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Pharmaceutical New Product Planning: Structure and Activities to Drive Growth and Profitability

      
      

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Pharmaceutical New Product Planning: Structure and Activities to Drive Growth and Profitability

ID: PSM-229

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Pharmaceutical and biotech companies are increasingly under pressure to deliver effective new products in shorter time frames while minimizing development costs. The structure, activities, and resources of New Product Planning (NPP) groups are critical to focusing new product development and optimizing product portfolios.

This research identifies the structure and roles of NPP groups as well as the full set of activities that NPP groups perform across the development cycle. The study details the strengths and weaknesses of various NPP organizational structures and how the operational characteristics of the NPP function evolves as a company matures. In addition, the research examines dozens of NPP development activities in terms of timing during the development process, intended outcomes and value for the organization.


Best Practices, LLC used both field surveys and interviews to complete this study. In all, 27 New Product Planning leaders at 25 different companies across the globe contributed data. In-depth interviews were conducted with leaders from 13 of the participating companies.


NOTE: The data in this research are segmented into three parts: Global NPP Function for Large Pharma, Global NPP Function for Small Pharma and Regional NPP Function for Large Pharma.

Industries Profiled:
Pharmaceutical; Biotech; Consumer Products; Diagnostic; Health Care

Companies Profiled:
Abbott Laboratories; Sanofi-aventis; Actelion; Alcon; Astellas; Allergan; Auxilium; Almirall; Theravance; Altus Biologics; Victory; Amgen; Bayer Healthcare; Biogen Idec; Daiichi Pharmaceutical Co.; Ltd.; Eli Lilly; EMD Serono; Human Genome Sciences; Merck; Novartis; Ortho Biotech; Stiefel; Takeda Pharmaceuticals; UCB Pharma

Study Snapshot

New products are the lifeblood of any biopharma company and organizations are increasingly under pressure to deliver effective products in shorter time frames. As development pressures have grown, leading companies have turned to the New Product Planning function to seed the development process with actionable insights across all the phases of product commercialization.
This pharmaceutical-focused study sheds light on which organizational structures create the most effective New Product Planning groups. The study also determines which development activities NPP is involved with, what time in the development process the activities are undertaken and why.

With interviews from executives at 13 top companies, extensive survey data and insights drawn from 25 surveyed companies, this report provides executives, directors, and managers at pharmaceutical companies with actionable insights that will improve the operations of their NPP groups and strengthen the development process of their organization.

Topics covered in this study include:

  • NPP group structures, roles and responsibilities
  • Interactions and optimal working relationships between Regional and Global NPP groups
  • Examining the full set of activities NPP groups perform, their timing, intended outcomes, and value for the organization
  • The future of the NPP function

Sample Key Findings

Structure
  • Involving NPP early in the development process speeds decision-making and allows low-value projects to be pruned.
  • NPP needs to be part of core team (with R&D, Clinical, etc) that shapes product development.

    Function
  • NPP groups should follow a fairly standard set of procedures to evaluate the commercial viability of drugs in development. Variations occur based on the particular characteristics of a drug or therapeutic program

    Market Planning Activities
    Begin development of Target Product Profile (TPP) as early as possible in Pre-Clinical in order to:
  • Assess how mechanism of action may be different or better than existing options
  • Establish a “threshold of success” that must be met in order to have a viable product (or to kill project)
  • Adjust as other products appear or as data changes
  • Focus in Phases 1 and 2 on the level of appropriate dosing and delivery method
  • Provide a foundation for effective positioning, publications, messaging, etc. later (Phase 3)
  • Table of Contents


    RESEARCH BACKGROUND 3

    Research Objective and Methodology 4
    Definitions 5
    Benchmark Class 6
    Benchmark Segmentation 7
    Participant Titles 8
    Industry and New Product Planning Experience 9
    Where are Headquarters Based 10

    THE STATE OF NEW PRODUCT PLANNING 11
    Commercial Insights Help Shape Development Activity 13
    New Product Planning is Evolving to Cope with Industry Challenges 15

    NEW PRODUCT PLANNING STRUCTURE & RESOURCES 16
    Key Findings 17
    Within which Organizational Function does the New Product
    Planning Group Reside? 18
    Who does the New Product Planning Group Head Directly
    Report to? 19
    New Product Planning: Three Principle Structures 20
    How is the New Product Planning Function Organized? 21
    What is the Structure of the New Product Planning Group? 22
    Breakdown by Regional/Global and Reported Structure 23
    Evolution of the New Product Planning Function 26
    Level 1: Tactical Focus 27
    Level 2: Process Focus 28
    Level 3: Strategic Focus 29
    “Structural” Traits that Build an Effective New Product Planning Group 30

