why the Change?

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Why Global?

Megabrands are worth more.

Global megabrands are the most valuable.

Flagship brands in corporate portfolio

Economies in branding, packaging, purchasing, marketing, and manufacturing

Transfer best practices faster and easier

Ability to launch new products and services multinationally

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Within the pharmaceutical industry…

The key driver for global marketing communications is part of a larger trend

towards consolidation…

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Maximizingefficiency

Enhanced information and control

Better production cost-efficiencies;

quality values

Greater synergy

Better best practices sharing

…it comes from the overwhelming need to maximize value over the patent life cycle by maximizing efficiency

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But what about the local argument?

There can be a trade-off between maximizing efficiency and consistency with relevancy of culture, brand, and

patient/physician preferences

Marketers need to balance the demands of centralization with local needs

It is not simply N.I.H. (Not Invented Here)

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Global vs Local

Tipping the balance

While the local/regional argument is compelling,

the balance has tipped toward global branding

LocalLocal relevance

Brand, culture, product, consumer, marketing,

messaging

Competitive flexibility

Patient/Physician preferences

Global

Information transparency

Competition

Maximize efficiency

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Tipping the Balance

Exposure Awareness Diffusion

Local markets can readily see and are impacted by global information

Information transparency

Significantly increased exposure to global information

Awareness of world icons and brands

increasingly dominant in local markets

Instant dissemination of news (positive and negative) to

patients and physicians

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Tipping the Balance

Crowded Local Markets

High Brand Awareness in Local

Markets

Key to success is share of mind, not product on shelf

Competition in all therapeutic categories

Dominance of “me too” drugs

High awareness of world icons/brands

“Best in class” does not translate into sales dominance

Increasing competition

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Critical Marketing Mass Through Efficiency

Global marketing may be the most effective way to consolidate

Tipping the Balance

When it works, the economies of scale are significant…

Generates cost savings

Increases resources for marketing priorities

Speed to market

Maximize efficiency

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Conclusions

Inevitably greater brand value and net marketing impact

Global branding can add a major competitive edge

and generate efficiencies

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Progress Check

Understanding global brandingWhat is it? Why do it? What are the benefits?Global vs local branding

Creating global brands: key success factorsBrand buildingMarket buildingBest practices

Characteristics of successful global brandsExecutions and approachesCase studies

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Global Blockbusters Are Created by Brand Building and Market Building

OWNDifferentiate: create a unified DNA

SHAPEShape the market by influencing the treatment paradigm to maximize the opportunity for your Brand

GROWIncrease size of the market

Market buildingmomentum

Brand buildingdifferentiate

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Brand Buildingdifferentiate

A unified global DNA defines a Brand’s core competency and primary purpose

Bespeaks itsvalues

Declares its character

Exudes itspersonality

Celebrates itsuniqueness

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Globally, audiences are now buying conceptual and symbolic differences instilled in different brands — the DNA — rather than functional

product differentiators

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You Know the Brands. What’s Their DNA?

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To successfully market a Brand’s DNA…

Establish and exploit a compelling “Need Connection” between its specialness and the core desire

of its most likely constituency

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Market shaping is a core capability

Market Segment A

Market Segment B

Market in 5 Years

BrandX

Market Today

BrandX

Market Buildingmomentum

Shaping the market to maximize the opportunity for your brand Growing the size of the market

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At least 10 of the top 20 retail brands have Market Building characteristics

Market Building Characteristics

Source: IMS analysis to identify market building brands 1993-2003.

Contributed >20% of positive volume growth of defined market for 2 consecutive years

andContributed >40% of positive value growth of market for more than 2 consecutive years

Brand Building was also a key factor(neither is mutually exclusive!)

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Better Market Building Requires…

Real insight into disease and patient treatment needs to shape a marketUNDERSTANDING

Passion to search for expanded market opportunities

(Growth — not just share gain!)AMBITION

Excellent thinking in picking the right levers in the right sequenceEXECUTION

Up front and sustainedINVESTMENT

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Ambition and Understanding: Shaping and Growing a Market

Source: Detailed analogues assessment by AT Kearney study for GSK in 2003.

