Pharmaceutical Early-Stage Commercialization: Using Portfolio Management to Drive Success

STUDY OVERVIEW
The investment decisions that drive product development cycles are exceedingly complex. Even during early-stage development, pharmaceutical companies and their portfolio management teams must balance scientific data with an awareness of what compounds hold the greatest potential market value.

Portfolio management is the linchpin in the precarious act of capital allocation during the early-stage commercialization process and throughout the lifecycle of a product. Portfolio management teams greatly impact the profitability of companies by determining the course of massive investments in R&D and by directing the volume and pace of funding for individual drug development projects.

Best Practices, LLC conducted this research to understand how well-aligned portfolio management teams incorporate both clinical and commercial insights into the early-stage commercialization process. This research also identifies the role played by various commercial functions on investment committees and the functional groups that most often lead investment committees for winning portfolio management teams.

Pharmaceutical executives involved with portfolio management and early commercialization activities can use this study to enhance portfolio decision-making capabilities and to promote functional alignment for early-stage investment decision groups.

NOTE: The data in this research are segmented into two parts: Large Pharma and Full Benchmark Class.

KEY TOPICS

• Key Findings across the Early-Stage Commercialization Process - Structure, Functions, Relationships and Portfolio Management
• Oversight of Portfolio Management in Early-Stage Commercialization Process
• Portfolio Management and Capital Allocation
• Composition and Leadership of the Investment Decision Committee
• Commercial Involvement in Early Development Decisions
• Functional Influence on Issues Presented for Development Decisions

• Global Marketing Responsibility for Early-Stage Commercialization
• Investment Decision Committee Makeup by Functional Group (Full Benchmark Class & Large Pharma)
• Functional Groups that Drive Major Investment Decisions [>$100M](Full Class and Large Pharma)
• Investment Decisions for Phase III Asset by Functional Group (Full Class and Large Pharma)
• Investment Decisions for Line Extensions by Functional Group (Full Class and Large Pharma)
• Development Decisions for Launch Monitoring by Functional Group (Full Class and Large Pharma)
• Post-Launch Product Issue Decisions by Functional Group (Full Class and Large Pharma)
• Functional Groups that Drive Decisions for In-Licensing a Phase III Asset (Full Class and Large Pharma)

• R&D most often leads the early-stage investment (or portfolio management) committee. In all, R&D either leads or co-leads 67 percent of the time within the large pharmaceutical segment, with medical affairs the group that leads second most frequently. Among the full benchmark class, R&D leads or co-leads the invest committee at 56 percent of companies and commercial strategy is the next most likely to lead.
• R&D is the function that most often drives issues presented for development decisions related to major development investments. In the large pharmaceutical segment, R&D drives issues for decisions on major investment at 45 percent of companies.

Industries Profiled:
Pharmaceutical; Biotech; Manufacturing; Consumer Products; Diagnostic; Medical Device; Chemical; Health Care


Companies Profiled:
Abbott Laboratories; Allergan; Alexion Pharmaceuticals; Altus Biologics; Amgen; AstraZeneca; Bayer; Eli Lilly & Co.; Genentech; GlaxoSmithKline; Human Genome Sciences; Intervet International (part of Schering-Plough); Merck; Neurocrine Biosciences; Novartis; Roche; Shire; Solvay Pharamaceuticals; Teva Pharmaceutical Industries; Vertex Pharmaceuticals

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