Brand Portfolio management

We regularly receive enquiries about developing a brand portfolio, which should include all existing brands as well as those introductions planned in the late stage pipeline.

As an example of a good brand portfolio strategy, Novartis uses a focused yet diversified brand portfolio approach designed to maximize growth, reduce risk, and maintain leadership across key therapeutic areas:

Core Strategy: Novartis concentrates on five core therapeutic areas: cardiovascular, immunology, neuroscience, solid tumors, and hematology. Each area is anchored by multi-billion-dollar brands such as Cosentyx, Entresto, Zolgensma, Kisqali, Kesimpta, Leqvio, Pluvicto, and Scemblix.

Brand Architecture: The company differentiates between its innovative patent-protected medicines (managed by Novartis) and its generics/biosimilars (formerly managed under Sandoz, now a separate entity). This allows clear brand positioning for premium innovation versus high-value generics.

Therapy Area Focus: By aligning resources and marketing around leading brands in each therapeutic category, Novartis sustains deep expertise, drives innovation, and secures strong relationships with healthcare stakeholders.

Global Positioning: Novartis adopts a “US-first” and global leadership mindset, aiming to strengthen its market position in strategic geographies.

How this approach can work for other pharma companies

A. Strategic Focus: Other companies can identify key disease areas and allocate resources to build a “crown jewel” or flagship brand in each area, similar to Novartis prioritizing eight global power brands.

B. Segregated Portfolio Architecture: By separating branded innovative products from generics or biosimilars (like Novartis did by spinning off Sandoz), companies can maintain clarity and credibility for each product line and minimize reputational risk.

C. Cross-Brand Synergy: Portfolios should be constructed so brands complement each other, allowing cross-selling, customer loyalty, and support services spanning disease management—building on physician and patient trust.

D. Dynamic Portfolio Management: Regularly assess and remodel the portfolio—divesting non-core assets and investing in high-growth opportunities, as Novartis did with its oncology acquisition from GSK and its focus shifts.

E. Consistent Brand Messaging: Every brand under the portfolio should reinforce the company’s core values and mission, supported by unified communication strategies tailored for different stakeholders.

In essence, by strategically managing a portfolio with clear priorities, aligned branding, and a proactive approach to changing market demands, any pharma company can strengthen its corporate brand, drive growth, and build long-term value—just as Novartis demonstrates.

Michael Dijkstra Taurel, Readge pharma naming www.readge.com