    ROLES, RESPONSIBILITIES, INTERACTION & INFLUENCE 31
    Key Findings 32
    New Product Planning’s Role and Influence in Shaping
    Portfolio Decisions 33
    Regional vs. Global and Corporate vs. Therapeutic Areas 35
    Balancing Corporate Imperatives and Therapeutic Interests 37
    Balancing Regional and Global Interests 39
    Global Oversight with Regional Insight 40
    Coordinating Regional and Global Activity 41
    One “High-Level” Decision-Making Framework 42
    Balancing Global and Regional Roles 43
    Transitioning Activities from New Product Planning 45
    Key New Product Planning Deliverables 46

    NEW PRODUCT PLANNING ACTIVITIES & OUTCOMES 47
    New Product Planning Activities: Key Patterns & Activities 48
    Key Findings 49
    Development Activity 50
    New Product Planning Activities and Outputs 51
    Activities Summary 53
    New Product Planning Activity Flows 56
    New Product Planning Activities: Marketing Planning 57
    Key Findings 58
    Global New Product Planning – Large Pharma Segment
    Marketing Planning Activity Overview 59
    Global New Product Planning – Small Pharma Segment
    Marketing Planning Activity Overview 60
    Regional New Product Planning – Large Pharma Segment
    Marketing Planning Activity Overview 61
    Competitive Assessment 62
    Disease State Opportunity & Mechanism Assessment 64
    Draft Launch Label Creation 65
    Epidemiology and Patient Flow 66
    Lifecycle Planning 67
    Spotlight: Extending Product Lifecycle 69
    Market Assessment 70
    Target Product Profile Creation & Financial Evaluation 71
    New Product Planning Activities: Market Research 73
    Key Findings 74
    Global New Product Planning – Large Pharma Segment
    Market Research Activity Overview 76
    Global New Product Planning – Small Pharma Segment
    Market Research Activity Overview 77
    Regional New Product Planning – Large Pharma Segment
    Market Research Activity Overview 78
    Core Message Development 79
    Spotlight: Early-Stage Scenario Planning 81
    Draft Launch Label – Market Research 82
    Exploratory – Disease State/Therapeutic Insights 83
    Healthcare Professional Segmentation 84
    Managed Care Research/Health Outcomes 85
    Patient Flow & Treatment Algorithms 87
    Patient Segmentation 88
    Positioning Research 89
    Pricing – Primary Pricing Research 91
    Pricing – Secondary Data 92
    New Product Planning Activities: Medical Marketing 93
    Key Findings 94
    Global New Product Planning – Large Pharma Segment
    Medical Marketing Activity Overview 96
    Global New Product Planning – Small Pharma Segment
    Medical Marketing Activity Overview 97
    Regional New Product Planning – Large Pharma Segment
    Medical Marketing Activity Overview 98
    Advisory Boards 99
    Branding of the Science 100
    KOL Identification 101
    Spotlight: Getting KOL and Payer Perspective Early 103
    KOL Management 104
    Medical Meeting Plan 105
    Non-registration Trials Strategy and Planning 106
    Publication Strategy and Planning 107
    New Product Planning Activities: Brand Strategy 109
    Key Findings 110
    Global New Product Planning – Large Pharma Segment
    Brand Strategy Activity Overview 111
    Global New Product Planning – Small Pharma Segment
    Brand Strategy Activity Overview 112
    Regional New Product Planning – Large Pharma Segment
    Brand Strategy Activity Overview 113
    Development of Brand 114
    Generic Naming 115
    Positioning 116
    Trade Naming 117
    Trade Packaging/Formulations 118

    LESSONS LEARNED 119

    FUTURE OF NEW PRODUCT PLANNING 121

    APPENDIX A: BENCHMARK CLASS BACKGROUND 125
    Data Interpretation 126
    Number of Employees 127
    Products in Pipeline 128
    Number of Marketed Brands 129
    Number of Blockbuster Brands Supported 130
    Annual Global Sales 131
    Annual US Sales 132

    APPENDIX B: STRUCTURE 133
    New Product Planning Employees 134
    Drivers of New Product Planning Change 135
    Structural Insights 136
    Job Title of New Product Planning Head 138

    APPENDIX C: ACTIVITY INSIGHTS 139
    Advisory Board Insight 140
    Branding of the Science Insight 141
    Competitive Assessment Insight 142
    Core Message Development Insight 144
    Differentiation Insight 147
    Disease State Insight 148
    Draft Launch Label Creation Insight 149
    KOL Management Insight 150
    Lifecycle Planning Insight 154
    Managed Care Research Insight 157
    Market Research Insight 160
    Patient Flow and Treatment Algorithm Insight 162
    Positioning Insight 163
    Publication Insight 165
    Sales Force Sizing Insight 169
    Target Product Profile Insight 170

    ABOUT BEST PRACTICES, LLC 174

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