Commercial Strategy for

Pfizer/BioNTech Vaccine
Post Pandemic
14th of May, 2021
Group D

Naga Prasanna Kumar Sadineni SN 3061286 snagaprasannakumar95@gmail.com

Sirisha Korrapati SN 3062520 sirishadrfsip@gmail.com
Ana Carolina Ferraz SN 3053157 ferrazac20@gmail.com
1
GOALS, OBJECTIVES, STRATEGIES, TACTICS
Marketing Goal/Vision:
•Access and immunise the
active population, thus becoming
reliable to the hesitant
Population, aiming to achieve the
herd immunity in a feasible time.
Financial Objective:
•Through high innovation and
quality, roll out over 9 Billion doses
until 2023, increasing manufacturing
and supplying capacity, approaching
local needs and delivering value
to society, governments
and shareholders.
Assumptions/Risks:
mRNA is an sophisticated innovation in vaccines development, presents higher response to the disease and it is most reliable way to bring people to their normal
activities.
Risks: lack of value recognition, possible new innovative entrants, cost sensitive markets, pressure to patent disclosure, mistrust on the disease,
governments and in the pharmaceutical industry
Critical Success Factors
1. mRNA technology: Spread awareness about high innovative, safe and effect Pfizer/BioNTech vaccine
2. Supplying Capacity: Leverage manufacturing capacity, supply feasibility and revenue
3. Highest Cost Effectiveness: Work globally on approvals for different cohorts through the high response on
clinical trials
Strategic Initiative 1: 1. Vaccination ambassadors and partners including influential
persons, organizations, businesses in local communities who will be
Perceived social, service, recruited and trained to deliver pro-vaccination information
Tactics
structural, and economic
influences on vaccination 2. Raising awareness of COVID-19 vaccination through social media,
radio, TV, print advertising and in promotion in HC facilities
Strategic Initiative 2: 3. Access pregnant and children markets before competitors,
Accelerate approval submissions emphasizing the mRNA advantages and Pfizer`s
Tactics Effectiveness and SAFETY
for different cohorts, while
increasing manufacturing 4. Quicken approval for normal refrigeration storage, evolving
capacity and supply feasibility researches and regulatory agencies
5. Advertise design strategy that ensures that access to
Strategic Initiative 3: vaccination is an easy experience that instils confidence in
the service providers and vaccine.
Increasing market share Tactics
and access 6. Citizens should be involved in helping to design and
markets not yet supplied evaluate the success of systems to call people for
vaccination, administer vaccines and follow-up.
ENVIRONMENTAL OVERVIEW
COMPETITOR COMPETITOR
COMPETITOR
• 14 vaccines approved in total, 111 candidates, 326 clinical MAIN COMPETITORS
trials • Vaccine Nasal spray being developed by the biopharma
95% 93% company Altimmune,.
91%
• Therapeutics have produced positive data or received 82% 25.80
78% • Vaccine pill biotech company Vaxart, just passed Phase I on
Emergency Use Authorization: Eli Lilly, Merck–Ridgeback, Vir 20.50 23.10
Biotechnology 19.45 clinical trials
19.50 19.45 63%
Countries are seeking for QUALITY and EFFECTIVENESS of 18.00 18.00
15.80 15.80 50%
Pfizer and Moderna (1)
13.00 13.00
12.00
mRNA MKT SHARE PFIZER MKT SHARE
10.00
INSIGHTS

