【正文】 nt. 4. Long term life cycle vision 5. Objectives 6. Strategy (short, mid and longterm) 7. Global product/brand team and satellite team position 8. Critical success factors 9. Action plan 10. Financials 11. IPP EXAMPLE 36 Life cycle management team – example Critical that thought leadership es directly from global brand/product responsible Brand director will often provide daytoday team leadership Requires dedicated standing/recurring satellite team, often with direct market participation (1–2 people) The role of the subteam is to drive fact gathering, perform analysis, synthesize conclusions and draft/build buyin for LCM strategy Quality planning for a major brand takes 3–4 months and 3–5 fulltime people FOR DISCUSSION 37 Today180。 Man Stanley analyst report (7/98)。s discussion * Footnote Source: Source Key elements of Life Cycle Management Thoughts on how to anize for LCM Key issues 1 Life Cycle Management Life Cycle Management is largely about building brands over time – by incremental investments in value creating activities to maximize the value of a pound Objective Building a business based on a great product idea/brand – not just launch an innovation Mindset 2 LCM requires a mercial mindset Setting ambition level Shape the product Shape the market Shape the pany 3 LCM requires a mercial mindset Setting ambition level Shape the product ? Early cross functional agreement on vision for the product (target label) ? Invest with a venture capitalist mindset ? Deliver against timeline ? Focus on what is important ? Continuously enhance petitive differentiation ? Clinical development entirely focused on value creation (., most important indications) 4 LCM requires a mercial mindset Setting ambition level Shape the market ? Shape the market early and actively ? Clear and consistent messages in munication/PR strategies ? Recognize regional differences in key markets ? Clear and broad perspective on resources required to shape the market ? Ensure tight link between RD strategy and market strategy 5 LCM requires a mercial mindset Setting ambition level Shape the pany ? Have a consistent and transparent mercialization process ? Market leading where it really matters ? Strong motivation among employees to bring product to market ? Partnership/ munications across functions/teams/MCs ? Timely training of all relevant employees 6 LCM requires a mercial mindset Setting ambition level ? Early cross functional agreement on vision for the product (target label) ? Invest with a venture capitalist mindset ? Deliver against timeline ? Focus on what is important ? Continuously enhance petitive differentiation ? Clinical development entirely focused on value creation (., most important indications) ? Have a consistent and transparent mercialization process ? Market leading where it really matters ? Strong motivation among employees to bring product to market ? Partnership/ munications across functions/teams/MCs ? Timely training of all relevant employees Shape the product ? Shape the market early and actively ? Clear and consistent messages in munication/PR strategies ? Recognize regional differences in key markets ? Clear and broad perspective on resources required to shape the market ? Ensure tight link between RD strategy and market strategy Shape the market Shape the pany 7 The life cycle can be divided into three phases Actions often taken years earlier! Year Overall ambitions 0–4 ? Gain market share ? Establish market ? Rapid sales rampup 5–10 ? Expand market ? Gain market share 11+ ? Minimize impact of generics ? Develop and launch lineextensions Typical industry curve Potential curve with active LCM Phase Launch Extend Sustain 8 Best practice targets for ”launch” phase Ambitions ? Rapid growth in market share (x% by year 4) ? Establish overall market (from y to z billion USD) ? Rapid sales ramp up (a% of year 4 sales in year 2) ? Align and anchor targets with entire anization Shape the product ? Rapid launch across all markets ? Product label/positioning/branding is consistent and differentiated ? Competitor moves and strategies assessed and implications taken – in advance ? LCM strat