Company: Mylan
Location: Paris (France)
Date: 19 November 2008

Timing is everything and my Editor, Bibiana’s, timing was perfect, well for me anyway. Alas, she, had received an invitation to an event she could not accept because she would be away at AAPS in Atlanta (GA, USA). And so it was, the invitation passed to me. Would I be able and willing to confirm my presence at Mylan’s press briefing in Paris…at the Ritz! After much internal wrangling (not!) I rapidly confirmed my place.

So, the Ritz. This is not your run-of-the-mill choice of venues to hold a press briefing. Note also the event was to be held in the evening. What warranted this great gesture of extravagance? I furiously searched the internet to sniff out some sneaky hint or whisper of what Mylan was up to, but all efforts were futile. I would just have to exercise patience and wait until I was told.

Having landed at Charles de Gaulle, I hailed a taxi to take me to my hotel (unfortunately not the Ritz) in Paris. Intent on paying by credit card, I was keen to secure a driver who would accept payment by such method. Luckily, my first enquiry uncovered ‘Mr Credit Card’, as he introduced himself. Unluckily, at the end of the comfortable ride, I discovered I’d jumped into the back of a limo and not a taxi, and had to sign a receipt for an obscene amount of euro. Feeling somewhat miffed with myself — though in all fairness there was nothing to suggest the car was a limo, unless all black Mercedes found loitering at Charles de Gaulle airport are limos — I checked in and met up with Joanna Dixon from Euro RSCG Biss Lancaster (Mylan’s PR agency) and Nick Ridgman from Samedan.

I pressed Joanna for more information behind Mylan’s press briefing, but even she knew nothing. Was she sworn to secrecy or did she genuinely not know, which in itself heightened the sense of mystery? Whichever way I cut it, Mylan was up to something a little more than announcing the opening of a new manufacturing facility or the signing of a partnership agreement.

When the appointed hour came, we three and other media representatives from across Europe boarded the specially laid-on coach that crisscrossed its way through the streets of Paris to the Ritz. Faint though it was, the buzz on board the coach was discernable despite attempts at maintaining a professional air. Outside, the Eiffel Tower glowed blue against the night sky before bursting into its hourly 20,000-flashing bulb spectacular for 5 minutes.

Treading red carpet, we entered the Ritz under a Mylan awning, registered our attendance, received a glass of champagne and joined the throng that gathered in a designated ‘meeting’ room, which by now was charged with excitement and anticipation. Shortly, we were all requested to make our way down the spiral staircase at the back of the room to the presentation area. Choosing a (transparent) seat near the front, the lights dimmed and the briefing finally got underway. Didier Barret, Mylan’s EMEA (Europe, Middle East and Africa) President opened the presentation with a few points of housekeeping including the fact that we (the audience) were seated above the swimming pool. Everyone looks down. He then moved on to the reason we were all here. This was the official launch of Mylan’s new brand campaign in EMEA. Nothing unusual so far….

Didier continued and provided us with a précis of the current pharma climate.

The European pharmaceutical industry is undergoing major changes and needs to move from the traditional blockbusters approach to new business models. Emerging markets, specialist products and generics are reshaping the industry.

During the next 3 years, patent expiries will average 18% of total 2007 European Big Pharma sales. Add to this a growing and ageing world population, and the financial pressures buffeting healthcare systems. The generics industry, therefore, still has plenty of room in which to grow. Already in mature markets generic growth is nearly three times that of the originator.

Patients themselves are also changing. They are concerned about costs and are demanding the highest quality products. Furthermore, they are more active in their own healthcare management with the help of, for example, the internet and self-medication.

Corrine and Didier after the briefing (and several champagnes!)

So, where does Mylan fit into this changing industry? How does it intend to respond to these current and predicted demands? Well, in 2007, Mylan acquired Merck Generics. This "beautiful transaction" covered everything that Mylan didn't. Assured of its newfound 'wholeness', Mylan is now setting its sights on becoming "the most efficient generics and specialty company in the world". To achieve this, the company will develop market leadership and expand in most markets; achieve significant presence in added value franchise; and, most crucially, build brand awareness.

Didier was clearly animated by the data and statistics he presented and, although he fed us some appetising morsels, I struggled to account for his level of enthusiasm.

No matter. Didier then served Jacques Séguéla — the evening's guest speaker, 'brand guru', pharmacist and entrepreneur. This man oozed passion and his character instantly filled the room. Waving his arms vigorously and emphasising words with slaps on the podium, Jacques jumped from metaphor to metaphor, from one analogy to another. He urged that the current crisis in the pharma industry shouldn't mean death, but birth! Those who can reinvent themselves will go on. The internet, which has helped create a new type of democratic participancy isn't just a devil; it's an angel too. Consumers are bombarded with information. And, Jacques added, the pharma industry will not escape this "tsunami", which has struck other industries. Drugs too are a consumer product. But, he asked, what is a brand?

To help us consider the possible answers, we were treated to a series of short films, or, more accurately, TV commercials. My goodness, what a choice of advertisements they were! We shuffled in our seats, swapped nervous glances with our neighbours and finally succumbed to the relief of laughter as we watched what many would consider 'adult' material. What mischief was this man making and where was he leading us with his cheeky fun?

What, then, is a brand? As well as product differentiation, the brand is what remains when you've forgotten everything else about the product. Jacques warned, if you don't have a brand, you have chaos. We don't have coffee coffee or a car car, so why would we choose a drug because of its API? Brands must evoke emotion, but without also creating trust and desire their success will be limited. Generics are the orphans of the pharmaceutical industry, but Mylan is going to give them a name, a brand!

At last, the penny dropped. Mylan are going to brand their generic drugs. Now, this is novel. And yet, why not? The idea is so simple I was amazed it hadn't been done already. I was stunned into a (short) moment of silence. How then is Mylan going to brand its generics? With this slogan: Mylan, your life.

Speaking to Didier later that evening we discussed the challenge that lay ahead. He acknowledged the enormity of this challenge, but firmly believed in its inevitable success. By sowing the seeds of change now (i.e., convincing patients, pharmacists and physicians to use Mylan generics), the company will reap the rewards later. Asking people to switch brands is one thing, but encouraging them to move from branded drugs to generics is quite another, particularly when many view them with suspicion. It's going to take more than a smart salesman to change the habits of a lifetime, but trust and desire can be very persuasive. Ultimately though, it's our decision... our life.