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

ID: PSM-229


Features:

40+ Info Graphics

60+ Data Graphics

700+ Metrics

50+ Narratives

35+ Best Practices


Pages: 176


Published: Pre-2014


Delivery Format: Shipped


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
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