Strategic Portfolio Planning for Successful New Product and Drug Platform Positioning

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

• 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.

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

• Summary and lessons learned - Tech platforms

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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