THE ORGANISATION

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A leading Pharmaceutical company had a wide range of product offerings covering all major sub-categories of the main therapeutic category. However, the sales of the products were heavily skewed. Despite having a plethora of product offerings, the company was stagnating. The Company wanted a way to revamp its sales.

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CHALLENGES 

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How to balance the current topline and bottom line requirements and yet build a portfolio to drive sustainable long term growth?

How does one balance not only the financial baggage but also the emotional baggage of each product?

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THE WHITESPACE DOSAGE

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Portfolio Strategy and Resource Allocation

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THE WHITESPACE PRESCRIPTION

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1. The Marketing Analytics

We looked at the sub-categories and devised metrics for category health and brand health.  All these metrics were then scored and a composite market standing score for each product was derived. All the products were then bucketed as per the composite score.

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2.  Internal Performance Analytics

For every product, critical metrics based on topline contribution, bottom line contribution, differentiation and internal performance were derived and a net score arrived at.

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3. Segregation

The Composite Market Standing score and the Internal Performance score were then matched and analytics carried out. Based on the analytics, every product was placed in 3 buckets as per the strategic intent of Build, Maintain or Divest.

The list was then run past the senior leadership of the company for approval.

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IMPACT

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33% of the products in the portfolio were pruned and 80% of the promotional thrust was given to 10% of the products under the built bucket. In the very first year, the sales rocketed by more than 20%.