• Vaccines work. It has saved 10,400 lives in the UK so far

• Negotiations focused on revenue optimisation
• Manufacturing capacity management
• Refrigeration / Remote areas access: mRNA vaccines might
• A survey carried out in France, Germany, Italy, Spain and the not have to be cold in the future
UK revealed that 73% of the interviewees consider Pfizer Price CEA Effectiveness
vaccine very safe or somewhat safe • 75% of pregnant women and mothers worldwide would take
• Safety issues made AstraZeneca and Janssen vaccines been the and vaccinate their children. 18,000 interviewees in 16
• Another polling data from the UK showed the confidence in suspended in the US and countries
the AstraZeneca vaccine has dropped from 75% to 64% in 2
weeks in April 2021 • CoronaVac varies its efficacy depending on the • Pfizer/BioNtech approved in pregnant women in the UK
ATTITUDE TOWARDS COVID-19 manufacturer
VACCINES • Israel has vaccinated under 16 and pregnant women. Studies
73% • 4 deaths reported after Sputnik. Not approved by the FDA have shown the foetuses are immunised as well
EUROPE – MARCH 2021
54% neither EMA
34% • Safety concerns reported by India (patients) and by the
Pfizer
Brazilian regulatory agency, Anvisa
15%
AstraZeneca • The occurrence of adverse effects is reported to be lower
with the Pfizer/BioNTech vaccine than with the Modern
Very safe or Somewhat safe Somewhat unsafe or Very vaccine
unsafe
ENVIRONMENTAL OVERVIEW
INSIGHTS TRENDS INFLUENCER

• Payer`s concern about possible adverse events liability • International organisations, such as the UN.
• Covid-19 denialism: scepticism on the pandemic’s harms • Health authorities
• Vaccine Hesitancy
• The total population of pregnant women and adolescent • Healthcare professionals
the EU, US, UK, Canada and Israel is 75 M • Religious, political and community Leaders
• NOTE: Potential market SAMPLE,: only in the countries VACCINE HESITANCY (1)
32% of adults • Local Artists / Intellectuals / Digital Influencers
researched is 151 M doses
• Laws: mandatory vaccination or characterisation of in case
Hungary 39%
1.3 B government`s refusal in immunisation
People France 41%
• Population
US 43%

Poland 44%
PAYER
Russia 45%

46% • Cross-market agreements, spare doses donation and COVAX

Italy

Czech Rep 47% • Increased willingness in private procurement. Countries

where companies are allowed and intend to order

• In the UK, the vaccine hesitancy rate dropped from 39% in • NOTE: potential market SAMPLE, only 4 countries researched
November 2020 to 11% in April 2021
• In the US, the antivax rate has slightly dropped from 15%
1.3 BILLION DOSES
to 13%. However, the number of undecided has fallen from
100 K
39% 17% 100 K Phillipines
• Countries are encouraging tourism with vaccination, UAE
and US India
600 K
Brazil
(1) COVID-19 vaccine hesitancy worldwide: a systematic 500 K
review of vaccine acceptance rates Indonesia
https://doi.org/10.1101/2020.12.28.20248950
 ENVIRONMENTAL OVERVIEW • In April 2021, Pfizer and Moderna CEOs
announced that a boost shot of the Covid-19
vaccine might be needed
BOOST SHOT MARKET • The extra and less effective round triggers the
6.6 M DOSES by 2023 SECUREMENT PROCUREMENT (2) antibody production before the harm of the
disease
• The speculation for Pfizer`s third dose is within
12 months. Besides, it is possible people will need
1.0 B
Secure Procurement to get immunised annually
(Estimated - Doses)
1.8 B BOOST SHOT MARKET
$121.3 B by 2023
7.6 B
7.9 B 6.6 B
0.0 B 1.0 B 2.0 B
10.9 B 5.1 B

US EU 4.1 B 3.1 B 1.5 B

16.4 B
709 M
900 M 842 M 191 M
800 M 19.9 B
655 M 3.9 B
700 M 33.4 B
600 M 561 M

500 M
390 M EU US Indonesia Mexico
400 M
LEARNING Impact IMPLICATION
338 M Brazil Japan Philippines Turkey
300 M 260 M UK Canada South Korea Australia The major post-
212 M201 M Israel Ireland pandemic market
200 M 158 M Market: 4.1 B doses
Secure Procurement H
79 M (14 countries
100 M 36 M 10 M
analysed)
0M
Customer is seeking Increase in Revenue
for effectiveness H (list price
(mRNA vaccines) negotiations)
Holding up the herd
immunisation and
Vaccine Hesitancy M
possibly delaying
secure purchase
(2) Workings on slide 25
MACRO ENVIRONMENTAL CHANGES High
3