19860

1,000

2,000

3,000

4,000

5,000

6,000

Fosamax Zometa Actonel Optinate Aredia

2,000 BMD Tests/yr

Merck establishes Bone Measurement Institute to promote

BMD tests

18,000 BMD Tests/yr

Merck funds landmark National Osteoporosis Risk Assessment Study,

reaffirming need for prevention

1.8MM BMD Tests/yr

National Osteoporosis Foundation established to educate patients and public

about osteoporosis prevention

$ M

M

Global bisphosphonates market

FosamaxDTC campaign

MAT Dec 1994

MAT Dec 1995

MAT Dec 1996

MAT Dec 1997

MAT Dec 1998

MAT Dec 1999

MAT Dec 2000

MAT Dec 2001

MAT Dec 2002

MAT Dec 2003

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Execution: Right Levers, Right Sequence

Shape Product Prepare Market Grow Product

Pre-clinical Phase 1 Phase 2 Phase 3 Launch

Grow andManage

Life Cycle

ThoughtLeader

Segment

Global Thought Leaders

Country Thought Leaders

Regional Thought Leaders

Local Thought Leaders

Payer Influencers

Patient Advocacy Leaders

Manage thought leader segments to shape commercially focused products and ensure optimal market impact

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Investment: Sustained and Up FrontPower Hitter Approach to Drive Sales Uptake

Ma

rke

tin

g I

nv

es

tme

nt

An

nu

al

Sa

les

YearLaunch 1 2 3 4 5

Launch 1 2 3 4 5

Ma

rke

tin

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nv

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tme

nt

An

nu

al

Sa

les

Year

Launch 1 2 3 4 5

Launch 1 2 3 4 5

Power Hitter ApproachConventional Approach

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Engage Management Best Practices

Critical Success Factors

Management Commitment

Shared Learning/Best Practices

Centers of Excellence

Accountable Coordination

Local/Regional Involvement In

All Phases

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In Summary

Success in creating a true global brand

Building a brand, building the market, and engaging management best

practices are crucial components for pharma to focus on

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Progress Check

Understanding global brandingWhat is it? Why do it? What are the benefits?Global vs local branding

Creating global brands: key success factorsBrand buildingMarket buildingBest practices

Characteristics of successful global brandsExecutions and approachesCase studies

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Global Brand Expressions Vary

Global Brand

Minor adaptation of global campaign Still essentially One Sight, One Sound

Re-execution of global idea for local relevance

New local creation in line with Brand Footprint

Free local creation to local strategyLOW

HIGH

Creative consistency

One Sight, One Sound, One Sell Titling changes only

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Different Companies, Different Approaches

Minoradapt

Re-executeglobal idea

Local creationto global footprint

FREE LOCAL CREATION

OSDeutsche

Bank

RJR

GlaxoSmithklin

e

Nescafé

Classic

Gold Blen

d Vaseline

MSN

ReckittBenckise

r

MastercardDure

x

Pfizer

Novartis

UPS

Black & Decker

GM

Cathay Pacific

Boots

Lucent

AstraZeneca

L’Oréal

Merck

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Which approach is right?

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Central or Local?An Objective, Not Subjective Process

International Campaign Development Model: The Evaluation Matrix

Corebrand idea MATRIX

Centralcampaign

Local campaign

Adapted orre-executedcampaign

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Category Target Company

High High High

Medium MediumMedium

Low Low Low

= Minimal Adaptation

=New

Selling Idea/Refocused Brand

Footprint

=Adaptation or

re-execution of Selling Idea

The “Like-Mindedness” Matrix

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An Informed Decision-Making Process

Category Target Company

High

Medium

Low

Minimal Adaptation

New Creative Idea/

Refocused Brand Footprint

Adaptation or re-execution of

Creative Idea

First in a disease or therapy area

Uniform label across countries. Global

rollout.

“Conceptual target” and “core desire”

the sameThey view products and brands similarly.

