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Sales and Marketing » New Product Development and Launch » Planning and Coordinating Launch » Communication Activities
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The blood thinner Effient entered the market with expectations of becoming a blockbuster for Daiichi Sankyo and Eli Lilly. The novel platelet inhibitor was taking on Plavix, a $6 billion a year product that was approaching patent expiration. Given Effient's clinical trials showing superiority over Plavix, analysts thought Effient would be able to capture enough market share to attain blockbuster status. But a number of stumbling blocks tripped up Effient's launch, from thought leader support to target patient population. While the Lilly/Daiichi team made a number of missteps, the underlying issue was Effient's high safety risk and how that was handled across a number of key launch activities.
Using interviews with Lilly launch and marketing leaders and extensive secondary research, Best Practices, LLC produced this in-depth look at Effient's lackluster launch and the various stumbling blocks that caused a promising product to stumble at market entry. Executives can use this comprehensive case study to avoid making similar missteps while launching new products into a competitive marketplace.
Insights were drawn from interviews with Eli Lilly launch and marketing leaders, an interview with a Duke University Medical Center cardiologist and secondary research.
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