Risk | impact Ratio 2

Impact on our business

1
Risk 0-1 (Likelihood)
Impact 0-1
Mitigation feasibility 0-1

Where Low
0 Low Risk – 1 Hight Risk
0 – Low Impact – 1 Hight Impact
Low High
0 – easy to mitigate – 1 hard to mitigate
Likelihood of happening
RISK | IMPACT TIMING
FORCE TRIGGER POINTS MITIGATION RESPONSIBLE
RATIO (Months)

No public interest in immunise the 90% of the population in 67 low- Careful study of the government
POLITICAL 0.4 | 0.7 | 0.4 Account Manager 1 - 12
population income nations are unlikely to get profile, purchase power and
0.11 Public affairs specialist
immunised history

Financial crisis Careful study of the payer profile,

ECONOMIC 0.5 | 0.7 | 0.5 Ordering delay Risk analyst 1 - 12
Default risk purchase power and history
0.17 Lack of roll-out planning Market Access

Joint effort with public agencies for Educators, physicians, local

0.7 | 0.6 | 0.5 Located high percentage of information spreading, opinion leaders, public agencies
1 SOCIAL Vaccine hesitancy 1-3
0.21 hesitancy Identify the influencers scientists, quality responsible
technicians
Poor Infrastructure for Account manager,
TECNOLOGICAL refrigeration and 0.4 | 0.6 | 0.4 Lost deals against competitors Territory technical analysis,
Risk analyst, 1 - 12
access to remote areas 0.09 Product damage Ensure safe storage
Supply chain
President Biden and drug makers
C-Level negotiations
2 BUYER BARGAIN Pressure to open patent 0.5 | 0.8 | 0.5 are facing demands to suspend C-Level Executives 1-8
Legal division involvement
0.50 intellectual property rights Lobbyists
Lobbyists

COMPITORS RIVALRY Lower price 0.6 | 0.6 | 0.5 Cost-Benefit Analysis, Account Manager
Deals lost, 1 - 12
Manufacturing partnership 0.18 Competitors quality issues assessment Market Intelligence
market share decrease

FDA and EMA approval Accelerate ands facilitate APAs

THREAT OF NEW 111 vaccines candidates 0.8 | 0.6 | 0.6 Commercial Analyst
3 Competitor`s high CEA Deals Cost-Benefit Analysis, 1-6
ENTRANTS 326 clinical trials 0.28 Account Manager
Lost Competitors quality issues assessment Pharma-economist 6
CUSTOMER INFLUENCE MAP

People

Bodies
1
First
Influencers
Government
Customer
(Patients)
• Government Officials:
Health Minister, Finance Global Media
Minister Value
• HTAs Dossier
• Pharma-economists
• Scientists
• Physicians
National Board • Healthcare professionals
of Health Small Large
Influence Influence

Denotes growing or
shrinking change in
Scientific influence
Articles
Priorities:

General Current: 1, 2, 3
Media
and Press Future: 1, 2, 3

7
 TOTAL MARKET

CUSTOMER DEFINITION World market 7.8 Billion people

Herd Immunity 4.9 B – 9.8 B Doses
$157 B/year (used in Pfizer`s report)

Step 1 - Cascade
1ST vaccination Boost Shots

Doses administrated – 1.4 B

9.8 B Doses per year
Doses still needed 8.4 B doses
25% Share – 2.4 B doses
•25% Pfizer Mkt Share = 2.1 B doses
$39 B per year ($16 per dose)
•$33 B (16.00/per dose)

