mckinsey美國(guó)分公司資料某咨詢公司(40頁)-經(jīng)營(yíng)管理-資料下載頁
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【導(dǎo)讀】Partnership/. Investwithaventure. Focusonwhatis. Haveaconsistentand. Strongmotivation. Partnership/. Clearandconsistent. Recognizeregional. Clearandbroad. yearsearlier!Gainmarketshare. Establishmarket. Rapidsalesramp-. Expandmarket. Gainmarketshare. Minimizeimpactof. Developandlaunch. Ambitions?Establishoverallm
【正文】 ution over time ? Patent/IP strategy ? Choice of CD and backup ? Rough life cycle vision – Future development activities – Evolution of positioning ? Updated target label assessment – Staircase ? Development project plan for proposed scenario – Scope – Scale – Investment for speed ? Updated LCM plan – Agreed vision with markets – Future development initiatives – Evolution of positioning – Future marketing initiatives ? Updated development project plan for proposed scenario ? Ensure supply ? Updated target label assessment ?Final “l(fā)aunch” target label ? Updated LCM plan ILLUSTRATIVE PreCD CD nomination Proof of concept Approval to launch 33 A good LCM plan considers a broad range of strategic initiatives What is required to reach vision/ objectives? Marketing and sales Clinical development Other Market peration programs Global positioning and coordination programs New marketing/sales approaches New claims/ indications Line extensions Repositioning of other classes Production and logistics improvement program Renegotiate alliance agreement EXAMPLE 34 Create quality standard overall and within the LCM plan Examples Decisions should be based on a deeper level of insight into overall market situation than what resides in any single market Avoid doing “a little of everything” Avoid mismatch between global and local ambition. Be clear on overall strategic direction Each plan should increase the future value of product based on defining essential activities for product growth Ensure that initiatives focus on both development and marketing levers across time Use innovative tools and framework to push thinking (., “war games”, strategic staircases etc) ILLUSTRATIVE 35 Life cycle plan – annual portfolio review post launch Chapter Content Quality guideline 1. Executive summary ? Outline plan for the brand ? Explain the overall LCM strategy and performance objectives ? Describe the 3–5 main issues that may significantly affect the product success ? Lay out actions to resolve issues ? Does the executive summary clearly and concisely articulate how the product will win in the market place and overe any significant challenges? 2. Decision required ? Explain what management is asked to decide on ? Does the section clearly lay out the needed resources for the remended option as well as the two–three alternatives? 3. Situation analysis ? Market development ? Customer needs ? Product profile ? Product market performance ? SWOT analysis ? Have forecasts (best–worst) been assessed and validated ? Are all assumptions stated clearly? ? Have deviations from previous forecast been assessed and explained? ? Does the petitive analysis give us: – Understanding of how the players in the market have acted and positioned themselves – Opportunities for our product? – Anticipated petitor actions on reactions in our LCM strategy so that we can act proactively? EXAMPLE 36 Life cycle plan – annual portfolio review post launch – cont. 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 37 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 38 Today180。s discussion Key elements of Life Cycle Management Thoughts on how to anize for LCM Key issues 39 Key issues Are we creating enough value through Life Cycle Management today? How important is LCM to our growth over the ing years? Do we have a simple manual laying out the “COMPANYway” of doing LCM? Is LCM a sufficiently large part of our annual planning process? What are the most critical gap areas? Is the way we anize for LCM sufficiently clear, ., are teams posed (global/local) based on recognition of mercial challenge over time
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