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Case
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Reference no. 9-505-035
Subject category: Marketing
Published by: Harvard Business Publishing
Originally published in: 2004
Version: 20 July 2006

Abstract

In late 1997, Tom Casola, brand manager for Propecia, debates the best approach to market this breakthrough one-a-day pill for hair loss. This launch would be atypical for a prescription drug because of the key position of the consumer. As a result, the team's experience of past launches has little bearing on how its two available instruments, physician detailing and direct-to-consumer advertising, might play out in this case. Three issues present themselves as new: (1) the form of advertising; (2) the consumer message; and (3) the balance between consumer and physician marketing efforts. The ensuing discussion allows participants to explore the goals of and interdependence between various marketing instruments.
Location:
Industry:
Size:
USD20 billion revenues, 70,000 employees
Other setting(s):
1997

About

Abstract

In late 1997, Tom Casola, brand manager for Propecia, debates the best approach to market this breakthrough one-a-day pill for hair loss. This launch would be atypical for a prescription drug because of the key position of the consumer. As a result, the team's experience of past launches has little bearing on how its two available instruments, physician detailing and direct-to-consumer advertising, might play out in this case. Three issues present themselves as new: (1) the form of advertising; (2) the consumer message; and (3) the balance between consumer and physician marketing efforts. The ensuing discussion allows participants to explore the goals of and interdependence between various marketing instruments.

Settings

Location:
Industry:
Size:
USD20 billion revenues, 70,000 employees
Other setting(s):
1997

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