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新製品上市戦略と計画立案

製薬会社にとって、ある製品を上市する機会は1度だけです。その機会を最大限に活用しなければなりません。強力な計画と戦略がなければ、上市が成功したとしても、それは偶然にすぎません。上市を確実に成功させるには戦略と計画の両方を実行する必要がありますが、上市の優先順位付けの失敗が原因で多くの企業が長期にわたる臨床試験を途中で打ち切っています。

当社の経験に基づくと、適切な上市計画を立案することによって上市の成功確率が高まると考えられます。成功した上市が採用した主な戦術には、上市における複数部署の行程を詳細で明確に記載したロードマップの作成、活動の進捗状況のモニタリング、目標KPIに対する上市の進捗状況のモニタリング、注力すべきいくつかの重要な要素を選択すること、などがあります。

成功した上市では、次の三つの主要分野に焦点が当てられています。

  • 戦略: 計画立案と管理の基礎を築くために市場を定義し、さまざまな仮説を設定し、戦略的必須事項を洗い出します。
  • 計画: アジェンダに組み込む機能チーム、成果物、活動内容を特定する上市ブループリントを作成し、チームリーダーが上市を最適に管理できるようにします。
  • 管理: 上市の前後および最中に資産の進捗をモニタリングおよび支援し、チームが進捗に関するレポートを生成できるようにします。

EVERSANAの上市ソリューションは、実績のある上市フレームワークを使用してビジネス戦略、プロジェクト管理、自動化テクノロジー、およびアナリティクスを統合し、ブループリントの作成から上市計画実行のサポートに至るまで、上市計画立案プロセス全体を通じてクライアントをサポートします。


ケーススタディ

Development of a Comprehensive Market Access Launch Roadmap and Pricing & Market Access Strategy for a Novel Treatment

Our client was launching an innovative CNS product and contacted us 16 months ahead of launch. We developed a detailed launch roadmap to use as a guide for all launch planning efforts. This roadmap itemized all market access launch deliverables and activities associated with completing them, along with timelines for completion, dependencies, and responsibilities.

We also developed a market access strategy, including value proposition with payers, positioning strategy, pricing, contracting, and plans to win in key channels based on findings from primary and secondary research with all relevant stakeholder groups.

Development of a Well-Informed and Differentiated Strategy and Launch Plan for an Emerging Biotech Player

Our client was 24 months from launching its first asset targeting patients who already had multiple treatment options.

We developed a company fact base outlining key market assumptions and researched market access, key account landscape, treatment patterns and behaviors and unmet needs. We then helped define the launch strategy based on the fact base and directional corporate guidance.

We worked with functional teams to develop and refine launch plans across the organization. To align the organization, we facilitated cross-functional meetings.

Finally, we developed a launch tracking tool to ensure all plans would be monitored and updated. Using this tool, we followed up with the client several months into the plans to evaluate progress, discuss interdependencies and issues, and provide feedback on the path forward.

Development of a Cross-Functional, Comprehensive Launch Plan in Breast Cancer

Our client was developing a lead therapy in breast cancer and needed support to develop a launch roadmap with market assumptions, launch objectives and strategies, tactics, interdependencies, milestones, and risks.

We identified and collected data to synthesize a market fact base and aligned with our client on in-going assumptions and initial launch strategy considerations.

We leveraged internal expertise and client understanding to create a launch plan template with function-specific draft launch plans. We reviewed and revised the plans in a client workshop, synthesizing outputs and incorporating additional information into a final launch plan.

A Second-Generation Asset Undergoing Phase II Trials Desired Assistance with Cross-Functional Commercial Product Planning

We began with a cross-functional meeting including disease background, market landscape, product situation assessment and a review of product strategy and plans.

We evaluated and prioritized gaps and uncertainties, followed by defining steps to close gaps.

We worked with each cross-functional team to map planning activities as inputs to a Phase III go/no-go decision together with Phase II data readouts. With positive Phase II data, we worked with the client teams to create a commercial plan and forecast that enabled them to proceed with Phase III investment.

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