Pregnant + Children - $2.6 B Vaccine Hesitancy $6 B Priority Countries $10.5 B

(1) Based on birth rate per year in the countries where
the vaccine was approved in pregnant women. • Pregnant US, UK, Israel = 4.5 M x 2 Hesitant % in US, Hungary, France, Poland,
doses = 9 M doses (1) Italy = 223 M (2) 14 countries Slide 5 (3) = 2.2 B doses/year
US – 3,7 M
Herd Immunity = 223 M x 70% = 156 M • 30% share 656 M doses
UK – 670 K
Israel 158 K • $178 M ($19.50 per dose) • Herd Immunity = 156 M x 2 doses = 312 M
• $10.5 B ($16 per dose)
Total 4.5 M people
Children • $6 B ($19.50 per dose)
US 0-16 years old – 60 M
(2) Vaccine Hesitancy
Canada 12-16 years old - 2,4 M
Total Israel: 12-16 years old - 1 M
Country %
Population • Total children: 63.4 M x 2 = 127 M
doses
Hungary (39%) 10 M 4M
France (41%) 65 M 27 M
• $2.5 B ($19.50 per dose)
US (43%) 333 M 143 M
Poland (44%) 38 M 17 M
Italy (46%) 60 M 28 M
Step 2 - Priorities
Czech Rep (47%) 11 M 5M Sector Why Priority Size $
517 M 223 M
1
Boost Shots Markets already accessed $10.5 B
(3) Workings on slide 25 2 Pregnant Women + Children Product approved $2.6 B
Average doses per year (2021-2023) 2.2 B 3 Vaccine Hesitancy Markets already accessed $6 B
Market share 30% (assumption) 655.5 M
4 1st vaccination Market size $30 B
Avarage Revenue per year $16/dose ($) 10.5 B 8
CUSTOMER DEFINITION

World Population
7.8 B people
$124.80 B

95% eligible population (excluding severe allergy)

7.4 B people
$ 118.4 B

mRNA market share: 53%

4 B people
$ 64 B

Payers providing Moderna 35%

$ 22.4 B
1.4B

Current Pfizer Market: 2.5B $ 40 B

Considering $16/dose – used in the Pfizer`s
Financial report

9
COMPETITOR ANALYSIS

SOME importance MODERATE importance HIGHT importance

• 95% CEA
• mRNA technology
• Brand recognition
Things we do that they don`t • First vaccine approved
• Approval for pregnant
Boost shots development
women and children
Things we do better than • Less side effects
Strong R&D expertise
them

• 2 shots of vaccine required • Provide a treatment to

Things we do equally well
Covid-19

• Multi-place manufacturing • Pricing

Things They do Better than us
• 1 shot required (Jansen) • No refrigeration required
• Clinical trail on racial and
ethnic such as Asian
Things they do that we don`t
countries

10
SWOT ANALYSIS

Strengths Weakness

• Strong R&D expertise • Vaccine Supply Issues – temperature

• Brand Recognition • Manufacturing capacity
• High-qualified workforce • Some side effects
• Fastest response in pandemic situation • Premium Pricing
• Impressive Efficacy
• Increasing in production capacity (2021
and 2022)

Opportunities Threats

• Launching 3rd dose • Allergy Trigger

• Government is the primary buyer in 2021
and 2022
• Increase in market size due to
Confirmation approval from strategic
group of experts on immunization
(SAGE).
• Approval for administration in new
cohorts (pregnant women and children)
• Decline in market progress after the
changes in economy
• New competitors: 111 drugs on clinical
trials
• Open Patent
• Developments in vaccine innovation
Establishing your vision: How would you describe success in your market?
How about failure? What would then be the middle ground?

• Supply all our production capacity in 2021: 2.5 B doses – $40 B

1. Epic SUCCESS • Supply all our production capacity in 2022: 3 B doses – $48 B
(Optimistic) • Increase production capacity by 2023 at 4 B doses - $64 B

• Achieve the targeted sales of 1.6 B doses in 2021 - $26 B

MIDDLE GROUND • Supply 75% of production in 2022 – 1.9 B doses - $ 30 B
(Base) • Supply 75% of production in 2023 – 3 B doses - $48 B

• Do not delivery 2.5 B doses in 2021

2. FAILURE • Do not achieve 75% of production in sales
• Do not increase production at least by 3.5 B and do not commercialize at least
(Pessimistic)
75% of production

NOTE
PRODUCTION CAPACITY
2021: 2.5 B DOSES → Pfizer report
2021: 3.0 B DOSES → Pfizer report
2023: 4.0 B DOSES → Assumption
$16/dose – price used in the Pfizer`s report
CRITICAL SUCCESS FACTORS

Strong R&D
expertise Highest Cost
Effectiveness
(mRNA)

Supplying Capacity

13
CUSTOMER DEFINITION
Brand Vision Statement
The Big Idea Supplying the best and innovative treatment to Covid-19 worldwide, in order to
provide hope, embrace communities and business to overcome the pandemic safely
and effectively.

