Customer Communications and Marketing Strategy in the Veterinary Pharmaceutical Sector: The Biofaktor Case Study

CUSTOMER COMMUNICATIONS Methods of communicating with customers using Biofaktor as an example

Direct contact remains the primary form of communication with veterinary wholesalers through proposal submissions, phone calls, sales representative visits, and meetings with the Sales Director. Annual distribution agreements play a significant role, providing better commercial terms for the seller and predictable, steady purchase volumes for the manufacturer. Both the company website and printed marketing collateral (flyers, brochures) serve a strictly supporting role to direct sales interactions.

For veterinary surgeons, direct contact is also the primary customer acquisition channel, driven by 12 field sales representatives assigned to specific geographical districts. The corporate website and print media serve a purely supporting and informational function. Trade exhibitions focusing on veterinary equipment and pharmaceuticals (e.g., VetMedica in Łodzi) play a major role, alongside scientific symposia hosted by research institutions such as the National Veterinary Research Institute in Puławy, the University of Environmental and Life Sciences in Wrocław, or the University of Warmia and Mazury in Olsztyn. Symposia are also organized by veterinary pharmaceutical wholesalers for their clientele (veterinary surgeons), inviting manufacturers as guest speakers to combine scientific knowledge transfer with product promotion. Veterinarians also access product information via official veterinary product indexes and pharmaceutical catalogs.

Incentive and educational trips to attractive global tourist destinations serve as a vital relationship-building tool for both veterinarians and wholesalers. During these trips, the company presents product updates, strengthens client loyalty, and expresses gratitude for successful commercial cooperation.

Types of Advertising

In the case of Biofaktor, traditional consumer-facing advertising is virtually non-existent due to legal regulations that prohibit direct-to-consumer promotion of prescription pharmaceuticals. The beneficiaries of promotional activities can only be veterinary surgeons or licensed wholesalers.

Printed materials are strictly informational, detailing chemical composition, packaging specifications, dosage instructions, and application guidelines. These include flyers, targeted brochures (e.g., pigeon care products), and master product catalogs. A key shortcoming of these materials is the lack of graphic consistency, as the firm has not yet established a unified corporate visual identity (CVI).

A distinct group consists of supplementary promotional items that act as ad collateral, such as dog health record books handed out by vets to pet owners (modeled after human medical record books) or educational posters regarding mandatory rabies vaccinations.

At year-end, the company distributes tri-fold wall calendars and branded promotional merchandise (pens, mugs, etc.). These items are produced in limited quantities, serving primarily a courtesy purpose ("never visit a client empty-handed").

The company maintains an informational website focused on practical technical resources, such as product lists, regulatory filings, and quality certificates.

Veterinary trade journals represent another key advertising medium, where Biofaktor regularly places corporate and product advertisements in titles such as Magazyn Weterynaryjny, Życie Weterynaryjne, and Weterynaria w Praktyce. Advertisements are also published in livestock producer journals, including Hodowca Drobiu, Hodowca Trzody Chlewnej, Hodowca Bydła, and Indyk Polski.

Future Directions

The company operates in a highly specialized market subject to strict legal advertising regulations. Although the target audience is limited, visible, and categorized, the market is thoroughly mapped, allowing for high touchpoints. I believe Biofaktor should focus on initiatives aimed at building brand recognition and deepening customer engagement.

First and foremost, I recommend developing a cohesive corporate visual identity (CVI) to align all printed materials (which currently exhibit stark visual discrepancies), the website, and print advertisements. Furthermore, the website should be upgraded into a content hub featuring industry trends, event schedules, and technical training. This would encourage veterinarians and end-users to visit the site regularly, fostering stronger brand loyalty. Establishing an online user community where specialists can discuss market trends, solve clinical challenges, and share knowledge supported by the manufacturer would yield significant value. Leveraging Facebook as an increasingly popular medium could also drive traffic to the primary website while serving as an agile communication channel for regulatory updates, product launches, and upcoming trade fairs or seminars.

I would also implement targeted digital information campaigns across industry portals, alongside Google AdSense and AdWords. As an underutilized and cost-effective channel within the veterinary sector, digital advertising can effectively supplement traditional communication channels, though direct selling will remain paramount.

All these promotional and communication activities should be coordinated by a dedicated Public Relations Officer (a position not yet established). This role is essential given that pharmaceutical companies must continuously develop and launch new formulations due to emerging pathogen resistance and scientific advances, requiring clients to be kept systematically informed.

(Author: Rafał Sadowski, excerpt from the diploma thesis "Methods of Promoting Industrial Goods Based on Companies Operating in the Agricultural Market")