Pharmaceutical Executive Europe - February 2008 - (Page 17) Pharmaceutical Executive Europe February 2008 Drug Launch 17 must be identified to measure whether the critical success factors can be met. The link between these critical aspects are assessed in Figure 1. Only if the ‘red thread’ is fully established can a country marketing team claim to have a complete strategic understanding of the market. An aspect closely connected to the quantitative strategic market understanding starts with the question: Is the launch country aware of the brand sources of growth? In other words, which patient segments are most likely to benefit from receiving this drug, and how will the brand launch affect the dynamics of the therapy areas in terms of first- and second-line treatments? A country must be able to translate the sales forecast into patient flows in absolute numbers. This is the most effective way of determining whether sales forecasts are realistic both for the launching brand,and also for any other brands a company might have within the same therapy area. A ‘decision tree model’ is suitable for determining the sources of growth for a brand (Figure 2). Where the qualitative part of patient flows becomes important is in the communication strategy of the brand. Knowing the brand sources of growth will allow the country to determine which healthcare provider/prescriber segments to target and thus helps identify the key prescription drivers in these segments. In a situation where multiple channels are necessary, all departments communicating directly with prescribers must focus on keeping brand communication in all channels aligned and consistent. This is particularly important when perception of a brand is in the process of being established in a market. The wow factor To aid brand awareness and message recall when launching, it is important to build in a certain ‘wow factor’ when doing the activity plan. The ‘wow’ activity must reach as many customers as possible in the target group and ensure that the brand is remembered by connecting it to a certain event. Figure 1: Critical success factors What will make or break your launch success? Critical success factors 1 Example: Secure KOL endorsement of project X Example: Maintain price parity for product X in major markets in 2007 Actions • Advisory board meetings • PR activities • Regulatory/public affairs action plan, including submission of relevant health economics data to price authorities when needed Responsible Brand manager and medical department 2 Regulatory responsible, pricing responsible Launch teams The brand launch plan, as described above, is not a stand-alone document owned by the marketing department. There needs to be a person responsible for the overall planning; in most cases, this is the product manager. An important part of this person’s preparation should be to gather the organisation around the launch: to create a local launch team where sales, medical and regulatory functions are represented, with sales responsible for executing brand communication, medical responsible for clinical data and so on. It is essential that these departments have great influence on the plan: by involving all departments in launch preparations, the organisation is better prepared for handling all situations that might occur in connection with a product launch, and can thus better ensure that the correct perception of the brand is established in the market place. Figure 2: Sources of growth for product X Absolute number of patients Indication 1 # of patients Rate according to how many patients will be initiated Significant Significant 1st line Total number of new patients on products Indication 2 Insignificant Channel mix and reach A clearly defined brand strategy will allow the product manager to channel all the creative energy into covering the target group of prescribers in the most efficient way. The sales force is the most important — and expensive — tool in this connection. In markets where sales force access to the prescribers is an issue, other channels, such as medical education and e-detailing, must be employed. Indication 3 Indication 1 2nd line Indication 2 Indication 3 Total # of new patients in 2006: XXXX
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe - February 2008 Pharmaceutical Executive Europe - February 2008 Contents From the Editor News and Analysis Brussels Report Calendar R&D: Innovation - Learning to Share Drug Launch - The Preparation Game Q&A - Getting a Head Start Regulatory Compliance - Credible Compliance Clinical Trials - Establishing Trials in China The Mix - Relevant ROI Comment - Taming the Trader Last Word - Under the Microscope Pharmaceutical Executive Europe - February 2008 Pharmaceutical Executive Europe - February 2008 - Pharmaceutical Executive Europe - February 2008 (Page 1) Pharmaceutical Executive Europe - February 2008 - Pharmaceutical Executive Europe - February 2008 (Page 2) Pharmaceutical Executive Europe - February 2008 - Contents (Page 3) Pharmaceutical Executive Europe - February 2008 - From the Editor (Page 4) Pharmaceutical Executive Europe - February 2008 - From the Editor (Page 5) Pharmaceutical Executive Europe - February 2008 - News and Analysis (Page 6) Pharmaceutical Executive Europe - February 2008 - News and Analysis (Page 7) Pharmaceutical Executive Europe - February 2008 - Brussels Report (Page 8) Pharmaceutical Executive Europe - February 2008 - Brussels Report (Page 9) Pharmaceutical Executive Europe - February 2008 - Calendar (Page 10) Pharmaceutical Executive Europe - February 2008 - R&D: Innovation - Learning to Share (Page 11) Pharmaceutical Executive Europe - February 2008 - R&D: Innovation - Learning to Share (Page 12) Pharmaceutical Executive Europe - February 2008 - R&D: Innovation - Learning to Share (Page 13) Pharmaceutical Executive Europe - February 2008 - R&D: Innovation - Learning to Share (Page 14) Pharmaceutical Executive Europe - February 2008 - R&D: Innovation - Learning to Share (Page 15) Pharmaceutical Executive Europe - February 2008 - Drug Launch - The Preparation Game (Page 16) Pharmaceutical Executive Europe - February 2008 - Drug Launch - The Preparation Game (Page 17) Pharmaceutical Executive Europe - February 2008 - Drug Launch - The Preparation Game (Page 18) Pharmaceutical Executive Europe - February 2008 - Drug Launch - The Preparation Game (Page 19) Pharmaceutical Executive Europe - February 2008 - Q&A - Getting a Head Start (Page 20) Pharmaceutical Executive Europe - February 2008 - Q&A - Getting a Head Start (Page 21) Pharmaceutical Executive Europe - February 2008 - Regulatory Compliance - Credible Compliance (Page 22) Pharmaceutical Executive Europe - February 2008 - Regulatory Compliance - Credible Compliance (Page 23) Pharmaceutical Executive Europe - February 2008 - Clinical Trials - Establishing Trials in China (Page 24) Pharmaceutical Executive Europe - February 2008 - Clinical Trials - Establishing Trials in China (Page 25) Pharmaceutical Executive Europe - February 2008 - Clinical Trials - Establishing Trials in China (Page 26) Pharmaceutical Executive Europe - February 2008 - Clinical Trials - Establishing Trials in China (Page 27) Pharmaceutical Executive Europe - February 2008 - The Mix - Relevant ROI (Page 28) Pharmaceutical Executive Europe - February 2008 - The Mix - Relevant ROI (Page 29) Pharmaceutical Executive Europe - February 2008 - The Mix - Relevant ROI (Page 30) Pharmaceutical Executive Europe - February 2008 - The Mix - Relevant ROI (Page 31) Pharmaceutical Executive Europe - February 2008 - Comment - Taming the Trader (Page 32) Pharmaceutical Executive Europe - February 2008 - Last Word - Under the Microscope (Page 33)
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