Ims-New Product Launch Effectiveness
Ims-New Product Launch Effectiveness
Ims-New Product Launch Effectiveness
Rose Schuett,
Director, Marketing - Launch Management
1 October 18, 2004
Market Assessment
PR strategy
Health Economics
Promotions Management
7.
Corresponding Commercial Activity Sets: CONTROLLING
PERFORMANCE
6.
MONITORING
PERFORMANCE
5.
3.
PROMOTION
1. MARKET
PLANNING,
MARKET POTENTIAL &
EVALUATION &
ASSESSMENT FORECASTING
OPTIMIZATION
2. 4.
COMPETITIVE BRAND &
ASSESSMENT SALES FORCE
OPTIMIZATION
NRx
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
-
Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Avandia Remeron Actos Comtan Travatan
35,000
Total 30,000
Cdn Sales Crestor Forecast
($ 000) 25,000
20,000
15,000
Pariet Forecast
10,000
Spiriva Forecast
5,000
Zelnorm Forecast
Months -
post launch 1 4 7 10 13 16 19 22 25 28 31 34 37 40
18
16
Years since launch
14 Years to US$ 2 billion
10
8
6
4
2
0
Ef a x
is ax
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$
1. Pre-launch Years
promotional
4. Post launch promotional
investment becomes
and clinical investment
crucial to maximize
- rapidity of launch
must both be high -
decisions on where
take-off
investment will be most
20 Years ago effective become key
Today
Source: Sir Richard Sykes, Scrip article (adapted)
-Author Unknown
50
launches experience delays
40
• Only 7% incorporate a
30 crisis plan in their launch
planning
20
• Scenario planning and war-
10
gaming can be extremely
0 useful tools during launch
Highly Successful
Launches
Less Successful
Launches
planning
6. 2.
MONITOR & COMPETITIVE
CONTROL ASSESSMENT
PERFORMANCE
Sales
Time 5. Launch
PROMOTIONAL
EFFECTIVENESS
3.
MARKET
POTENTIAL
4.
BRAND
OPTIMIZATION
Business Questions:
2. -Who are the players in the market? Today? Tomorrow?
COMPETITIVE
ASSESSMENT -What products are driving volume? Who is on formulary?
-Is market share by player growing or declining?
-What channels do they play in and how much do they spend to
promote their products?
13 October 18, 2004
PRODUCT
ENVIRONMENT
BLOCKBUSTER
PROMOTION COMPANY
• The outcome of this assessment forms the basis for initial market
segmentation, opportunity sizing, and performance expectations,
and highlights critical assumptions to test throughout the launch
process.
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
Q0 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 Q19 Q20 Q21 Q22 Q23 Q24 Q25 Q26 Q27 Q28 Q29 Q30 Q31 Q32 Q33 Q34 Q35 Q36 Q37 Q38 Q39 Q40
Fitted Line - HECTOROL - 2003/03/01 NEORAL - 1995/03/01 REBETRON - 1999/04/01 REMINYL - 2001/07/01 SUSTIVA - 1999/03/01
4.
BRAND
OPTIMIZATION
Actionable customer How often to call Positions product Does your size and
segments reflecting on each customer; based on physician’s structure reflect
true opportunities coordinate routing segment profile, and growth opportunities?
across multiple use commensurate
sales forces collateral
Additional Analyses
Longitudinal Patient Segmentation Age & Gender
Payer-Type
Stakeholder Affiliations
VALUE
Behavioral Segmentation
Demographic Segmentation
Low Provides insight into other
Cross –Tab / Overlap stakeholder or key
influences on the
Volumetric-(Deciling) prescriber
Titration
Patient switching
New therapy starts
Concomitant medication
Continuing therapy
Brand loyalty Practice profiles
Rx share trends Compliance Managed care
Adoption & Switching Treatment approaches
Prescribing concentration Communication preferences
Group Practice Influence Reimbursement issues
Managed Care Influence Clinical concerns
Rx volume/share
Demographics
Longitudinal Insight
Attitudes
Behaviors
Demographics
Integrated Attitudinal &
Behavioral Segmentation
Positioning Targeting
Marketing Sales Force
Messaging Sizing
Promotion mix Strategy Strategy Deployment
Data-Driven
Data-Driven Positioning
Positioning Patient-Driven
Patient-Driven Demand
Demand Comprehensive
Comprehensive Access
Access Program
Program
•• Gleevec
Gleevec stressed
stressed its
its targeted
targeted •• Unlike
Unlike most
most biologics,
biologics, Gleevec’s
Gleevec’s •• Novartis
Novartis employed
employed an an innovative
innovative
nature
nature and
and its
its out-standing
out-standing demand
demand was
was driven
driven by
by patient
patient pricing
pricing strategy
strategy -- $2,200
$2,200 per
per month
month
clinical
clinical data
data demand
demand from
from the
the earliest
earliest with
with potential
potential indefinite
indefinite use
use
development
development phase
phase
•• The
The message
message waswas “precise
“precise •• HE
HE studies
studies in
in the
the US
US and
and the
the UK
UK aimed
aimed
targeting
targeting of the molecular
of the molecular •• Novartis
Novartis was
was able
able to
to rally
rally patient
patient to show that Gleevec was cost-effective
to show that Gleevec was cost-effective
abnormality
abnormality that
that leads
leads to
to CML”
CML” activists
activists who aggressively lobbied
who aggressively lobbied compared
compared toto usual
usual care
care
for
for early
early access
access and
and fast-track
fast-track
•• Key
Key communication
communication points
points were
were •• AA global
global assistance
assistance program
program extended
extended
approval
approval
“outstanding
“outstanding hematological
hematological exceptionally
exceptionally broad
broad discounting
discounting to
to
response”,
response”, “unprecedented
“unprecedented •• AA key
key segmentation
segmentation base
base was
was uninsured
uninsured
cytogenetic
cytogenetic response”
response” and
and “well-
“well- “Internet-positive”
“Internet-positive” patients,
patients, who
who •• Novartis
Novartis offered
offered the
the following
following terms
terms in
in
tolerated
tolerated and
and convenient”
convenient” created
created aa world-wide
world-wide network
network and
and the US:
the US:
petitioned
petitioned the
the company
company and
and
•• Novartis
Novartis used
used evidence
evidence based
based regulators
regulators to
to accelerate
accelerate approval
approval •• Free
Free drug
drug for
for <
< $43,000
$43,000 per
per yr
yr
marketing
marketing – most KOL’s
– most KOL’s were
were
investigators
investigators and
and brand
brand •• Drug
Drug cost
cost capped
capped at
at 20%
20% for
for
champions
champions $43,000
$43,000 - $100,000 per year
- $100,000 per year
90,000,000
• Fosamax was first to market
80,000,000
• Osteoporosis had low