Maximizing Mature Brands & Assets: Successful Lifecycle Management Strategies, Tactics and Insights

Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Biotech; Manufacturing; Consumer Products; Medical Device; Chemical; Biopharmaceutical; Clinical Research; Laboratories


Companies Profiled:
Abbott; Alcon Laboratories; Amgen; Astellas; Bayer; Boehringer Ingelheim; CooperVision; Cubist Pharmaceuticals; Eisai; Galderma; Genentech; Getz Pharma; GlaxoSmithKline ; Grifols; Grünenthal; Medline; Merck; Nektar Therapeutics; Novartis; Novo Nordisk; Roche; Sanofi; Shire; Stiefel; Zimmer Biomet

Study Snapshot

Best Practices, LLC engaged 38 industry professionals from 25 pharmaceutical and biotechnology companies through a benchmarking survey, focus group interviews and round-table discussion.

Key topics covered in this report include:

• Success rates & ROI of different strategies that leading companies have used to maximize mature-brand value

• Relative cost, time, complexity, & regulatory barriers encountered with using each strategy

• An overview of the operation, expenses, responsibilities & business impact of dedicated mature brand groups

• Dedicated Group for Mature Products:

• Nearly 50% of the participating companies have an existing dedicated group to manage and support mature / legacy products while another 3% are planning to establish one in next 12 months. The remaining half of the companies do not plan on having a dedicated group; they have their brand and commercial teams managing most of it.

• Effectiveness of Strategies:

• Eighty percent of the benchmark class consider fixed dose combination, pediatric exclusivity, and building alternative promotional channels to be highly effective in meeting their product objectives. More than 60% consider pricing and reimbursement and extended release formulation to be highly effective.

• Average Duration to Implement Strategies:

• Labeling changes strategy - Time taken by companies with dedicated and non-dedicated groups is not the same. Majority of the companies with dedicated groups require 1-2 years to implement labeling changes strategy; while majority with non-dedicated groups take more than 3 years for the same.

• Key lifecycle management goals for mature / legacy products
• Presence of a dedicated group or function to manage and support mature / legacy products in the U.S. market
• Group / functional responsibility for maximizing the value of mature products in the U.S
• Establishment of mature products group and impact expected from the group by senior management
• Approximate number of mature products actively managed by the group
• Key factors governing the transition of a product to mature status
• Responsibilities of the mature products group
• Most important success factors in winning a lifecycle extension or maximizing the potential of a mature brand
• Usage and effectiveness of key lifecycle management strategies
• Relative cost of lifecycle management strategies
• Relative time required to implement lifecycle management strategies
• Types of strategies implemented for different therapeutic areas
• Barriers encountered while implementing strategies to grow or extend the lifecycle of a mature product
• ROI Vs Barriers of listed lifecycle management strategies
• Strategies weakened by regulations
• Lessons learned about using lifecycle management strategies to optimize the life of a pharmaceutical brand

• Average number of products supported by a benchmark participant in the maturity stage of the product lifecycle
• Key goals to be accomplished for benchmarked companies
• Late life cycle management strategies employed by benchmarked companies for their mature or legacy products
• Physician targeting methods employed to support mature products

• Existence of a dedicated function or group to manage and support mature / legacy products in the U.S. market
• Group / functional responsibility for maximizing the value of mature products in the U.S, in absence of a dedicated mature products group
• Establishment of mature products group
• Approximate number of mature products actively managed by the benchmarked groups and the key factors governing the transition of a product to mature status
• Responsibilities of the mature products group in terms of the activities
• Major expense categories included in the budget of mature products group
• Additional regions supported by the mature products group that is responsible for the U.S. market
• Impact expected out of mature products group by senior management

• Most important success factors in winning a lifecycle extension or maximizing the potential of a mature brand

• Benchmarked lifecycle management strategies for mature products - Development and new formulation strategies - aimed at enlarging patient base; Commercial and other strategies - aimed at maximizing commercial value
• Key lifecycle management strategies employed by benchmarked companies in the U.S.
• Key lifecycle management strategies employed by benchmarked companies in the U.S. – Companies with dedicated and non-dedicated groups supporting mature products

• Effectiveness of lifecycle management strategies in meeting benchmarked partners’ product objectives Effectiveness of lifecycle management strategies in meeting benchmarked partners’ product objectives - Companies with dedicated and non-dedicated groups supporting mature products

• Approximate cost to employ each of the listed lifecycle management strategies
• Approximate cost to employ each of the listed lifecycle management strategies - Companies with dedicated and non-dedicated groups supporting mature products

• Average time required to complete each of the listed lifecycle management strategies after a decision is made to use one of them
• Average time required to complete each of the listed lifecycle management strategies after a decision is made to use one of them - Companies with dedicated and non-dedicated groups supporting mature products

• Level of return on investment achieved with each of the listed strategies
• Level of return on investment achieved with each of the listed strategies - Companies with dedicated and non-dedicated groups supporting mature products

• Overview and considerations of mature brand lifecycle management tactics
• Strategies used by well-established mature product support groups in the U.S.
• Strategy profile of well-established mature product support groups

• Primary therapeutic area of the mature products to which insights are tied in this section
• Time involvement for the specified drug
• Strategies used for the specified drug
• Duration for implementation of each of the listed lifecycle management strategies
• Incremental sales gained (in USD millions) through each of the employed lifecycle management strategies
• Estimated gains from individual strategies used for a specific mature brand

• Barriers to using development and new formulation strategies to grow or extend a mature product
• Barriers to using commercial and other strategies to grow or extend a mature product
• Shields for strategies to remain immune to barriers

• Past successful strategies anticipated to be ineffective or unusable within the next 12-24 months, given the current health care reform environment, politics, mature drug shortages and other regulatory issues

• Key lessons learned by benchmarked partners in using lifecycle management strategies to optimize the life of a pharmaceutical brand

• Job titles and geographic locations of benchmark partners

• Voice of the industry - Budget expense categories
• Voice of the industry - Product responsibility
• Voice of the industry - Shields for strategies to remain immune to barriers
• Voice of the industry - Success factors in lifecycle management
• Voice of the industry - Lessons learned