Putting the brand back together

Pharma marketers face rising complexity, shifting influence and the need for strategic leadership.

There was a time when the job of a pharma marketer was relatively linear: identify prescribers; communicate the data; stay compliant and deliver the plan.

That era is over. Today, pharma marketing is entangled in a maze shaped by cultural waves, tech disruption, public scrutiny and consumer empowerment.

And nowhere is that maze more visible than in the global obsession with weight-loss drugs. Drugs like Wegovy (a higher-dose version of Ozempic) and Mounjaro have transcended their clinical roots.

They’ve become household names, hashtagged and given the meme treatment, chased by patients and courted by investors. They’ve also triggered something else, a deep shift in how marketing must show up: to lead, not follow.

What happens when your product becomes a social media phenomenon before it hits the prescribing guidelines? For marketers of GLP-1s, this is the new reality.

The demand curve is shaped not only by NICE approvals but by celebrity before-and-after photos, podcast sponsorships and direct-to-consumer digital clinics.

Patients are arriving at GP consults ready to self-advocate – some already have a payment plan in place. This presents a dilemma: how do you maintain ethical, evidence-based marketing when the narrative has already taken off without you?

The answer is not to retreat. It’s to adapt, with stronger brand positioning, clearer value narratives and smarter stakeholder engagement.

Of course, HCPs remain central, but the marketing ecosystem now includes policymakers, payers, digital disrupters, wellness providers, and patients with high expectations and even higher access to information.

We can no longer afford to lead marketing in silos.

Instead, we must design strategies that connect science, stakeholders and society with clarity, speed and trust. In obesity management, this is especially clear: public health voices, politicians and media commentators all shape the field of play.

In this web, marketers must become navigators of complexity, fluent in system dynamics as well as customer segmentation.

Science alone won’t differentiate you anymore, especially in classes where speed to market or marginal benefit gaps narrow quickly. Brand is critical and will be a vital source of trust for both customers and stakeholders.

Patients want to know who you are, what you stand for and whether your values align with theirs. HCPs want to believe you’ll support them, not swamp them with content. Payers want transparency and Regulators need trust.

Brands that behave well, communicate clearly and stay consistent will win. The rest will blend into the background noise.

Product launches are faster and more demanding than ever, with omnichannel and rapid localisation now expected as standard. Yet most marketing teams aren’t set up or resourced to deliver at that pace.

Add in the pressure to integrate behavioural insights, digital tracking, real-time content and AI personalisation, and you’ve got a recipe for burnout – unless your operating model evolves. The maze isn’t just outside. It’s inside too.

Pharma marketers are often brought in too late, expected to deliver tactics without shaping the strategy or reflecting market realities. With only 37% formally trained in marketing, this creates not just a skills gap, but a deeper lack of confidence, clarity and commercial connection.

To thrive in today’s landscape, marketers need more than checklists and playbooks. They need to understand their market, know their customers and stakeholders and shape strategy, not just deliver campaigns.

Because if pharma is serious about navigating the modern maze, it needs marketers who can read the map and who aren’t afraid to redraw it.

Pharma marketing needs to be able to lead through these complexities with integrity, intelligence and impact. From the GLP-1 boom to empowered patients and complex stakeholder networks, the game has changed, yet too many marketers are still using outdated playbooks.

The future belongs to teams who think commercially, act strategically and build brands that earn trust, not just attention. In the end, the maze isn’t the threat. The real risk is standing still while the world moves on.

1. Regulatory oversight is stringent
   Pharma marketing is governed by strict regulations, including the ABPI Code of Practice in the UK, which prohibits direct-to-consumer advertising of prescription medicines.
2. HCPs are primary targets
   Marketing efforts traditionally focus on healthcare professionals (HCPs), who influence prescribing decisions and require evidence-based, compliant communications.
3. Digital channels are dominating
   Omnichannel strategies – combining email, webinars, social media and programmatic advertising – are now standard, replacing reliance on face-to-face detailing.
4. Patient empowerment is rising
   Patients increasingly self-advocate, often arriving at consultations informed by online content, social media and digital health platforms.
5. Market access is a strategic priority
   Effective marketing must align with payer expectations, health economics and reimbursement pathways, especially in high-cost therapeutic areas.
6. Brand trust is crucial
   In competitive classes, differentiation depends not just on clinical data but on brand reputation, consistency and values alignment.
7. Launch timelines are accelerating
   Pharma companies face pressure to execute rapid, localised launches with integrated digital and behavioural components.
8. Stakeholder networks are expanding
   Beyond HCPs, marketers must engage policymakers, patient advocacy groups, digital health providers and media influencers.
9. Data-driven personalisation is growing
   AI and analytics enable tailored messaging and segmentation, but require robust governance to ensure compliance and relevance.
10. Marketing talent gaps persist
    Many pharma marketers lack formal training, limiting strategic input and commercial fluency – an issue increasingly recognised across the industry.

Emma Clayton is Strategic Marketing & Commercial Leader at Be Brilliant