How the Market is Market Shaping Market Shaping Market Shaping

being shaped Phase 1 Phase 2 Phase 3

Social Distancing, Face Remdesivir, drugs off-label Vaccines Pfizer,

CSF mask, Sanitizer, prescribed “case-by case” Moderna, AstraZeneca,
Lockdown hospitalization, Ventilator Janssen, Coronavac

GROWTH WHO
Regulatory
HCPs KOLs
PLATFORMS Agencies
Strategic
Evolution &
Challenges
STRATEGIC Vaccine Pfizer storage Cost sensitive
CHALLENGES Side Effects Hesitancy temperature markets

Near Term Medium Term Long Term

Numbers Sales $26B $30B $48B

Share of value 30% 35% 35%
Share of volume 25% 30% 30%
Near term 2021 target – current market share
Medium term 2022 target - Assumption
Long term 2023 target – Assumption
PATIENT NEEDS AND SEGMENTATION
The Patient Segments
SIZE (Considering Pfizer`s actual
SEGMENT NAME Description Key Needs
market of 2.5B people Slide 9)
Safety and Efficacy
Age based
Vaccine avaiability
65 + years old 10% - 250 M Priority in vaccination, Elderly population
Increase in life expectancy
Mobility and physical contact

Safety and Efficacy

Vaccine avaiability
25 - 64 years old 45% - 1.1 B Active population
Normal economic activities
Mobility and physical contact

Safety and Efficacy

Vaccine availability
15-24 years old 17% - 425 M Young active population
Normal economic and educational activities
Mobility and physical contact

• Mostly asymptomatic
Safety and Efficacy
• Despite formal education, schools play the role of minding
6-14 years old Vaccine avaiability
18% - 450 M children during most part of the day.
Decision maker: parents Normal educational activities
• Difficulty in medium-low income countries in carrying out
Mobility and physical contact
distance learning

• Mostly asymptomatic
Safety and Efficacy
• Despite formal education, schools play the role of minding
Under 5 years old Vaccine avaiability
10% - 250 M children during most part of the day.
Decision maker: parents Normal educational - nursery
• Difficulty in medium-low income countries in carrying out
Mobility and physical contact
distance learning

~59 miilion worldwide - 0.007% of world`s

population Safety and efficacy
Healthcare workers Physicians, nurses, technicians, scientists, researchers, KOLs
Supply avaiability
0.007% of 2.5B = 17.5 M
• Mistrust in science Safety and Efficacy
Vaccine Hesitancy Countries described on Slide 4 - 223 M • Mistrust in public physical intervention Feeling of decision empowerment
• Mistrust in the pandemic itself Information
CUSTOMER NEEDS AND SEGMENTATION

The Customer (Payer) Segments

SEGMENT NAME SIZE Key Needs

Safety and Effectiveness

14 Priority Markets
Economic pressure for back to normal activities
(US, EU, UK, Indonesia, Brazil, Mexico, Japan, • Large Market size
High Supply Availability
Philippines, Turkey, Canada, South Korea, • High paying capacity
Pricing
Australia, Israel, Ireland)
Data transparency

Economic pressure for back to normal activities

• Cost Sensitive Safety
• Increased deaths due to economic Pricing
Medium and Low income nations High
crises Effectiveness
• High Competition Supply Availability
Data transparency

Safety and Effectiveness

• Difficulty in refrigeration storage
Supply Availability
WHO, COVAX, Private Procurement Medium • Cost Sensitive
Data transparency
• Default Risk (Private Procurement
Pricing

16
CUSTOMER NEEDS AND SEGMENTATION

Our Priority / Target Segment(s) :

1. Payers – Priority Countries (~1B people/year)
2. Adult Population (1.1B people)
3. 15-24 / 6-14 / 0-5 (955 M)
4. 65+ (450 M)

