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» Products & Services » » New Product Development » New Product Planning

Strategic Portfolio Planning for Successful New Product and Drug Platform Positioning

ID: PSM-365


Features:

133 Info Graphics

37 Data Graphics

880+ Metrics

98 Narratives


Pages: 179


Published: 2020


Delivery Format: Shipped


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
As indications become more crowded, and the needs and influence of key stakeholders evolve, pharmaceutical and biotech companies need to meticulously build the new product planning framework to avoid costly missteps and ensure future launch success.

And in a world of new gene-based therapies, this challenge presents itself to many new products with methods of action that may work across conditions, indications, and organ systems. While some companies have succeeded in introducing multiple products for a common therapeutic area using the same method of action / technology platform, this approach is both resource-intensive and strategically challenging for launch teams.

To illustrate how drug platforms can give rise to strong tech / MOA-enabled product portfolios and market-leading franchises, Best Practices, LLC conducted this new “meta-analysis” of 22 of its benchmark studies.

Drawing on the successes and failures of leading brands across different therapeutic areas, this meta-analysis draws upon primary as well as secondary benchmark studies probing technology platform and product portfolio management excellence. From Exubera's launch debacle to Sovaldi’s blockbuster market entry, this report also includes case studies of new product planning and market entry of many leading brands.

For biopharma executives across the industry, this report spotlights a wealth of winning strategies, best practices and pitfalls to avoid for successful positioning of new products and drug platforms.

Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Biotech; Medical Device; Biopharmaceutical; Manufacturing; Consumer Products; Public Relations; Chemical; Consulting; Utilities; Clinical Research; Laboratories; Market Research


Companies Profiled:
Abbott; AbbVie; Actelion; Adamas Pharmaceuticals; Aerocrine; Alcon; Alexion Pharmaceuticals; Alkermes; Allergan; Almirall; Altus Biologics; Amgen; Amylin; AstraZeneca; Astellas; Auxilium; Aventis; Baxter Healthcare; Baxter International; Bayer; Bayer Healthcare; Becton Dickinson; Biogen; Boehringer Ingelheim; Boston Scientific; Bristol-Myers Squibb; B. Braun; CardioDynamics; CareFusion; Catalent Pharma Solutions; Catalyst Pharmaceuticals; Centocor Ortho Biotech Inc.; Centurion; Cipla; CooperVision; Covidien; Cubist Pharmaceuticals; Cytokinetics; Daiichi Sankyo; Drager; Dr Reddy's Laboratories; Eisai; Eli Lilly and Company; Elixir Pharmaceuticals; EMD Serono; Entelos; FleishmanHillard; Forest Laboratories; Inc; Fresenius Medical Care AG & Co. KGaA; Galderma; Galpha Laboratories; Genentech; Genzyme; Getz Pharma; Gilead Sciences; GlaxoSmithKline ; Glenmark; Grifols; Grünenthal; Hikma; HLL Lifecare; Ltd.; Human Genome Sciences; IMS; Indivior; Intervet International (part of Schering-Plough); Janssen; Johnson & Johnson; KimberlyClark; Lilly; Lumenis; Lupin; Mallinckrodt; Meda Pharmaceuticals; Medicago; Medivation; Medline; Medrad; Medtronic; Menarini Group; Merck; Micro Labs; Monogram Biosciences; Mylan; Nektar Therapeutics; Neurocrine Biosciences; Nevakar; Nico ; Nonin; Novartis; Noven Therapeuticals; Novo Nordisk; Ortho Biotech; OTSUKA; Patheon; Pfizer; PLIVA Pharmaceuticals; Prometheus Therapeutics & Diagnostics; Ranbaxy; Regeneron; Roche; Roche Diagnostics; Sanofi; Sanofi-Aventis; Schering-Plough; Shionogi Inc.; Shire; Siren Interactive; Solvay Pharmaceuticals; Stiefel; Stryker; Sandoz; Takeda Pharmaceuticals; Tesaro; Teva Neuroscience; Teva Pharmaceutical Industries Ltd; Theravance; Tokai Pharmaceuticals; UCB Pharma; Valeant; Vertex Pharmaceuticals; Victory; Wockhardt; Xanodyne Pharmaceuticals; Zydus Cadila; Zimmer Biomet; ZS Pharma

Study Snapshot

This meta-analysis draws upon 22 Best Practices’ benchmark field studies and analogs probing technology platform and product portfolio management excellence.

