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Shaping the Marketplace to Support Successful Diabetes Product Launches: Tactics for Educating KOLs, Physicians, Patients and Payers

ID: SM-191


Features:

25+ Info Graphics

50+ Data Graphics

450+ Metrics

40 Narratives

10 Best Practices


Pages: 103


Published: Pre-2014


Delivery Format: Shipped


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
The pharmaceutical, biotech and medical device marketplaces are rapidly changing due to new medicines, new technologies, new therapeutic approaches and a challenging regulatory environment. In order to ensure the success of a new product, companies find it essential to educate the marketplace.


The Diabetes segment, along with cardiovascular disease (due to the FDA’s recent inclusion of cardiovascular risk factors when assessing anti-diabetes drugs seeking FDA approval), has seen much attention during recent years, including the emergence of many therapies aimed at treating Diabetes and its co-morbid diseases. For example, some companies are developing Diabetes vaccines.

Best Practices, LLC designed this report study to explore the best practices in educating, informing and preparing the marketplace for new diabetes products – through Physician, Patient, and Payer education and publications, advocacy and communication strategies. Specific topics covered in this report include:

  • Identifying key education tactics for thought leaders, physicians, patients, and payers
  • Assessing key market-education practices, including thought-leader services; Medical Education; scientific publications; patient advocacy and education; clinical trials and payer education
  • Identifying key timing factors and education mix
  • Describing critical market entry pitfalls and future trends

The results provided in this report include key benchmark metrics, executive insights, and recommendations that Medical Education and Marketing executives can optimize their utilization of current best practices and emerging trends to ensure a successful new product launch.

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


Companies Profiled:
GlaxoSmithKline ; ARIAD; Pfizer; Integrated Communications Corp.; Novartis; Genitope Corporation; NeoVista; Inc.; Amgen; Novo Nordisk; Johnson & Johnson; AstraZeneca; Roche; Lilly; Bayer; Human Genome Sciences; Boehringer Ingelheim; Nobel Biocare; Abbott; Solvay Pharmaceuticals; Genentech; Sanofi-aventis; Smith & Nephew; Amylin; Janssen Cilag Pharmaceutical; Dr Reddy's Laboratories; Spectrum Pharmaceutical

Study Snapshot

The benchmark class includes 34 executives and managers at 26 leading pharmaceutical, biotech and medical device companies.
This field research and benchmarking report probes an array of medical education and marketing practices conducted two to three years prior to launch that best inform and shape the marketplace.

The quantitative survey harvested current best practices and emerging trends in educating the marketplace to support successful product launches. In addition, deep-dive executive interviews were conducted with selected participants to provide qualitative insights and emerging trends.

Sample Key Findings

Thought Leaders are cornerstones of success. Thought Leader insights range broadly from starting early to develop critical relationships, seeding Medical Science Liaison (MSL) resources early, committing to the therapeutic area to win influential investigators, employing segmentation to identify and manage top thought leaders, investigators and Key Opinion Leaders (KOLs), and managing the coordination of national and regional thought leaders across the value chain throughout development.

  • Bio-pharmaceutical companies believe that advisory boards, strong product pipelines and scientific publications are the cornerstones for building credibility among investigators. More than half of survey participants– the greatest percentage – view publications as being very important.
Table of Contents

Executive Summary 2
Introduction 2
Research Focus 2
Research Approach 2
Participant Demographics 3
Report Structure and Organization 8
Key Findings 9
Key Themes from Market Education Research 11
1. Develop integrated continuous thought leader strategies. 12
Identify and engage the physicians who shape therapeutic direction, guidelines and perspective to target relevant thought leaders. 14
Seed, cultivate and maintain relationships with Key Opinion Leaders who shape the market to enhance Thought-Leader Relationships and value management. 19
2. Manage clinical trials to win highly regarded investigators and thought leaders. 28
Utilize investigator-initiated studies to engage key investigators in developing the product’s full potential. 36
Take advantage of Early Access Programs to both help patients and expand physician experience. 39
3. Use data disclosures to inform the medical community of both progress and commitment. 40
4. Communicate clinical science through journals and congresses to position company as a thought leader. 43
Utilize scientific publications to link together productivity and insights. 48
5. Use multi-channel medical education to inform health care providers. 52
Balance the mix of CME, grants and tools to best utilize medical education. 55
6. Utilize patient education and advocacy group collaborations to inform patients. 57
7. Focus on cost and outcomes to enhance early payer education success. 62
8. Use Public Relations and new technologies in order to leverage reach to patients, physicians and payers. 68
Use new technologies for educating and informing patients. 82
9. Orchestrate medical education timing to reach the right constituencies at the right times. 85
10. Allocate market education mix to reflect therapeutic area needs and the competitive landscape. 93
Best Practices, Lessons Learned and Pitfalls to Consider 95
Future Trends and Issues 97
Appendix 99
Diabetes Spotlight: Responding to New Clinical Guidelines and Safety Concerns 99
Responding to the New FDA Guidance for Developing Anti-Diabetes Products 103