1,000

25-64

High
Segment or Market Attractiveness
Priority Countries

15-24
700 WHO 65+
COVAX
Private Ability to compete is also regardless the
Medium

6-14
Purchase threat of new entrants and time of
marketing approval by regulatory
agencies.
Medium-Low 0-5
Income
400
Vaccine Nations Patient Segment
Hesitancy
Low

HCP Payer Segment

100
100 400 700 1,000
Low Medium High
Ability to Compete
PRIORITIZING CUSTOMERS

Our Priority / Target Prescriber(s) : 1. Adult Population and KOLs

2. Governments and Health Insurance

High
KEEP SATISFIED KEY PLAYERS

of customer in
of engagement this issue
interest HCP (KOLs) 25-64

MINIMAL EFFORT ACTIVELY MANAGE

65+
Under 5 years old
Level

15 - 24
Level

Low

Low High

Our level of influence on the Prescriber

PATIENT INSIGHT & DESIRED TASK

TARGET AUDIENCE: Adult Population

Project Objective: Patient demand for Pfizer vaccine

Now Future/desired

Adult population:

What they do
• Demand for Pfizer
• Do not care about the
• Attend 2nd dose
vaccine brand
• Understand risks of
• Ignore disease risks in
disease and herd
children and under 65
immunity importance
• Skip 2nd dose
Why they do it

• Lack of information
• Understand mRNA as
about de disease and
the most effective way
vaccines
to re-establish
• Mistrust in
normality
governments and
• Pressure payers for
pharmaceutical
Pfizer`s vaccine
industry

Insight under pinning current behavior: Do not care about vaccine manufacturer

Ideas to make them cross the bridge: access the segment and local KOLs
19
HCP/PLAYER INFLUENCER INSIGHT & TASK

HCP / Payer Influencer Patient

HCP
Target Audience: HCP and KOLs TARGET AUDIENCE: Adult Population
Project Objective: Demand for Pfizer vaccine Role in delivering Customer task:
Now Future/desired Now Future/desired

• Do not care • Demand for • No preference • Demand for

What they do

What they do
for vaccine Pfizer for vaccine Pfizer
brand immunisation brand immunisation
• Believe in • Awareness
• Recommend other vaccination is
any treatments the only
vaccination treatment
possible

• Lack of • Recommend • Lack Demand for

Why they do it

Why they do it
awareness of Pfizer as the awareness Pfizer vaccine
effectiveness best treatment about different
for Covid-19 effectiveness
• Lack in supply btw players.
• Follow HCP
recommendati
ons

Insight under pinning current behavior: Do not care Insight under pinning current behavior: no preference
about vaccine manufacturer for vaccine manufacturer
Ideas to make them cross the bridge: spread Ideas to make them cross the bridge: access the
information about effectiveness, immunization results segment and local KOLs

20
COMPETITIVE ADVANTAGE

Do It Better Reorient the customer

• An improved route of administration to • Vaccination is the only way to come back
reduce side effects. to normal daily and economic activities
• Reduce Dosing Frequency. • Pfizer vaccine is the most safer and
• Increase supply capacity. effective.
• Understand who they are and act with
local / segment influencers

Change the Rules

Redefine the market or industry

• Fast track designations and approvals.
• Improve manufacturing and supply
• Localise marketing (customise)

21
BRAND POSITIONING STATEMENT

Since 1849, Pfizer’s vision is to bring innovative and high-standard health treatments that
improve the quality of life and reduce the of humankind suffering. With the advent of the
Covid-19 pandemic, Pfizer was the pioneer in immunization, using a revolutionary product,
which allows for greater production capacity.

Our vaccine has already been administered in more than 70 countries and prevented the
illness and death of thousands of people.

Having the highest rate of effectiveness for Covid-19 treatment and the recognized safety
of Pfizer brand, our mission is to expand the care scope, saving more lives and providing
the return to an active and productive life, surrounded by the beloved ones.