Company is highly disciplined,

used to high degree of central control

Has same brand objectives

Some cultural differences

Minor variations in understanding,

attitude, or experience

Minor product differences

Similar role and usage, brands in similar positions

Company used to central strategy, local execution

Different brand position, but same

objectives

Decentralised, not used to central

strategic directionTotally different brand

objectives

Different attitudes, desires

Perception of brands,

or advertising literacy

Different products/brands dominate marketUsage different, or brands differently

positioned

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Building and dominating the global bisphosphonates market

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Background

Create a market for osteoporosis prevention through education, advocacy, and KOL partnerships

Just a decade ago, there was no osteoporosis market. It was not defined as a disease until 1994.

Globally, osteoporosis affects 1 in 3 women and 1 in 5 men older than 50, with an estimated 75 million cases

in Europe, USA, and Japan

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Strategy for SuccessIf You Build It, They Will Come

Increase awareness and understanding of osteoporosis

Motivate people to take action

to prevent, diagnose, and treat

osteoporosis

Support national osteoporosis

societies in order to maximize their

effectiveness

Build market by increasing accessand availability to BMD testing

Establish Fosamax as the foundation therapy for the prevention and treatment of osteoporosis

ChallengesHigh underdiagnosis and undertreatment of disease

Denial of personal risk by postmenopausal women

Lack of dialogue between patients and doctor

Low awareness/use of BMD testing

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A World Without Osteoporotic Fractures Creative Executions That Differentiate and Build…

Australia

Germany

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Spain

UK

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The Result: Merck Builds the Market…

Source: IMS analysis to identify Market Building brands, 1993-2003.

Blockbuster sales in the osteoporosis bone calcium regulators market, 1993-2003

.0

.5

1.0

1.5

2.0

2.5

3.0

3.5

1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003

Sa

les

(L

CD

, $

bil

lio

ns

)

OthersFosamax

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…Leading to the Current Dominance of Bisphosphonates, With Fosamax as the World’s Most Prescribed Osteoporosis Medication

Source: Internal GSK database.

1995 1996 1997 1998 1999 2000 2001 2002 2003

Blockbuster sales in the osteoporosis bone calcium regulators market, 1993-2003

Bisphosphonates Menatetrenone Calcitonins Evista est HRT est

0

50

100

150

200

250

Pa

ck

un

its

/m

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STRATEGY(insights, positioning)

MESSAGE(copy, language)

VISUAL(logo, color, design)

TONE

RESULTS

Foundation therapy for prevention and treatment of osteoporosis

Freedom from the “inevitability” of osteoporosis

Prevent fractures/Reverse bone lossImprove QOL/Reduce hospitalizationFewer missed work days

Educating, demonstrating, motivating

The world’s most prescribed osteoporosis medication

Global Branding “Score Card”

Consistent logo, colors (green/yellow), subjects

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Shaping and growing the Asthma market

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Background

Globally, up to 300 million patients suffer from asthma

When patients achieve Total Control, it is a life-changing moment

Despite availability of effective medicines, around half of all asthma patients are

not controlled at any time

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Strategy for SuccessThe Seretide Moment — Total Control

Capitalize on insight that patients “feel a

difference” with Seretide vs other asthma products

Build on strong empathetic relationship

existing between doctors and asthma patients

Shape and Grow the asthma market by demonstrating Total Control is now possible

Challenges

Most patients do not expect Total Control with asthma therapy

Many patients do not properly use asthma treatment

Compliance/adherence with treatment may be low

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Creative That Shapes and Grows…With A Consistent, Focused Message

UK

Germany

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Mexico

UK

Australia

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The Result: Blockbuster Growth!

Sales in year 2 were +336% vs year 1

Grew faster than other new product launches (including Lipitor, Viagra, Vioxx)

Outselling other leading combo therapy by >70/30

Highest ever “spontaneous recall” in the UK

High physician recognition of “Liberated Patients” campaign, and

associated belief in Seretide’s efficacy

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Global Branding “Score Card”

STRATEGY(insights, positioning)

MESSAGE(copy, language)

VISUAL(logo, color, design)

TONE

RESULTS

Liberation from asthma

Total Control that patients can feelNO daytime symptoms, nighttime awakenings, rescue therapy, exacerbations, ER visits, AEs leading to treatment change

Liberating, confident, higher ground

Sales grew +336% in 1 yearWon “Effectivness Award for Product Launch of Year” (2001)

Consistent colors; visuals communicated themes of “total control” and “freedom/liberation. Logos differed by country.

