Life is sweet: Teva’s Beekeepers
As a company whose products impact the lives of millions of people, many of them managing serious health conditions, we are aware of how societal trends have transformed the way people relate to their health and have evolved their expectations of companies like ours.
So when we decided to launch a new brand positioning, we not only wanted to build an identity that spanned specialty and generics and unified our businesses around the world after decades of acquisitions, but also one that positioned us as a trustworthy partner to the patients, caregivers and healthcare professionals we serve.
To look within and beyond our medicine cabinet with a fresh perspective, we got out of our laboratories and into the real world, asking questions and listening carefully to the answers. From 2015 to 2017, we talked to more than 21,000 patients, caregivers and healthcare professionals in 20 countries. The simplest insights gained from this research have proved to be the most profound:
Few things matter more to people than their health, and they want to feel in control of their journey at every stage of life, both in terms of prevention and in the challenges of managing a disease. They use digital resources to seek out information they can understand from sources they can trust.
Consumers’ experience of service in other categories has created high expectations. They are looking for personalization, value, convenience and relationships. Half of people want pharmaceutical companies to connect with them—online and on mobile—to provide on-demand resources and services.
Health means much more than diseases. We learned that people want a holistic experience that addresses their whole person: body, mind and spirit. This includes health inputs like nutrition and medicine, health outputs like confidence and vitality, and long-term health outcomes like resilience and happiness.
These insights have proved vital as Teva has gone through an important transformation, unifying the company while also becoming simpler, leaner and more agile. It’s not easy to form a new understanding of a company that’s been around since 1901, and launching a new brand during a restructuring isn’t necessarily intuitive. But our research helped us to understand that consumers expect us to support their health journeys, leveraging our experience to go beyond medicines to the effects of their conditions on their whole lives. And they also want to know about the company itself—insights about the character of our people, what we care about and how we give back.
Our new brand identity emphasizes that Teva is warm, approachable, accessible and modern—a company that not only makes high-quality products but also one that listens to the people it serves. Ever mindful of our financial situation, we used existing resources in new ways, focusing on evolving the most impactful touch points to people—packaging and digital—while taking advantage of portfolio optimization, regulatory requirements such as serialization, product launches, office moves and planned events where possible. Through it all, we’ve focused on evolving our value proposition, incorporating storytelling into our digital content offering, and making our new brand a vehicle for unification and simplification.
We’re implementing the new global brand from the bottom up, through a hyperlocal implementation approach that goes market by market with a meticulous test-and-learn rollout grounded in data and insights. To build local relevance into a global framework, we are evolving our value proposition to reflect the nuances of each market, including our business model and portfolio; the local healthcare system; and the specific needs of that market’s consumers, patients and healthcare professionals. We started with our own employees, soft-launching the brand internally to assess the resonance and relevance of the new positioning in different cultures and healthcare systems.Since then we’ve launched in Argentina, Canada, France, Italy, Russia, Ukraine and the U.S., with additional launches planned throughout 2019.
In the U.S., for example, where people are more likely to suffer from chronic issues (65 percent versus 60 percent globally), we’ve partnered with Mount Sinai Hospital to meet the needs of those with multiple chronic conditions. And in Canada, where 37 percent of people are caregivers—supporting loved ones who could not cope without them—we’ve teamed up with caregiver advocacy groups to better support that underserved population.
And to deliver the credible online health information that patients around the world are seeking, we’ve piloted a series of articles, videos and podcasts with the help of Healthline and the Slate Media Group. We’ve introduced the Life Effects branded portal—available in the US, Europe and Israel, with more language versions underway- as well as a documentary film demonstrating what it’s like to be a patient with chronic conditions.
Our research has shown that digital is a cost-effective, convenient and preferred way for us to bring value to patients and caregivers through information and resources that go beyond medicine, looking at health conditions from the point of view of patients in the context of their lives—not in the context of symptoms and side effects—which is critical to delivering on our brand promise of helping them to live better days.
Beyond gathering valuable insights and information—and meeting a lot of interesting people—our research is helping us become a simpler and more patient-centered organization, aiming to increase the trust people have in us to support their health needs.
Iris Beck-Codner is Teva’s Executive Vice President of Global Brand and Corporate Communications.