22
Prioritising Tactics

Tactic Selection
Strategy 1 Who target What it is When done Actual Cost
Efficiency (A) Category (B)
Adult Population,
HCP and public personalities pleading
Tactic 1 6 HCW and Vaccine
for Pfizer vaccine
Jul 2021 Dial up
hesitancy
Raising awareness of COVID-19
Adult Population,
vaccination through social media,
Tactic 2 5 HCW and Vaccine
radio, TV, print advertising and in
Jun 2021 Fixed
hesitancy
promotion in HC facilities
Population in areas of Quicken approval for normal
Tactic 3 7 complex supplying refrigeration storage
Aug 2021 Fixed

Advertise the successful vaccination

Governments, Adult
(A) “Efficiency Rating” Calculator
Population, HCW andRate Each
Tactic 4 6 Vaccine hesitancy
plan from other markets and support the
local structure through Service design
strategyTactic
thatfor Efficiency
ensures that access to
vaccination is an easy experience that
Jun 2021 Fixed
instils confidence in the service providers
and vaccine.

Rating Explanation Category Means

* High cost = low score

Coverage 0-10 (low to high) Customers covered Fixed not responsive to spend
FIXED
changes
Cost Attractiveness* 0-10 (low to high) Cost to implement DIAL UP Increase Spend if available

Impact 0-10 (low to high) Behavior change DIAL

Decrease Spend if necessary
DOWN
EFFICIENCY RATING
Coverage/Cost x Higher score means more 23
Impact efficient EXCLUDE Not included in any circumstance
CHANNELS

MEDIA / CHANNEL SELECTIONS

Type Detail Why How / When to use

Social media, radio, TV, e-
magazines
Print advertising, posters,
pamphlets.
Spread information through different
platforms to achieve district demography
Healthcare facilities
Meeting points: markets, malls, pubs,
companies
Those platforms are the most used to get
information and each one has a specific
audience. Besides, encourage .
To explain the benefits, safety, and dispel
myths about the COVID-19 vaccine
Evaluate each social media audience
to direct the message.
Jun/2021
Use the local Pfizer`s workforce and local
advertising agencies to identify meeting
points

Group discussions
Company website direct to
Covid-19 information
Pfizer`s local salesforce
Religious centres, community colleges
and schools
Website containing local, dates and all
the information about vaccination
campaigns in the area.
Use the local representatives to
disseminate information to HCP
Bringing the ambassador close to the
community leader and to earn confidence
and also to engage the population (e.g.
enthusiastic segment) in helping to spread the
benefits of the Pfizer vaccine
Link the brand to the access to Covid-19 cure.
High-qualified sales force is able to disclose
clinical data to healthcare KOLs
Jun/2021
Identify groups with high hesitancy rate
by age, ethnicity, religion and act on
their meeting points
Jun/2021
Develop a website specific to Covid-19
information.
Jun/2021
Provide training, identify KOLs and
schedule an information spreading web.