List of Charts & Exhibits

TABLE 1.1: PARTICIPATING COMPANIES 6
TABLE 1.2: BENCHMARK PARTICIPANTS’ JOB TITLES 7
FIGURE 1.1: DIABETES/CARDIOVASCULAR SEGMENT 8
FIGURE 1.2: DIABETES PRODUCTS INCLUDED EXISTING BLOCKBUSTERS AND NEW MARKET ENTRANTS 9
FIGURE 1.3: DIABETES RESEARCH EXECUTIVES DRAW ON DEEP EXPERIENCE 10
FIGURE 1.4: LAUNCH INVOLVEMENT: DIABETES VS. BENCHMARK 11
FIGURE 2.1: 10 STEPS TO EXCELLENCE – KEY THEMES FROM MARKET RESEARCH EDUCATION 14
FIGURE 2.1.1: START EARLY WITH THOUGHT LEADER EDUCATION AND SERVICES 15
FIGURE 2.1.2: DIABETES THOUGHT LEADER EDUCATION MIRRORS BENCHMARK 16
FIGURE 2.1.3: DIABETES THOUGHT LEADERS LEARN THROUGH PROTOCOL DEVELOPMENTS/AD BOARDS 17
FIGURE 2.1.4: UNDERSTAND THOUGHT LEADER SEGMENTS THAT PAVE WAY TO SUCCESSFUL MARKET ENTRY 19
FIGURE 2.1.5: KOL SEGMENTATION AND BEHAVIOR DRIVERS 20
FIGURE 2.1.6: DIABETES TARGETS TWICE AS MANY THOUGHT LEADERS TO EDUCATE THE MARKET 21
FIGURE 2.1.7: DIABETES GROUPS UTILIZE TWICE THE BENCHMARK MSLS PRE-LAUNCH 22
FIGURE 2.1.8: MANAGE THOUGHT LEADERS TO OPTIMIZE PRODUCT IMPACT 23
FIGURE 2.1.9: DIABETES GROWS NATIONAL THOUGHT LEADERS IN PHASE I THEN EXTENDS TO OTHER THOUGHT LEADERS 24
FIGURE 2.1.10: DIABETES MSLS ENGAGE NATIONAL AND REGIONAL THOUGHT LEADERS 26
FIGURE 2.1.11: NATIONAL THOUGHT LEADERS DRIVE CLINICAL DESIGN, TRIALS & COMMUNICATION 27
FIGURE 2.1.12: NATIONAL DIABETES TLS ARE PRIME DRIVERS OF MANY MARKET ENTRY ACTIVITIES 28
FIGURE 2.2.1: COMPANIES MUST BUILD CREDIBILITY OVER TIME 32
FIGURE 2.2.2: INVESTIGATORS STUDY COMPANY’S LONG-TERM COMMITMENT TO THERAPEUTIC AREA 33
FIGURE 2.2.3: PHARMA PERCEPTIONS ON WHAT POSITIVELY INFLUENCES INVESTIGATORS 34
FIGURE 2.2.4: INVESTIGATOR MOTIVATIONS INCLUDE ADDITIONAL FACTORS 35
FIGURE 2.2.5: INVESTIGATOR SEGMENTATION SYSTEMS HELP TAYLOR OUTREACH 36
FIGURE 2.2.6: DIABETES IISS OCCUR LATER 39
FIGURE 2.2.7: DO NOT COMPROMISE INTELLECTUAL PROPERTY RIGHTS WITH ISSS 41
FIGURE 2.3.1: DATA DISCLOSURE FLOWS THROUGH THE FULL DEVELOPMENT CYCLE 43
FIGURE 2.3.2: DIABETES DATA DISCLOSURES OCCUR EARLY AND THEN ACROSS PHASES II AND III 44
FIGURE 2.3.3: PIPELINE DISCLOSURES SIGNAL STRATEGY AND COMMITMENTS 45
FIGURE 2.4.1: DIABETES THERAPEUTIC AREA EMPLOYS PRIMARY AND SECONDARY JOURNALS AND CONGRESSES 47
FIGURE 2.4.2: TIE PUBLISHING STRATEGIES TO KEY MARKETING MESSAGES 48
FIGURE 2.4.3: PUBLICATION STRATEGY AND MIX REFLECT THERAPEUTIC DIFFERENCES 49
FIGURE 2.4.4: ONE STUDY = FIVE PUBLICATIONS 51
FIGURE 2.4.5: DIABETES PUBLICATION PRODUCTIVITY LAGS THE BENCHMARK CLASS 52
FIGURE 2.4.6: COMMUNICATING SCIENCE TO PEERS AND PATIENTS IS KEY TO DIABETES EDUCATION 54
FIGURE 2.4.7: ABSTRACTS TIED TO NUMBER OF MEDICAL MEETINGS 55
FIGURE 2.5.1: BENCHMARK START PERIODS – MEDED RAMPS UP IN PHASE II / LATTER PHASE III 56
FIGURE 2.5.2: DIABETES SEGMENT EDUCATION BEGINS IN SYNC WITH BENCHMARK 57
FIGURE 2.5.3: DIABETES SEGMENT ACTIVELY SUPPORTS ACCREDITED CME 58