Key topics covered in this report include:

  • Strategic portfolio platforms
  • Novel tech / MOA market development
  • Portfolio management

Key Findings

Select key insights uncovered from this report are noted below. Detailed findings are available in the full report.

  • Platform: New platform positioning supports ease of use, speed, quality, compliance, efficiency, etc.

  • Care Continuum: Map unmet needs to fit product & new platform into the care continuum.

  • Publication Strategy: SciCom strategy is key to educating HCPs, patients and payers to where tech / MOA-enabled product advances care standards.

Table of Contents

Sr. No.
Topic
Slide No.
I.
IntroductionPg. 5
II.
Strategic Portfolio Platforms: Shifting ParadigmsPg. 9
III.
Rituxan: Case Study to Introduce New MOA TechnologyPg. 11
IV.
Abbott i-Stat Blood Analyzer Platform Case StudyPg. 30
V.
Cymbalta Case StudyPg. 42
VI.
Educate Market on Product & Tech BenefitsPg. 57
VII.
Byetta Case StudyPg. 58
VIII.
New Product Planning & Early CommercializationPg. 70
IX.
Learning from Tech-enabled Device & Drug CombinationsPg. 83
X.
Exubera Case StudyPg. 84
XI.
Portfolio / Franchise Effects - Shared ResourcesPg. 98
XII.
Januvia Case StudyPg. 113
XIII.
Resource Shifting for Maximum Franchise EffectPg. 131
XIV.
Sovaldi/ Harvoni Case StudyPg. 138
XV.
Center of Excellence in Franchise ManagementPg. 146
XVI.
Use of Technology for Franchise ManagementPg. 163
XVII.
LCM for Mature Products under FranchisePg. 170
XVIII.
About Best Practices, LLCPg. 179

    List of Charts & Exhibits

    I. Introduction: Using “Meta-analysis” of 22 Benchmark Studies to Inform How Drug Platforms Give Rise to Tech / MOA-enabled Product Portfolios and Market Leading Franchises

    • Use of the portfolio management framework to identify critical success factors for introducing drug platforms and their products
    • Technology deployment roadmap

    II. Strategic Portfolio Platforms: Shifting Paradigms & Educating the Market

    • Summary and lessons learned - Tech platforms

    II A. Rituxan Case Study: How Rituximab Challenged the Existing Scientific Paradigm and Opened the Door for a New Technology Platform

    • Lessons around new technologies from Rituxan
    • Seeding new thinking on role of new tech platforms across 10 key areas
    • Rituxan’s market-entry blueprint that enabled thought leaders to evolve their thinking on new science before launch
    • Rituxan launch team member’s perspective around scientific rationale
    • Advisory board objectives
    • “Window opening” on scientific evidence
    • Rituxan launch team member’s perspective around KOL engagement
    • Utilization of digital tools to engage thought leaders
    • Identifying and addressing safety concerns
    • Creating a fertile ground for introducing future clinical data
    • Advancing the scientific discussion and new model development
    • Targeting thought leaders during pre-launch scientific communications
    • Extending science across the country
    • Extending the drug platform message to broader audiences
    • Spearheading pre-launch engagement
    • Managing new drug platform expectations during pre-launch
    • Balancing expectations around the introduction of a new product

    II B. Abbott i-STAT Blood Gas Analyzer: Branding a Technology Platform Broadly Across Conditions and Points-of-care

    • i-STAT - Practice summary and lessons learned
    • Abbott’s journey in point-of-care blood analysis
    • i-STAT’s tech platform positioning
    • Broad reach of i-STAT technology across many points-of-care
    • Operational benefits of STATNotes and i-STAT advanced quality features (AQF)
    • Incremental improvements to the i-STAT device
    • i-Stat data management software integration
    • Key selling points of i-STAT systems
    • Abbott’s program to enhance the understanding of its products and their potential applications
    • Implementation planning and field training phases
    • Establishing value across each POC and condition

    II C. Cymbalta Case Study: Successfully Entering a Crowded Market with a New-method-of-action Drug

