Pharma Brand Commercialization and Launch (PH123)

Case Studies of Product Launches
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Published 2009
388 Pages
500+ Metrics
350+ Charts and Diagrams

Make the right brand marketing investments at the right time

Take the guesswork out of spending on US brand commercialization and launch — and discover how other companies approach investment in promotional activities, market research, reimbursement efforts and medical affairs initiatives.

Driving Successful Pharma Brands gives you the information you need to avoid costly mistakes and propel brands' bottom-line success.

Our study contains real-world budgets for 13 US brands, representing a variety of brand sizes, therapeutic areas and drug classes.

Understanding these resource allocations in terms of both raw dollars and real-world contexts creates a powerful advantage for brand teams, marketing units, market research personnel, reimbursement groups and other parties involved in every brand's life. In addition to a wealth of benchmarking data, interviews with industry executives reveal teams' strategies — what worked and what didn't — for launching their drugs.

Pharma Launch Case Studies Metrics

Each easy-to-navigate brand profile walks you through phase-by-phase spending in four critical areas of brand launch:

Advertising and Promotion

  • Detail Aids
  • Samples
  • Journal ads
  • Patient education programs
  • DTC ads
  • Speaker programs

Medical Affairs

  • Thought leader development
  • leader programs
  • Medical education
  • Medical information

Decision Support

  • Market research
  • Competitive intelligence

Market Access

  • Pricing strategy and analysis
  • Pharmacoeconomics
  • Reimbursement

Pharma Launch Case Studies Report Sample

The following is excerpted from the brand profile featured in Chapter 3 "Large Company Brand 3." The full report contains all 13 brands' commercialization benchmarks and accompanying analysis.

Phase 3b Resources

Figure 3.3 [figure appears in full report] shows Brand 3's marketing spending for Phase 3b. One of the most interesting items of note is the lack of spending in the categories under advertising and promotion. Interviews revealed two reasons behind the minimal spending here. First, because the company already had a product in the category, it was able to take advantage of some significant synergies. For example, there was no need to create brand new visual aids in the therapy; rather, the old aids could just be adjusted. Second, the company simply did not have time to ramp up significant promotions. The drug was acquired less than a year from its launch date.

Synergies helped the company save in areas outside of advertising and promotion as well. Because the company already had significant data on the market itself and on the competitors in the space, market research and CI expenditures were held at a minimum, for example.

Figure 3.4 [figure appears in full report] shows that speakers, thought leader development and thought leader programs played large roles in the commercialization strategy of Brand 3. Though thought leader involvement is typical, Brand 3's situation proved a bit different from the typical situation. Doctors in this arena already had vast experience and knew the various treatments well. Brand 3's team needed to convince their KOLs and those whom they speak with of Brand 3's superiority to the generics available and the other competitors on the market.

The following is excerpted from the brand profile featured in Chapter 3 "Large Company Brand 3." The full report contains all 13 brands' commercialization benchmarks and accompanying analysis.

PHASE 3B RESOURCES

Figure 3.3 [figure appears in full report] shows Brand 3's marketing spending for Phase 3b. One of the most interesting items of note is the lack of spending in the categories under advertising and promotion. Interviews revealed two reasons behind the minimal spending here. First, because the company already had a product in the category, it was able to take advantage of some significant synergies. For example, there was no need to create brand new visual aids in the therapy; rather, the old aids could just be adjusted. Second, the company simply did not have time to ramp up significant promotions. The drug was acquired less than a year from its launch date.

Synergies helped the company save in areas outside of advertising and promotion as well. Because the company already had significant data on the market itself and on the competitors in the space, market research and CI expenditures were held at a minimum, for example.

Figure 3.4 [figure appears in full report] shows that speakers, thought leader development and thought leader programs played large roles in the commercialization strategy of Brand 3. Though thought leader involvement is typical, Brand 3's situation proved a bit different from the typical situation. Doctors in this arena already had vast experience and knew the various treatments well. Brand 3's team needed to convince their KOLs and those whom they speak with of Brand 3's superiority to the generics available and the other competitors on the market.