FIGURE 2.5.4: DIABETES SEGMENT FUNDS NON-ACCREDITED CME LESS FREQUENTLY 59
FIGURE 2.6.1: PATIENT EDUCATION AND ADVOCACY MOST OFTEN START IN LATTER PHASE III 60
FIGURE 2.6.2: MAP THE ADVOCACY LANDSCAPE TO KNOW WHERE TO START 61
FIGURE 2.6.3: IN ADVOCACY WORLD, BIG GROUPS MATTER 63
FIGURE 2.6.4: DISEASE-STATE PUBLIC RELATIONS & PATIENT ADVOCACY ARE KEY DIABETES ACTIVITIES 64
FIGURE 2.7.1: ENGAGE PAYERS EARLY & MAINTAIN RELATIONS THROUGH LAUNCH 67
FIGURE 2.7.2: DIABETES GROUPS COMMENCE PAYER EDUCATION IN PHASE III 69
FIGURE 2.7.3: DIABETES LEADERS STRESS PAYER AD BOARDS AND MEETINGS TO ENGAGE PAYERS 70
FIGURE 2.8.1: SHAPING THE MARKET FOR SUCCESSFUL ENTRY OF NEW PRODUCTS; RITUXAN 71
FIGURE 2.8.2: STRATEGY AND TACTICS REQUIRE SOUND EXECUTION 72
FIGURE 2.8.3: INTRODUCE NEW MEDICAL IDEAS THROUGH THIRD-PARTY EXPERTISE 74
FIGURE 2.8.4: EARLY PR GUIDES PATIENTS TO TRUSTED THIRD-PARTY INFO RESOURCES 75
FIGURE 2.8.5: PUBLIC RELATIONS CAN CREATE BUZZ FOR NEW TREATMENT PARADIGMS 76
FIGURE 2.8.6: ENGAGING PATIENTS THROUGH SCIENCE AND PATHOS 77
FIGURE 2.8.7: PROACTIVE MEDIA OUTREACH THROUGH SCIENCE/HUMAN INTEREST SPUR PUBLIC INTEREST 78
FIGURE 2.8.8: UNDERSTAND THE FORMULA FOR BRINGING NON-INTUITIVE MECHANISM OF ACTION MEDICINES TO MARKET 79
FIGURE 2.8.9: USING EXPERTS, MEDIA AND ED EVENTS TO EDUCATE AT LAUNCH 80
FIGURE 2.8.10: HUMAN INTEREST POSITIONING TOUCHES HEARTS 81
FIGURE 2.8.11: EMPLOY PR TO REACH CONSUMERS THROUGH PATIENT ADVOCACY GROUPS 82
FIGURE 2.8.12: PATIENT ADVOCACY GROUPS ARE TRUSTED SOURCES OF INFORMATION 83
FIGURE 2.8.13: HIGH-IMPACT PR CAMPAIGNS RELATE THE MEDICAL CONDITION TO THE CONSUMER 84
FIGURE 2.8.14: EMPLOY PR TOOLS TO HELP PATIENTS ACCESS THEIR PERSONAL RISK 85
FIGURE 2.8.15: WEBSITES, E-NEWS AND ONLINE PATIENT ADVOCACY MAKE IMPACT IN DIABETES 86
FIGURE 2.8.16: EDUCATION PROGRAMS TAILORED TO DIABETES REACH PHYSICIANS 87
FIGURE 2.9.1: START EARLY WITH THOUGHT LEADER EDUCATION AND SERVICES 88
FIGURE 2.9.2: DIABETES THOUGHT LEADER EDUCATION MIRRORS BENCHMARK 89
FIGURE 2.9.4: BENCHMARK START PERIODS – MEDED RAMPS UP IN PHASE II / LATTER PHASE III 90
FIGURE 2.9.5: DIABETES SEGMENT EDUCATION BEGINS IN SYNC WITH BENCHMARK 91
FIGURE 2.9.6: PATIENT EDUCATION AND ADVOCACY MOST OFTEN START IN LATTER PHASE III 92
FIGURE 2.9.7: DIABETES GROUPS EDUCATE AND ENGAGE LATER IN PHASE III 93
FIGURE 2.9.8: ENGAGE PAYERS EARLY & MAINTAIN RELATIONS THROUGH LAUNCH 94
FIGURE 2.9.9: DIABETES GROUPS COMMENCE PAYER EDUCATION IN PHASE III 95
FIGURE 2.10.1: DIABETES MARKET EDUCATION FOCUSES ON PHYSICIANS AND THOUGHT LEADERS 96
FIGURE 2.10.2: DIABETES TARGETS PCP AND NURSES EARLIER 97
FIGURE A.1: FDA ADVISORY COMMITTEE EVOLVED TO REFLECT CARDIO RISK 103
FIGURE A.2: EXPAND PATIENT SIZE TO BETTER ASSESS RISK 106
FIGURE A.3: FDA ISSUES NEW GUIDELINES 107
FIGURE A.4: NEW GUIDELINES MORE RIGOROUS ANALYSIS OF SAFETY 108
FIGURE A.5: THE PATH FORWARD WILL PROACTIVELY ADDRESS CARDIOVASCULAR RISK 109