What it Takes to Successfully Launch an Oncology Product in the U.S. Marketplace: Leveraging Line Extensions

STUDY OVERVIEW

Pharmaceutical companies make significant investments in the development and launch of new oncology products. Consequently, companies often pursue a second indication for the same oncology product in order to not only expand a product's patient base but also to leverage savings on launch spending by using infrastructure and resources from the first indication launch.

But how much can a company expect to save from a first launch in an oncology portfolio to a second indication launch - and across what activities and staff? This benchmark study will help marketing and brand leaders better understand the leverage and synergy points for later launches in an oncology portfolio.

The study includes investment benchmarks across pre-launch, launch and post-launch periods for first indication oncology launches and second indication launches. It also compares staffing and activity spending across the first and second launches and examines areas where launch leaders can expect to leverage the most savings.

KEY TOPICS

• Franchise Leverage or Synergy
• Line Extension Data & Analysis
• 1st to 2nd Launch Investment Leverage
• 1st to 2nd Launch Staffing Leverage
• 1st to 2nd Launch Tactical Comparison

SAMPLE KEY METRICS

• Percentage of Spend Avoided by Using Existing Infrastructure from First Launch to Second Launch for 17 Activities
• Percentage of Staffing Savings that can be Leveraged from First Launch to Second Launch for 17 Activities
• Total Spend for Each Year from Launch -3 to Launch +3 for 1st Indication and 2nd Indication
• First Year Launch Spend for Key Activities from Launch -3 to Launch Year
• Second Year Launch Spend for Key Activities from Launch -3 to Launch Year
• First Indication Staffing Across 11 Activities for Launch -1 Year and Launch Year
• Second Indication Staffing Across 11 Activities for Launch -1 Year and Launch Year

SAMPLE KEY FINDING

• First launches, irrespective of therapy areas, require heavy pre-launch staffing investment to educate the market and develop market entry footing, second indication launches bear greater field footprint post-launch -- often advancing to develop larger market opportunities.
  
• Sixty percent of first launches failed to achieve their launch goals as projected in their original peak year forecasts causing these brands to trim peak sales forecasts.

METHODOLOGY

This analysis probes Oncology product staffing levels for 12 companies and 20 U.S. project launches. Executives at the VP level, Functional Heads, Senior Directors and Directors were among the participants who informed this study.

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