CDMOs are challenged, now more than ever, with identifying their customers’ key decision-makers and influencing those individuals based on an understanding of their decision-making processes. Marketing that is off-target — aimed at the wrong people and/or utilizing messaging unmoored from decision-makers’ values and pain points — fails to derive full value from the resources CDMOs invest in the effort.
Even well-established CDMOs with years of experience in marketing their brand to prospective customers can be impacted by inefficient messaging. For example, as the biopharma industry has grown, it has leveraged more personnel resources from adjacent or unrelated industries, including marketers. However experienced and talented these individuals may be, lack of direct industry experience and knowledge can undermine their marketing efforts. Conversely, senior CDMO executives may rely on what has historically been effective marketing; while precedent is a powerful tool, it also can be narrow in scope.