Reference no: EM133481396

Question 1-As the brand team prioritized its messaging strategy, which of the company's priorities should shape the core brand message: therapeutic claims about performance and safety, emotional appeals, and/or information about the company's environmental sustainability and social mission programs?

Question 2-Was La Roche-Posay's decision to widen it's target audiences wise? Could the brand handle targeting such diverse target markets as patients with specific skin pathologies such as eczema and psoriasis as well as outdoor athletes and new mothers?

Question 3-Could the La Roche Posay brand build upon its medical heritage and therapeutic products with a clinical brand value proposition focused on specific indications and concurrently expand to add new products targeting non-pathological audiences in developing non-therapeutic brand and/or sub-brands to distance the types of products from the La Roche Posay Brand? Or should the company invest in developing non-therapeutic brands to distance these types of products?

Question 4-Given the low brand awareness levels, what was the right balance between building a global brand identity and leveraging differences through brand customization across local markets? Did different market contexts preclude a global brand identity and marketing strategy?

Question 5-How could La Roche-Posay best compete in markets and in distribution channels where dermatological prescription and pharmacist-assisted sales were not possible or scarce?

Question 6-And finally, once the other elements of her branding strategy were determined, what role should dermatologists, other medical professionals, customers, digital devices and the thermal center play in helping her communicate the La Roche-Posay Brand to new customers? How should the business model evolve to incorporate advocacy by consumers and influencers without jeopardizing the brand's dermatological DNA?