1<!DOCTYPE html>
2
3Anonymous
4/bestp
5/bestp/domrep.nsf
6001B0F1F6D5BFB868525798E006AA879
8
9
10
11
12
13
140
15
16
17/bestp/domrep.nsf/products/lifecycle-management-strategies-for-maximizing-mature-brands-products-potential
18
19
2054.197.24.206
21
22
23www.best-in-class.com
24/bestp/domrep.nsf
25BMR




» Products & Services » »

Lifecycle Management Excellence: High-Performing Strategies Used to Maximize Potential Of Mature Brands

ID: PSM-283


Features:

20 Info Graphics

39 Data Graphics

200+ Metrics

5 Narratives

10+ Best Practices


Pages: 76


Published: Pre-2013


Delivery Format: Shipped


 

License Options:
close

Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




Buy Now

 

919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
With fewer products in the pipeline and more at the edge of the patent cliff, strategies to extend the commercial life of mature brands are critical to the bio-pharmaceutical industry today. Used correctly strategies can add as many as 10 years and billions of dollars to the life of an established or mature brand.

Increasing cost pressures are forcing pharmaceutical companies to explore sources of revenue beyond the development of new drugs. In this time- and cost-constrained environment, companies have had begun to look at lifecycle management strategies with newfound interest.

To identify which of 20+ strategies will continue to be feasible in the near future and which have the best return on investment, Best Practices, LLC, a world leader in biopharmaceutical benchmarking and best practice research, performed this research to help pharma and biotech executives and managers generate more value out of their mature brands.

This study is designed to help brand and marketing leaders identify winning lifecycle management (LCM) strategies they can use to extend the commercial life of bio-pharmaceutical products. The study examines ROI and future viability of 20 different LCM strategies. In addition, the research provides insights into which strategies will survive as they are faced with a changing pharmaceutical environment.


Industries Profiled:
Pharmaceutical; Health Care; Biotech; Chemical; Medical Device; Biopharmaceutical; Clinical Research; Laboratories


Companies Profiled:
Novartis; Novo Nordisk; GlaxoSmithKline; Merck; Genentech; Galderma; Astellas; Roche; Amgen; Shire; Medline; Sanofi; Stiefel; Grifols; Cubist; Eisai


Study Snapshot

The report is based on research and information provided by 25 Pharmaceutical and Biotech executives from 18 different companies.

Key Areas of Investigation Include:
  • Success rates & ROI of different strategies that leading companies have used to maximize mature-brand value
  • Relative cost, time, complexity, & regulatory barriers encountered with using each strategy
  • An overview of the operation, expenses, responsibilities & business impact of dedicated mature brand (MB) groups

Key Findings

Strategies Likely to Be Weakened by Regulation/Reform:  Publication strategies and brand loyalty programs were selected as the most likely tactics to lose effectiveness in light of the new healthcare environment.  According to study participants, commercial strategies will be most affected by the new regulatory landscape, followed by new formulations strategies.

Top-Line Sales Is Senior Management Expectation: Senior Management’s most frequent expectation  for Mature Brand groups (85% of companies) is that they impact top-line sales.  Most groups are also expected to provide margin relief, soften patent cliff impact, and extend sales duration.  Less than half, however, are expected to reduce corporate reliance on new brands.

Mature Brand Groups Experienced in Emerging Markets: Not surprisingly, companies with mature brand groups were more likely than companies without such a group to have experience with emerging markets.

Table of Contents

  • Executive Summary, pp. 3-11
  • Research Overview, pp. 4
  • Benchmark Participants, pp. 5
  • Key Findings & Insights, pp. 6-11
  • Corporate LCM Goals & Policies, pp. 12-15
  • Use of Key LCM Strategies, pp. 16-19
  • Comparative Effectiveness of Key LCM Strategies, pp. 20-22
  • Relative Costs of Key LCM Strategies, pp. 23-25
  • Relative Time of Key LCM Strategies, pp. 26-28
  • ROI of Key LCM Strategies, pp. 29-31
  • Barriers of Key LCM Strategies, pp. 32-35
  • Key Strategy Profiles, pp. 36-39
  • Gains from Using LCM Strategies, pp. 40-46
  • Strategies Weakened By Regulation or Reform, pp. 47-48
  • Mature Brand Organizations, pp. 49-61
  • Success Factors & Lessons Learned, pp. 62-66
  • Case Example: Pfizer’s Lipitor, pp. 67-70
  • Appendix: Participant Demographic Data, pp. 71-75