The success of Movantik was about so much more than “sales.” Our audience would need to become experts across a number of ‘subjects’ to change the conversation, outlook and behavior of prescribers.

The Big Creative Idea was to take the audience through a “higher learning” experience that we branded “MU” (Movantik University...plus how the drug acts on the body’s “MU” receptors.)

The Bigger Idea was to completely flip the typical launch experience and save the actual launch of the drug until midway through the meeting.

The first 1.5 days of the launch meeting, attendees engaged in a non-branded curriculum that consisted of subjects such as "Humanities" – where reps "became" the patient, "Chemistry" – a deep dive into the science, and "Communications" – reasons patients and physicians weren't discussing OIC.

Then, we launched the product, and classes focused on launch readiness and preparation, such as “Marketing” and “Sales.”

• Timeline: Three-day live event, ~ 1.5 days to load in/build/tech/rehearse.

• Placement: MGM Grand Hotel, Las Vegas, NV.

• Scale: Attendees included ~ 1200 sales representatives, and 250 home office.

• Execution:

-Design, construction and production of main stage/screens/bleacher seating.

-Construction of four separate "deconstructed experience” stages.

-Installation/rigging of all A/V, lighting.

-Numerous training environments for 1,200 attendees.

-Production and installation of four life-size cow mascots.

-Live talent, including 40-piece Marching band, jugglers, tap dancers, and hip-hop artists.

-Scripting of videos, live performances, executive presentations and “deconstructed learning experiences.”

-Production of all presentation graphics/videos.

-Facilitation of panels with prominent pain specialists/thought leaders.

-Full strategy, content development and design of all education and learning experiences.

-Facilitation of “reverse town hall” concept that closed the Launch Meeting with a symbolic passing of the baton, from the executives on stage to those in the audience.

• Human Impact

-Patient-centric launch approach has helped the sales force become advocates for chronic pain patients struggling with OIC.

-Sales force has been effective in educating HCPs about the patient burden and distinct science of OIC. This has changed the way HCPs think about OIC and its impact on their chronic pain patients.

(see also Confidential Information for the Jury)

• Reach

(see Confidential Information for the Jury)

• Engagement

Post-meeting surveys rated the launch meeting as the “best sales meeting” that over 90% of the sales representatives ever attended. Qualitative feedback reinforced that they where highly engaged in the format and felt confident and motivated to launch this product on behalf of patients living with chronic pain.

• Sales

(see Confidential Information for the Jury)

• Achievement against business targets

The brand is exceeding analysts’ expectations and outpacing recent launch analogues.