    • Cymbalta - Practice summary and lessons learned
    • Cymbalta’s broad-reaching market-entry insights
    • Cymbalta’s market entry plan
    • Using differentiation to win the market
    • Effective introduction of new technologies and medical ideas for consideration by the scientific establishment and the public
    • Multiple market research tools used by Lilly in crafting physician and consumer campaigns for Cymbalta
    • Identification of Cymbalta’s niche through market research insights and its integration in the brand promise and communication
    • Extension of brand promise and drug platform
    • Pre-launch physician education activities for Cymbalta
    • Informing consumers about the new technology through various mediums
    • Lilly’s strategy for entering a crowded market
    • Enhancing the drug profile and technology branding
    • Examples of Lilly’s support to patient advocacy and support organizations
    • Reinforcement of educational messages

    III. Educating the Market on Tech / MOA-enabled Products


    III A. Byetta Case Study: Using Medical Education to Pinpoint Where a New Technology Wins Within the Diabetes Treatment Care Spectrum

    • Byetta - Practice summary and lessons learned
    • Critical strategies for market penetration of new technology
    • Best fit for Byetta’s new technology within the diabetes care spectrum
    • Changing disease paradigm
    • Amylin and Lilly’s market entry window for the new technology-enabled product, Byetta
    • Numerous market-entry / launch challenges faced by Byetta
    • Positioning for Byetta’s medical education
    • Byetta’s message timing and sequence
    • Byetta’s message cascade
    • Byetta’s messaging plans across three broad waves throughout the product lifecycle
    • Diabetes care: Future treatment options

    IV A. Educate Market on Product & Tech Benefits

    • Practice summary and lessons learned
    • Phase-wise new product planning for novel technology-enabled products
    • Therapeutic area opportunities assessment
    • Target product profile (TPP) development
    • Publications plan for educating the market about the benefits of the new technology and its product(s)
    • Market shaping by understanding and educating all key stakeholders
    • Advisory board breakdown
    • Informing the market about the tech / MOA-enabled products’ new and differentiated benefits
    • Timing for disease state awareness activities
    • Importance level of patient advocacy group activities and support services from a disease state awareness program perspective
    • Effective approaches to support disease awareness activities with patient advocacy groups
    • Executive narrative around important aspects in disease state awareness for a new product entering a crowded market

    IV B. Learning from Tech-enabled Device & Drug Combinations


    IV C. Exubera Case Study: How Exubera Missed the Market & Fumbled a New Technology Introduction

    • Exubera - Practice summary and lessons learned
    • How a new technology predicted to be a blockbuster failed to meet the high expectations
    • Key marketing mis-steps that underpinned Exubera’s market-entry failure
    • Failure to make a value-based business case to one of the key stakeholders
    • Thought leaders perspective on Exubera
    • Failure to act on user objections to the drug delivery technology
    • Underestimation of the required commitment
    • Positioning missteps
    • Lesson learned from Exubera’s failure
    • Reason for the new technology and product’s low acceptance rate
    • Exubera’s position relative to traditional therapy
    • Managing the development of delivery devices in conjunction with development of drug substance and drug product
    • Valuable sources for obtaining feedback for drug delivery device improvements

    V A. Portfolio / Franchise Effects - Shared Resources

    • Shared resources - Practice summary and lessons learned
    • Building the “Franchise Value Pyramid”
    • Franchise management excellence
    • Easy removal of redundancy / unnecessary resource layering by combining promotional resources for multiple similar products in a franchise – Sales and Customer areas
    • Top lessons learned for efficiently launching and promoting multiple similar products
    • Effectiveness of combining and leveraging resources for thought leader management to efficiently educate the marketplace on multiple similar products in the same therapeutic area
    • Effectiveness of combining and leveraging resources for the listed Marketing services to promote multiple indications / products in the same therapeutic area
    • Effectiveness of combining and leveraging resources for patient support services to efficiently educate the marketplace on multiple similar products in the same therapeutic area
    • Effectiveness of combining and leveraging resources for the listed Managed Markets services to promote multiple indications / products in the same therapeutic area
    • Leveraging therapeutic area specialization and franchise branding tactics
    • Key franchise lessons from marketing leaders
    • Top lessons learned for efficiently leveraging franchise resources to maximize marketing returns
    • Role of different groups in managing integrated product portfolio
    • Effectiveness of combining and leveraging resources for the listed sales force effectiveness services to promote multiple similar indications / products in the same therapeutic area