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Penetrating and owning the crowded GERD market

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Background

Prilosec led PPI category with 40.6% of market in 2001, but faced

patent expiration in Oct 2001 amid heavy competition from

Prevacid, Aciphex, and Protonic

Differentiate and build on heritage of proven Prilosec

Small window of opportunity to convert Prilosec to Nexium

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Strategy for Success

Convince Prilosec patients to switch

to Nexium

Maintain leadership position

in market

Establish superiority

of Nexium

Build on the heritage and equity already established by Prilosec — maintain continuity

Emphasize power, efficacy, superiority of Nexium

Challenges

Availability of generic Prilosec

Relatively comparable efficacies among marketed PPIs

Aggressive pricing strategies by competitors

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“The ultimate success of Nexium in the United States will be more a function of marketing

than of absolute product superiority.”

Lehman Brothers, 2002

Strategy for Success

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Germany

United States

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Australia

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The Result:

Nexium is #6 best selling medicine in 2004, up from #7 in 2003

This is ahead of forecasts at launch by Lehman Brothers, which originally predicted $3.3 B in peak sales in 2006 based on switching patients from Prilosec

Source: IMS Midas Global Pharmaceutical Sales 2003, 2004.

Sales

$ B

illi

on

s

2004

$2.50

$3.00

$3.50

$4.00

$4.50

$5.00

2003$2.00

2002

62%increase

25%increase

$4.8 B

$3.8 B

$2.3 B

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Global Branding “Score Card”

STRATEGY(insights, positioning)

MESSAGE(copy, language)

VISUAL(logo, color, design)

TONE

RESULTS

The new purple pill — iconic across the world

Superior. Proven control

Powerful, regal, yet familiar

#1 in category

“Spray” icon to represent innovation. Purple. Consistent logo

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Turning a side effect and a “taboo topic”into a Global blockbuster

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Background

While 1 in 3 men on the planet suffer from some form of erection difficulties, Viagra was not seen as

a brand for ‘me and what I have’

Acknowledging ED needed to be a normal and positive experience

Viagra was seen schizophrenically: On one side ‘a serious medication for

a serious medical problem’ On the other ‘a joke medication for the

sexually promiscuous’Certainly not for normal guys

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Strategy for SuccessIdentifying A Benefit All Men Will Identify With

Inspiring men to action through the

promise of ‘better sex’

Informing men that what they have is normal and worth

treating

Re-invigorating the Viagra brand with

men

Contrary to popular belief, a man’s sex life should get better as he gets older

Challenges

The weight of ‘unhelpful media’ (and millions of Viagra jokes)

ED challenges a man’s identity and self-worth

Doctors were just as embarrassed as sufferers

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The Critical Insight: Your Experience + Reliable Erections = Better (and Better) Sex

Mexico

Thailand

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Germany

Poland

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The Result:

The world’s first global DTC campaign42 countries

21 languages

Became a $1B brand faster than any other drug before

Achieved 96% global awareness within 3 years of launch

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Global Branding “Score Card”

STRATEGY(insights, positioning)

MESSAGE(copy, language)

VISUAL(logo, color, design)

TONE

RESULTS

Better sex: a positive promise ALL men can aspire to

All men can aspire to better sex —without having to admit failure

Manly, frank, with integrity

Exceeded all targets — from awareness to sales

Pele becomes the Brand symbol —and living embodiment of a man who is sexually vital

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Summary and ReviewWhy Global?

Global megabrands — the most valuable in the world

Singular positioning

Common values

Clear, consistent identity across markets

Strong presence in major markets

Greater control

Greater synergy

Cost efficiencies

Better best practices sharing

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Thank You

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Slides created by Jacquie Clifton DeVitaContent reused with permission.

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