Driving Growth through New Product Planning and Strategic Alliances

If you are interested in related research, you can click on the links here for SM-117 and OP-98.

Study Snapshot

Our research indicates that with a carefully crafted new product planning strategy and excellent execution, companies in the pharmaceutical and biotechnology industries can manage the new product planning process and leverage strategic alliances to achieve the following benefits:

• More effective product alignment with corporate strategies.
• Improved selection of strategic alliances.
• Accelerated corporate growth.
• Enhanced product lifecycle management.
• Increased Return on Investment (ROI) for R&D and sales and marketing.

• An Executive Summary outlining five Key Project Findings.
• Lessons Learned and Top Challenges Matrices identify benchmark partners' top lessons learned and top challenges in managing new product planning and strategic alliances.
• Detailed Best Practices divided into three sections:

Human Resources - Techniques for hiring, training and developing top new product planning and strategic planning personnel.

Portfolio Prioritization and Optimization - Best practices for selecting and commercializing blockbuster products through excellent new product planning and strategic alliance systems.

Key Findings

The study findings compiled in this report identify three key operational areas that form the foundation of superior new product planning and strategic alliance departments.   Report findings are organized to help companies meet all of the following goals:

1. Align new product planning and strategic alliance goals with company strategy to drive growth.
2. Recruit and select new product planning and strategic alliance personnel with balanced science and business backgrounds to reduce training needs and ensure quality performance.
3. Position new product planning as a central hub for coordinating and managing multi-functional activities to increase internal support and optimize product and portfolio management.
4. Balance opportunism with existing therapeutic expertise to best target new product and new alliance selections.
5. Integrate new product planning and strategic alliance structures and processes to optimize corporate growth through new opportunities.

Part I – Organizational Structure
• Structuring New Product Planning and Strategic Alliance Teams
• Fostering Cross-Functional Portfolio Management
• Building Stronger Alliances

Part II – Human Resources
• Recruiting and Selecting
• Training and Employee Development

Part III – Portfolio Prioritization and Optimization
• Identifying Potential Products
• Evaluating Potential New Products
• Commercializing New Products
• Prioritizing Products and Allocating Resources
• Managing the Product Lifecycle

List of Charts & Exhibits

Areas of Excellence
New Product Planning Process Map
Strategic Alliances Process Map
Benchmark Partner Lesson Learned Matrix
Benchmark Partner Response Matrix
Company A Organizational Chart- NPP and SA
Company B Org Chart- Strategic Alliances
Company B Org Chart- New Product Planning
Company C Org Chart-New Product Planning
Company C Org Chart-Strategic Alliances
Company D Organizational Chart
Company E Organizational Chart
New Product Planning Sample Mission Statements
Strategic Alliance Sample Mission Statements
Company C’ Corporate Business Development Mission Statement
Integrate Marketing and Development to Enable Cross-Functional Portfolio Management
Align Operations Cross-Functionally to Optimize New Product Planning and Strategic Alliances
Employ Technology to Enable New Product Planning and Strategic Alliances Teams
Partnership Key Success Factors
Company C’s Due Diligence Process
New Product Planning Key Roles & Responsibilities: Broad-Based Market Research
Partnership Communication Tools
Balance Science and Business in NPP Recruiting
Background and Skills for SA Success
The Eight-Step Themes Recruiting Process
Sample BCG Guesstimate
Sample BCG Brainteaser
Sample BCG Cases
Company C Strategic Alliance Process
Ensure Productive Alliances By Only Pursuing Best-in-Class Products
Alliance and Licensing Sources
Source Alliance/Licensing Leads Through Both NPP and Alliance Groups
Company C’s Research Acquisition
Company A New Product Planning
Company D NPP Process Map
Company D Partnership Process Map
Prioritize Potential Products Through Return-on-Investment Measurement
Company C’s Business Assessment
Company B Strategic Alliance Process
Strategic Alliance Prioritization Factors: Company B
Alliance Evaluation by Stage
Quantitative Portfolio Management
Involvement in Marketing Programs
Work Cross-Functionally to Support Life Cycle Management
Assessing and Forecasting Commercial Success