    V B. Januvia Case Study: Building a Blockbuster Product Franchise That Supports Brand Leadership

    • Januvia - Practice summary and lessons learned
    • Articulating the global market opportunity and crafting a market-entry point
    • Januvia’s global launch plan
    • Potential growth through franchise strategies
    • Lifecycle plan and franchise strategy timeline
    • Extending diabetes and obesity franchise
    • Motivating factors for investigators
    • Januvia’s launch sequence
    • Core groups targeted for Merck’s diabetes education programs
    • Januvia’s 4-step lifecycle plan
    • How Januvia translated lifecycle management strategy into franchise tactics
    • Tools used for innovative patient engagement
    • Tools used for collaborations with patient advocacy groups
    • Long-term safety and efficacy studies included in Januvia’s lifecycle plan
    • Using the core asset to create a family of line extensions that address unmet needs across the global diabetes landscape
    • Expanding clinical development program
    • Launch scorecard reflecting strength across multiple fronts

    V C. Portfolio / Franchise Effects - Resource Shifting for Maximum Franchise Effect

    • Resource shifting - Practice summary and lessons learned
    • Areas of significant cost savings as a result of leveraging resources
    • Effectiveness of combining or pooling resources for the listed franchise sales tactics
    • Effectiveness of combining and leveraging resources for sales force training
    • Brand team structure used for products/molecules that treat multiple indications
    • Effectiveness of combining and leveraging resources for product branding

    V D. Sovaldi/ Harvoni Case Study: How Gilead Conquered a Crowded Market by Leveraging Portfolio Expertise

    • Sovaldi / Harvoni - Practice summary and lessons learned
    • Sovaldi’s competitor ecosystem
    • Developing new technology-based platform franchise
    • Demonstrating superior outcomes
    • Communicating clinical progress and stimulating market interest
    • Segmenting target patients population
    • Cascading the new product launch

    V E. Portfolio / Franchise Effects - Center of Excellence in Franchise Management

    • Centers of excellence and franchise effects - Practice summary and lessons learned
    • Ten critical practices or steps that lead to excellence in marketing multiple pharmaceutical products for the same indication or area of use
    • Effective tactic for successfully marketing the brands as distinct products
    • Effective positioning strategies for minimizing cannibalization of a company's established brand by a newer product that it launches for the same indication or area of use
    • Learning from popular consumer product franchises to build individual product success for a successful franchise
    • Product differentiation strategies for minimizing cannibalization when marketing multiple brands
    • Executive narrative around field force strategy to minimize cannibalization
    • Value continuum illustration
    • Effectiveness of using centers of excellence (shared service centers that pool specialists and experts) to enhance resource efficiency for supporting multiple similar products in the same therapeutic area
    • Characteristics, organizational structure, and roles and influence of regional and global new product planning groups
    • Groups responsible for the initial development of demo devices for combination product and those responsible for ensuring up-to-date versions are rolled out to the field
    • Assessing franchise management pitfall risks
    • Assessing the "risk" of stumbling or mishandling multiple launches (new products or new indications) when they occur in short proximity within the same sales force -- and may thereby overwhelm limited sales resources
    • Critical factor for portfolio success
    • Top lessons learned for efficiently launching and promoting multiple similar products

    V F. Portfolio / Franchise Effects - Use of Technology for Franchise Management

    • Technology uses and franchise effects - Practice summary and lessons learned
    • Reasons why decision to leverage franchise resources for sales visual aids was effective
    • Creating shared visual aids for the franchise, and product differentiation strategies via visual aids
    • Reasons for integrating sales visual aids
    • Product support and promotional areas in which digital platforms have proven to deliver a high impact in the success of integrated portfolios
    • Effectiveness of combining and leveraging resources for the listed digital marketing services to promote multiple indications / products in the same therapeutic area

    V G. Portfolio / Franchise Effects - LCM for Mature Products under Franchise

    • LCM under portfolios and franchises - Practice summary and lessons learned
    • Effectiveness of different lifecycle management strategies for different therapeutic areas
    • Usage and effectiveness of key lifecycle management strategies
    • Relative cost of each of the listed lifecycle management strategies
    • Barriers to using commercial and other strategies to grow or extend a mature product
    • Pros and cons of different LCM strategies for mature products