Pharmaceutical Executive Europe - February 2008 - (Page 18) 18 Drug Launch February 2008 Pharmaceutical Executive Europe One could argue that the ‘wow’ effect is a linear function of what is spent on launching the brand. However, an ‘out-of-the-box’ activity, such as a web seminar using new and interesting technology or calling on all doctors in a country on the same day to inform about the launch, can have just as much impact as very expensive activities. ‘Out-of-the-box’ creativity is particularly important in countries with restrictions on how much pharmaceutical companies can spend on activities with customers. An additional benefit of preparing wow activities for a brand launch is that it provides the sales and marketing teams in a country with a common goal and builds excitement in an organisation. Of course the bonuses of achieving sales with the new brand are important, but creating team spirit around a launch and making people go the extra mile to sell the product in the critical phase also play an important role in achieving the targets. Team spirit and the excitement of bringing out something new should not be underestimated as motivational factors. It is advisable to provide the local launch teams with a plan template for strategic guidance and to explain the models to be used for analysis. In the template there is a possibility for making the local team aware of qualitative aspects that must be considered. In a regional marketing office setting, the procedure for assessing launch preparedness pictured in Figure 3 has worked well for capturing both quantitative and qualitative aspects of preparing the launch. The process could also be carried out by a global marketing function, or similar, depending on where a company wishes to place responsibility for assessment of launch preparedness. Aside from who is made responsible, the most important thing to ensure a good beginning and end of the launch preparedness process that captures qualitative aspects, is a well-defined, wellresearched and logical overall strategy for the brand. About the Author Merete Kraemmer has worked for Novo Nordisk, in several different marketing functions, for 10 years. The launch of modern insulin has been her main responsibility, and Merete has experience of product launches from all perspectives, including affiliate execution, HQ preparations and regional office launch preparedness assessment. Currently, Merete is international product manager in the global marketing department at Novo, working on the latest addition to the company’s insulin portfolio, Levemir. Final preparations The list of qualitative aspects above only identifies some of the pitfalls in launch planning. The aspects will vary immensely depending on the brand, the competitive situation, the resources available, regulatory environment and so on. For those responsible for launch preparedness assessments, it is necessary to have previously been involved in execution of a local product launch, which allows people a smaller arena in which to make — and, crucially, to correct — mistakes. Experience with overall strategic planning and communication of strategy is also a major advantage because of the understanding of the importance of consistency and alignment with strategy. Figure 3: Process for assessing launch preparedness New meeting? Kick-off meeting Agreement on: • brand strategy • market understanding • launch process; next meetings & deliverables Review meeting(s) Agreement on: • final launch date • forecast • activity plan • call plan • price, reimbursement status • next steps and deliverables yes no Develop and deliver launch plan Develop and deliver launch plan Review/check launch plan Launch preparedness meeting no Launch preparedness approved? Launch yes
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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