【正文】 tegy and tactics Product team Product team 29 Today180。 McKinsey analysis Worldwide sales USD billions Lipitor** (with WL) Zoloft Viagra** Norvasc Years after launch Lipitor (97) Norvasc (90) Viagra (98) Zoloft (90) Years after launch Number of countries* 12 02 , 0 0 04 , 0 0 06 , 0 0 08 , 0 0 01 0 , 0 0 01 2 , 0 0 01 4 , 0 0 01 6 , 0 0 01 8 , 0 0 01 2 3 4 5 6 701 , 0 0 02 , 0 0 03 , 0 0 04 , 0 0 05 , 0 0 06 , 0 0 07 , 0 0 01 2 3 4 5 6 7Marketing investment being more aggressive Lipitor Pravachol Cumulative US details Thousands Years from launch Years from launch Source: Sales and details from Scott Levin US Cumulative US sales USD millions Lipitor (1997) Pravachol (1991) Projected 13 Track results against segment bottlenecks ? Develop scorecard to evaluate results from marketing solutions Focus message and spend on eliminating bottlenecks ? Develop marketing solutions and evaluate each based on ability to resolve bottleneck, ease of implementation and cost Identify which drivers can resolve the bottleneck(s) ? How to increase awareness, induce trial, retain patients and physicians, etc.? Identify key bottlenecks for most attractive consumer/prescriber segments ? Evaluate where in the purchase funnel major bottlenecks exist for highvalue patients and physicians Many large pharmaco’s are still in the process of adopting this tool Dynamic marketing model 1 2 3 4 14 Physician is aware of new drug Physician considers new drug Physician differentiates new drug from old drug Physician tries new drug Physician endorses new drugs for patients with unresolved symptoms Physician endorses new drug for all old drug users ? Few, if any, unmet needs ? No longterm safety profile ? Believes that new drug efficacy is not significantly superior to that of old drug ? Lack of samples ? Lack of experience with new drug。 10K。 ? Educate, excite and align local teams and sales force ? Create and maintain master planning chart of launch activities ? Negotiate possible alliances/copromotion arrangement to optimize geographical coverage 10 Selecting the right label requires a clear ambition Example of ambition level staircase Key input into label What label is needed to get to the next step? ? Product name, project name ? Product vision ? Competitive environment ? Main patient and customer groups and their key unmet needs ? Pricing strategy ? Key claims for launch – Go/no go – Relative value ? Route of administration ? Dosing regimen ? Label indication(s) ? Launch date ? Key issues No go Minimally accepted level Get “fair share” Class leader Expand the market 11 0123450 1 2 3 4 50102030405060700 1 2 3 4 5Trend towards pressed launch schedules – case example: Pfizer * Number in parentheses denotes first launch date worldwide ** Includes forecasts because time horizon extends past 1998 Source: FDA。D strategy and market strategy 6 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 7 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 Ramp