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A few years ago, colleagues of mine and I collaborated with an oncology launch team that had all the right ingredients for commercial success. The product touted impressive data: clinically robust, innovative, and empirically differentiated. The team also possessed superb insight into the competitive dynamics of their market: where the product would likely nest in the treatment algorithm, the patient types who would benefit most, and the likely dynamics of its entry into the therapeutic landscape.
And yet, something was missing.
As we began preparing to conduct positioning research with HCPs and patients, a disconnect emerged. The team could articulate the data, but they struggled to define the deeper unmet need the product addressed, or to frame how the therapy might transform treatment in ways that mattered most to patients and physicians. Without that clarity, the risk was high: positioning statements could fall flat -- too rational, too narrow, or insufficiently differentiated to break through.
That realization was an eye-opener. Before moving ahead with statement testing, we recommended an additional step: qualitative pre-positioning research.
If you look up "pre-positioning research in pharma" on Google, you'll find the entire traditional curriculum of pre-launch marketing research that most companies typically undertake. But qualitative pre-positioning research is something more specific, and little has been formally written about it. Indeed, one citation is an article I wrote back in 2007!
Pre-positioning is not about testing concepts, developing a market map, or measuring demand. Rather its purpose is to enable the commercial team and agency partners to build better foundational components of a positioning statement -- Premise, Promise, and Proof -- before any statements are drafted.
This type of research aims to:
By doing this work upfront, teams reduce the risk of developing positioning statements that are either too generic or disconnected from real-world customer perspectives and needs.
Qualitative pre-positioning research is a deeply exploratory process. It often involves:
The outputs are not polished statements. Instead, they are raw insights that clarify the premise (what problem the product uniquely solves), the promise (how it transforms care), and the proof (what data support the claim). These outputs provide the critical inputs for brainstorming sessions with commercial teams and agency partners, ensuring that the eventual positioning hypotheses are grounded, credible, and resonant.
For the oncology team, qualitative pre-positioning was a turning point. By taking the time to listen before drafting, they uncovered a fundamental truth: while their product’s efficacy profile was impressive, HCPs and patients were equally interested in regaining predictability and control. That insight re-shaped the premise and the promise of the brand story. The tolerability/AE profile also emerged as a stronger choice driver than initially envisioned.
The business impact was tangible. Agency partners were able to optimize their creative work with sharper, more authentic messages. Positioning statements tested later were clearer, more relatable, and better connected to the way patients experienced the disease. Instead of chasing incremental differentiation, the brand was positioned as truly transformational.
In short, pre-positioning helped align science with storytelling -- and that alignment made all the difference in how the product was perceived at launch.
It’s tempting to view pre-positioning as an optional step, especially when timelines and budgets are tight. But in reality, it’s a form of strategic risk management. Skipping it may save time in the short run, but it increases the risk of hackneyed, stale positioning statements, wasted rounds of testing, and diluted outcomes.
When done well, qualitative pre-positioning optimizes the downstream process: it elevates positioning development, improves the quality of outputs, and strengthens the ultimate brand story. More importantly, it ensures that positioning is not just scientifically accurate, but also emotionally resonant -- something that speaks to both head and heart.
Qualitative pre-positioning research is still under-discussed in our industry, but its value is clear. It is an enabling step that transforms positioning from an internal exercise into a customer-informed strategy with real business impact.
For me, the oncology case remains a reminder: even with great data and sharp competitive insight, we must take a step back and listen before we craft.
I’d love to hear from others: what has been your experience with qualitative pre-positioning research? Where have you seen it add value, or where has it fallen short?
