Abstract

This case is about the innovative marketing strategy adopted by GlaxoSmithKline Plc. (GSK) for Requip, its drug for Parkinson’s disease (PD). The case discusses how GSK created a new market for Requip by targetting the drug at a previously lesser known disorder, the ‘restless legs syndrome’ (RLS). GSK, the world’s second largest pharma-ceutical company, made good use of public relations and its marketing muscle to make promote awareness among doctors and patients about ‘restless legs syndrome’. After gaining approval for marketing the drug as a treatment for RLS, the brand experienced strong growth. In the process, the company created a ‘blue ocean’ that it was expected to own for a long time. However, GSK’s effort at marketing Requip for RLS had drawn criticism from various quarters. Critics felt that RLS was a “concocted” disorder, and that GSK had resorted to disease mongering to promote the sales of the drug. They also contended that GSK’s marketing of RLS had many conflicts of interests as it was allegedly using patient advocacy groups and key opinion leaders to further its marketing agenda.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Understand the issues and challenges faced by companies in managing the product lifecycle of a drug
• Understand how GSK created a new market for its drug Requip
• and Understand the ethical issues related to marketing of Requip.

Keywords

GlaxoSmithKline, Requip, Adartrel, Restless legs syndrome, Product lifecycle management, Disease mongering, Key opinion leaders, Direct-to-consumer advertising (DTC advertising), Torre Lazur McCann, Sales force, Blockbuster drug, Pharma marketing, Un-branded ad campaigns, Public relations, Publicity