Jun/2021

24
GOALS, OBJECTIVES, STRATEGIES, TACTICS
Marketing Goal/Vision:
•Access and immunise the
active population, thus becoming
reliable to the hesitant
Population, aiming to achieve the
herd immunity in a feasible time.
Financial Objective:
•Through high innovation and
quality, roll out over 9 Billion doses
until 2023, increasing manufacturing
and supplying capacity, approaching
local needs and delivering value
to society, governments
and shareholders.
Assumptions/Risks:
mRNA is an sophisticated innovation in vaccines development, presents higher response to the disease and it is most reliable way to bring people to their normal
activities.
Risks: lack of value recognition, possible new innovative entrants, cost sensitive markets, pressure to patent disclosure, mistrust on the disease,
governments and in the pharmaceutical industry
Critical Success Factors
1. mRNA technology: Spread awareness about high innovative, safe and effect Pfizer/BioNTech vaccine
2. Supplying Capacity: Leverage manufacturing capacity, supply feasibility and revenue
3. Highest Cost Effectiveness: Work globally on approvals for different cohorts through the high response on
clinical trials
Strategic Initiative 1: 1. Vaccination ambassadors and partners including influential
persons, organizations, businesses in local communities who will be
Perceived social, service, recruited and trained to deliver pro-vaccination information
Tactics
structural, and economic
influences on vaccination 2. Raising awareness of COVID-19 vaccination through social media,
radio, TV, print advertising and in promotion in HC facilities
Strategic Initiative 2: 3. Access pregnant and children markets before competitors,
Accelerate approval submissions emphasizing the mRNA advantages and Pfizer`s
Tactics Effectiveness and SAFETY
for different cohorts, while
increasing manufacturing 4. Quicken approval for normal refrigeration storage, evolving
capacity and supply feasibility researches and regulatory agencies
5. Advertise design strategy that ensures that access to
Strategic Initiative 3: vaccination is an easy experience that instils confidence in
the service providers and vaccine.
Increasing market share Tactics
and access 6. Citizens should be involved in helping to design and
markets not yet supplied evaluate the success of systems to call people for
vaccination, administer vaccines and follow-up.
Workings to calculate the secure procurement
market Countries chosen by previous Pfizer`s purchase
Previous Pfizer`s procurement
Previous APA (higher chance of secure procurement)
Most populated
Total Secure
Herd Spare doses / Secure Proc.
Populati Doses Secure Proc. 2022 Secure Proc. 2023 Procurement Market by 2023 Secure procurement Assumptions
Payer Immunity Doses I Unattended 2/2021 (60% of
on Ordered (60% of Doses I) (100% of Doses I) (Estimated - ($)
(70%) Demand Doses I) based on the UK procurement to 2021 - 60%
Doses) Indonesia
of the total doses needed
1 Indonesia 274 M 191 M 383 M 31 M 352 M 230 M 230 M 383 M 0.8 B 16.4 B Disclosed purchase of $ 1.8 B to be
EU
delivered until 2023
2 EU 446 M 312 M 624 M 1.4 B -736 M 360 M 810 M 624 M 1.8 B 33.4 B based on the UK procurement to 2021 - 60%
Brazil
of the total doses needed
3 Brazil 213 M 149 M 298 M 300 M -2 M 179 M 179 M 298 M 655 M 7.9 B based on the UK procurement to 2021 - 60%
Mexico
of the total doses needed
4 Mexico 129 M 90 M 181 M 17 M 164 M 108 M 108 M 181 M 561 M 10.9 B
based on the UK procurement to 2021 - 60%
South Korea
5 Philippines 110 M 77 M 153 M 187 M -34 M 92 M 92 M 153 M 338 M 6.6 B of the total doses needed
Disclosed purchase of 60M for 2021 Autumn
South UK
6 51 M 36 M 72 M 128 M -56 M 43 M 43 M 72 M 158 M 3.1 B (63% of Doses I)
Korea
based on the UK procurement to 2021 - 60%
7 UK 68 M 48 M 95 M 232 M -137 M 60 M 57 M 95 M 212 M 4.1 B US
of the total doses needed
Dislosed intention of vaccinate all
8 US 331 M 232 M 463 M 1.4 B -937 M 278 M 278 M 463 M 1.0 B 19.9 B Israel
population 6 to 6 months (OUDATED)
9 Israel 9M 6M 12 M 16 M -4 M 12 M 12 M 12 M 36 M 709 M based on the UK procurement to 2021 - 60%
Australia
of the total doses needed
10 Australia 25 M 18 M 36 M 94 M -58 M 21 M 21 M 36 M 79 M 1532 M based on the UK procurement to 2021 - 60%
Japan
of the total doses needed
11 Japan 126 M 89 M 177 M 564 M -387 M 106 M 106 M 177 M 390 M 7596 M
Canada Disclosed agreement
12 Canada 38 M 26 M 53 M 256 M -203 M 76 M 65 M 60 M 201 M 3920 M based on the UK procurement to 2021 - 60%
Turkey
of the total doses needed
13 Turkey 84 M 59 M 118 M 850 M -732 M 71 M 71 M 118 M 260 M 5069 M

14 Ireland 5M 5M 10 M 191 M

1.6 B 2.1 B 2.7 B 6.6 B 121.3 B

Average doses per year (2021-2023) 2.2 B

Market share 30% (assumption) 655.5 M

Avarage Revenue per year $16/dose ($) 10.5 B

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Thank You

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