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NAOMI REANNA
1720544
CLASS 4
In the Harvard Business Review article, When Marketing is Strategy, author Professor Niraj
Dawar makes the case for moving marketing strategy downstream towards the customers. He
points out that downstream competitive advantage comes from outside of the company, from
the customers and other external stakeholders. In order to compete and win downstream he
calls for a shift in focus to downstream efforts such as how you define your “competitive set,
influence customers’ purchase criteria, innovate to solve customer problems, and build
advantage by accumulating customer data and harnessing network effect.” Professor Dawar
asks readers to “rethink” traditional strategy pillars and move thinking downstream to where
competitive advantage is outside of the firm and accumulative, to where focus is on customer
needs and “…your position relative to their purchase criteria.” This becomes a space where
you work to define how the market perceives your offering and markets are driven by shifts
in this regard, instead of by product improvements.
Professor Dawar builds his case with a number of examples, including one about Cialis and
Viagra. When Eli Lilly was bringing Cialis to market they were facing a critical decision
about whether to center marketing strategy on Cialis’s lack of side effects or to establish
longer duration as a new criterion. The team at Eli Lilly went with duration, 36 hours for
intimacy, which focused on romance over sex. This proved to be critical as duration overtook
efficacy to be the key criterion for purchase in the ED market. This decision to redefine the
customer’s purchase criteria is of course easier said than done; however, if it is done well the
impact can be game changing.
What he does not mention (because his article was published in HBR in December) is that Eli
Lilly continues to push the “downstream” opportunity with Cialis by making
CONVENIENCE the key overarching focus of Cialis, i.e. “Take it 24/7 now, so you are
ready whenever your partner is.” Then, capturing a ton of visual images for the chance
opportunities when the partner may be ready.
Most recently, however, Eli Lilly announced on May 28 that they plan to sell Cialis to Sanofi,
who will then market this as an over-the-counter drug. Sanofi has a clear strategy to pursue a
number of RX-to-OTC conversions (examples: Actonel for osteoporosis, Plavix for stroke
and heart attack prevention to compete directly with Bayer 80mg aspirin). They will start
with US, EU, Canada and Australia, to be ready for the OTC brand conversion as soon after
the product expires as possible. We think this latest development by Sanofi is an even
stronger example of downstream marketing than the examples he gives of Eli Lilly.
Professor Dawar also notes that if you are a late market entrant you can determine who your
competitors are, and whether or not to compete directly or through differentiation. In regards
to being able to choose competitors and not just being stuck with competitors, Professor
Dawar argues that this approach is determined or influenced by three decisions: “how you
position your offering in the mind of the customer, how you place yourself vis-à-vis your
competitive set within the distribution channel, and your pricing.”