In other words, high-profile managers are finding themselves forced to deliver better return on investment or equity (ROI/ROE) while facing more informed and more demanding prescribers and patients/customers. With regard to the added value of medicines in the healthcare context, evidence is increasing at macro- and micro-economic level, not only in terms of global cost savings but also in terms of increasing the quality of care. It also generates savings by substantially reducing costs in other branches of healthcare (hospital stays, invalidity, etc).2 Nevertheless, this latter aspect of medicine is rarely obvious as opposed to the ‘retail price’ of medicinal drugs. It is therefore vital for high-profile managers of pharmaceutical companies to rely more and more on marketing strategies and practices that focus on a ‘patient/customer centric’ (vs. product-driven) philosophy. To that end their first task is to create awareness and understanding about the value and strategic role of medicinal drugs to promote the company’s goals and thus achieve their own objectives. The challenge then is to develop methodological capacities to successfully build an effective strategy. Success comes about whenever high-profile managers have a thorough in-depth knowledge of pre- scribers and patients/customers’ beliefs and behaviours as well as marketing practices. The application of these practices indeed should be carefully carried out keeping in mind the particularities of the pharmaceutical market, facing strong competitors, regulatory agencies, health authorities, and third-party payers. The Ansoff Matrix helps companies to define two key factors for their marketing strategies: what is sold and who it is sold to. Therefore, it relates only to products and markets and gives companies four alternative courses of action when considering their marketing objectives