When to Call

Depending on your situation, specific triggers exist for when you would want to begin the brand development conversation with GDBD. If you answer "Yes" to any of these triggers, now would be a good time to contact GDBD.

Corporations, Non-profits, Hospitals/Health systems

Are you just getting started building a corporate brand?
Are you seeking funding or a commercialization partner for your company?
Do your key stakeholders understand the value of your brand? Have you evaluated the value of your brand in the last 3 years?
Has a change in business strategy or industry made your brand less relevant to your audiences?
Does your brand need to be evaluated after an IPO, M&A, spin-off, or physical expansion?
Is your brand a business asset because it creates customer preference and loyalty?
Has your hospital/health system been a market leader but is currently losing share?
Does your non-profit organization face fundraising challenges?

Science/Technologies

Is your product in Phase I?
Do you have a distinctive lexicon to describe the disease state and science behind your product?
Does your pipeline product have a novel mechanism of action?
Will your product be first in class or expected to be best in class?
Does your product feature a novel delivery system?
Is your technology being explained as clearly as it can be?

Products

Is your product in Phase II or early Phase III?
Does your product have a name that will refl ect the strategy of the brand?
Are you planning to feature your product at any annual industry meetings?
Are you fully optimizing the engagement between patient and physician with regard to your product and disease management?
Do you have a new competitor who has changed the rules in your market?
Has your medical device received its 501K yet?

Therapeutic Franchises

Has your business stayed relevant in a dynamic market?
Has your business drifted towards being a commodity, with very few points of differentiation and an emphasis on price?
Has your brand lost energy as a result of its being in a mature category?
Has your company's preference toward decentralization led to a proliferation of brands and subbrands, resulting in confusion?
Has the emergence of several strong brands in your franchise forced your company to make "tough choices" to avoid confusion and waste?
Is brand management struggling with market complexiities, multiple product segments, and distribution channels?
Are you leveraging the value of your corporate brand identity as a benefit to your therapeutic franchise?