A major multinational pharmaceutical company had come under sustained attack from activist groups. They were preparing to invest $5 million in a communications programme to engage with these activists, believing that they held the key to better acceptance of the company’s medicines in Africa and Asia. The company asked Hyderus and Baird’s CMC to map how decision makers and decision influencers in key markets in the South got information on public health, shared it and came to conclusions about it.
Our innovative qualitative research project concluded that the activist groups were almost entirely irrelevant to the discourse and that, in fact, most of the Africans and Asians relied very little on any Europeans or Americans for opinions or in coming to decisions on public health. The company ‘s money would be better spent focusing on influencers within the regions..