APRIL 2011 NEWSLETTER

Welcome to the Life Science Strategy Group (LSSG) complimentary e–newsletter, keeping you up–to–date with the latest life sciences news and consulting insights.

In this issue, we provide highlights from our latest global survey on Off-Shore CRO Selection & Utilization Practices, insights into Managing Products with Multiple Prescribers and details to develop strong Product Launch & Commercialization Plans.

If there are other specific Life Science topics you´d like LSSG to provide insights on in subsequent e-newsletter editions, please let us know. If you are not interested in receiving our complimentary e–newsletter in the future, please notify us below.

With best wishes,
Life Science Strategy Group

OFF-SHORE CRO SELECTION & UTILIZATION PRACTICES

New Syndicated Report Examines Biopharmaceutical Companies' Preferences for Selecting and Utilizing Off-Shore CROs

This new landmark study was undertaken by Life Science Strategy Group, LLC (LSSG) to provide greater insight into the preferences, selection and utilization of off-shore CROs across the biopharmaceutical R&D paradigm.  This extensive report examines how the biopharmaceutical industry sponsors identify, select and utilize off-shore CROs and other related service providers across the discovery, preclinical, clinical and post-approval drug development periods.

The primary research for this report was fielded in February and March of 2011.  Study participants draw from LSSG´s proprietary preclinical and clinical development market research panel database and represent more than half of the Top–25, global pharmaceutical/ biopharmaceutical companies, among many other leading mid–tier and emerging biopharmaceutical industry players.  Respondent position titles include Director/Senior Director through Vice President of R&D, Clinical Operations/Development, Principal Scientist, in groups including Preclinical and Clinical Development, Contracting and Outsourcing, among others.  More than 180 participants were carefully prescreened by LSSG to ensure a high level of involvement and/or key decision–making authority for the identification, selection and utilization of off-shore CRO and related vendors.  All data analysis and reporting was performed by LSSG.

If you are an off-shore CRO or related service provider looking to penetrate the biopharmaceutical industry, or a professional responsible for the identification and selection of off-shore service providers, this study will provide a comprehensive look into topics including:

  • How often are off-shore vendors utilized?
  • What services are off-shored most frequently?
  • What CROs or vendors are most frequently utilized for specific R&D activities?
  • How do off-shoring preferences vary by sponsor company size?
  • Who makes key off-shoring vendor selection decisions at sponsor companies?
  • How long does the identification through selection process take?
  • Where and how biopharmaceutical companies prefer to learn about off-shore vendors?
  • What information about an off-shore vendor has the greatest impact on selection?
  • What are the top concerns about off-shore vendors and what can be done to ease these concerns?
  • What can an off-shore vendor do to make the best impression on a prospective client?

To download complimentary sample pages or to purchase the full comprehensive report, please visit
http://www.lifesciencestrategy.com/publications/buy_cro_offShore_cro_selection.shtml

[  Top  ]

MANAGING PRODUCTS WITH MULTIPLE PRESCRIBERS

Understand How to Best Navigate Complex Touch-Points & Product Adoption Dynamics

Over the years, Life Science Strategy Group, LLC (LSSG) has been involved in a number of strategic consulting engagements modeling the adoption of therapeutics and diagnostics ordered by one of many specialists in multiple inpatient settings. This scenario presents complex challenges for commercial organizations who must navigate between multiple prescribers across multiple touch-points where clinical, logistical, and economic goals and outcomes are frequently misaligned, and where there is often a gap between evidence and practice.

In many of these scenarios, patients present as medical emergencies with symptoms of acute illness or acute exacerbations of chronic illness. As a result, the patient is often first managed by EMTs, then by ER physicians, and then by hospitalists, as well as by a mix of specialist consultants along the pathway from the ER to the ICU, CCU, or an observation unit.

The problems presented by this common scenario are myriad. Therapies initiated in the emergency room can have a profound impact on the clinical course of the patient. Yet, logistical and resource related issues also pose a challenge. Diagnostic and therapeutic choices are similarly impacted by differences in treatment goals and objectives. For example, an ER physician's goals are typically focused on patient stabilization and relief of symptoms. However, hospitalists are often focused on longer term outcomes (e.g., re-hospitalization rates). In many cases, these differences can impact the therapeutic choices made.

LSSG has found that this internal misalignment between logistics, resource utilization, and care objectives can have a measurable impact on the choice and usage of specific therapeutic agents.

For example, hospitalists might argue against spending more for a drug that significantly reduces patient symptoms during the first 24 hours if it doesn't impact longer-term outcomes. In some cases, ER physicians have successfully used anecdotal evidence to justify the incremental spend. But success is a relative term: the hospital might agree to keep the drug on formulary with specific guidelines for usage, but if it has to be ordered from the pharmacy and isn't readily available through a Pyxis or similar automated drug dispensing system, then it will rarely be utilized in a high proportion of cases where it can be clinically justified.

By using primary research with physicians and hospital pharmacists, many involved in P&T committee decision making, scenario-based planning tools and multi-dimensional models, LSSG discovered that there are a number of situations where clinical and economic outcomes can be identified so as to justify higher cost therapeutics – especially in these complex cases where multiple dependencies impact adoption and usage. For example, LSSG uncovered a scenario where the rapid reduction of acute symptoms in a subpopulation of patients could be associated with avoidance of a small number of ICU admissions. Using a 'break-even' approach, LSSG was able to demonstrate that investing in the tools to prospectively identify these patients would enable hospitals to successfully provide rapid symptom relief to many patients without incurring additional costs and, in the long run, could potentially save on costs and improve clinical outcomes.

To learn more about LSSG´s market research and consulting services or to request a detailed case study, please contact Life Science Strategy Group at info@lifesciencestrategy.com.

[  Top  ]

PRODUCT LAUNCH & COMMERCIALIZATION PLANS

Developing Product Commercialization Roadmaps for Successful Market Entry

Product commercialization roadmaps are effective tools in a Product Manager's arsenal and a critical element of any marketing & sales strategy which can mean the difference between successful market penetration or brand failure. Done correctly, they can help target key market segments, guide R&D efforts, entice potential partners or help obtain much needed financing. Unfortunately, many product commercialization roadmaps are developed as an "After Thought" or created under pressure when senior management asks to see "The Plan". As a result, most commercialization roadmaps don't have the critical planning, insight or impact they should.

Life Science Strategy Group's experienced consultants use a combination of primary interviews and web surveys with market stakeholders, detailed market analysis, competitive benchmarks and scenario analysis to develop robust product commercialization roadmaps, which include the following elements.

I. Executive Summary

A. Current Situation
B. Commercialization and Launch Plan Overview

II. Market Position

A. Market Overview
B. Positioning Strategy

III. Commercialization and Launch Assumptions

A. Launch Assumptions
B. Market Penetration & Revenue Forecasts
C. Alternate Scenarios

IV. Product Commercialization & Launch Activities

A. Sales, Training & Support
B. Marketing Activities
C. Market Research
D. Corporate Affairs
E. Medical & Scientific Affairs
F. Clinical & Regulatory
G. Managed Care
H. Manufacturing & Distribution
I. Product Management

V. Commercialization Costs & Timing

A. Timing and Responsibility
B. Budget Estimate

 

To learn more about LSSG´s market research and consulting services or to request a detailed commercialization roadmap case study, please contact Life Science Strategy Group at info@lifesciencestrategy.com

 

[  Top  ]


Copyright © 2011. Life Science Strategy Group, LLC.