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Launching Pharmaceutical Megabrands: Best Practices in Marketing Blockbusters

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ID: SM-124

Features:

34 Info Graphics

31 Data Graphics

41 Metrics

20 Narratives

96 Best Practices

Pages: 169

Published: 2022

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STUDY OVERVIEW
BENCHMARK CLASS
STUDY SNAPSHOT
KEY FINDINGS
VIEW TOC AND LIST OF EXHIBITS

The findings in this Best Practices Benchmarking� Report will enable pharmaceutical executives to understand the winning strategies, practices, team structures and investment patterns that distinguish successful new product development and marketing planning. Moreover, the project findings will enable companies to move knowledgeably toward the objective of developing its own world-class marketing support capabilities.

Industries Profiled:
Pharmaceutical; Biotech; Manufacturing; Consumer Products; Diagnostic; Medical Device; Health Care

Companies Profiled:
Abbott Laboratories; Sanofi-aventis; Bristol-Myers Squibb; Amgen; Boehringer-Ingelheim; Bayer; AstraZeneca; Eli Lilly and Company; Novartis; GlaxoSmithKline; Pfizer; Merck

Study Snapshot

Best Practices, LLC performed an industry-wide benchmark study on multi-phased marketing support for new products across an elite group of high performing pharmaceutical companies.

Newly updated with case studies from some of the most ground-breaking product launches, the findings in this Best Practices Benchmarking� Report will enable pharmaceutical executives to understand the winning strategies, practices, team structures and investment patterns that distinguish successful new product development and marketing planning. Moreover, the project findings will enable companies to move knowledgeably toward the objective of developing world-class marketing support capabilities.

The leading practices, managerial insights and benchmark metrics in this report are drawn from in-depth interviews (1-2 hours per interview) with executives from more than 15 leading pharmaceutical companies.

Additionally, pharmaceutical marketing support information was gathered from various other sources, including Best Practices, LLC’s proprietary databases, other public and private databases, literature reviews and on-line data research. The chart on the next page profiles the full benchmark class of companies and interviewee demographics.

Key Findings

The benchmark study findings are organized into an executive summary and five chapters:

Executive Summary
The executive summary outlines the five top "Lessons Learned," as identified by benchmark partners and Best Practices, LLC project analysts. Studying these lessons learned will help your team members frame their overall thinking about new product development and marketing support decisions. Accompanying charts provide one-glance summaries of the key findings of the project.

Each chapter includes an overview summarizing the winning approaches of top-performing companies in the given area, benchmark data tables where relevant, and the best practices of marketing support identified by benchmark partners and Best Practices, LLC analysts.

Chapter 1: Developing and Deploying Integrated Marketing Support
Replete with graphs of benchmark responses and data analysis, Chapter 1 shares the timing and frequency of key marketing activities conducted for new products by benchmark partners.
Chapter 2: Investing for Maximum Impact
In Chapter 2, benchmark data of spend levels are coupled with key insights regarding resource allocation and spend differentiation among pharmaceutical companies.
Chapter 3: Managing Team Structure, Communication & Transition
A key driver of development success is properly managing team structures and transitions in order to leverage product knowledge. Chapter 3 diagrams multi-phase reporting relationships and details lessons learned shared by benchmark executives. This chapter also includes practices detailing marketing career paths, team structures and transitions in order to leverage product knowledge.
Chapter 4: Driving Commercially Focused Drug Development
There are many pieces of the puzzle which, when joined, prepare a product to achieve optimal commercial potential. Chapter 4 explores how thought leader input, trial strategy and pharmacoeconomic outcomes work to create a balance between clinical and commercial development.
Chapter 5: Preparing Market for Rapid Product Uptake
In conjunction with preparing the drug for launch, key activities prepare the market to accept the drug. This chapter relates lessons learned for marketing strategies that employ thought leaders, public relations, advocacy and payer groups, as well as competitive intelligence.
Chapter 6: Blockbuster Product Case Studies
This section highlights the marketing success stories behind 16 of the world’s top selling drugs. Learn the marketing profiles, tactics and strategies that made these products into blockbusters.
Appendix A: Optimizing Commercial Resources for Launch Success
This appendix identifies best practices in optimizing commercial resource support for pharmaceutical product launches.
Appendix B: Marketing Metrics at a Glance Appendix B includes the leading and lagging indicators for brand performance, marketing metrics responsibilities, and timeline and competencies to evaluate marketing effectiveness.
Appendix C: Marketing Publications Staffing
This appendix reveals optimal staffing levels, staff workload and staff optimization resources that are critical for marketing publications that support blockbuster product launches.

Table of Contents

EXECUTIVE SUMMARY 1
Business Background and Overview 1
Figure S.1-Benchmark Class 2
Figure S.2-Interviewee/Survey Demographics 2
Figure S.3-Benchmark Products 3
Prioritized Findings 3
Report Structure and Organization 6
Summary of Lessons Learned 8
Next Steps 9
Figure S.4-Maximizing Blockbuster Potential 10A

DEVELOPING AND DEPLOYING INTEGRATED MARKET SUPPORT 11
Benchmark Data 14
Figure 1.1-Timing of Dedicated Marketing Personnel 14
Figure 1.2-Pre-Clinical Activities by Company 15
Figure 1.3-Activity Frequency at Pre-Clinical Phase 15
Figure 1.4-Phase I Activities by Company 16
Figure 1.5-Activity Frequency at Phase I 16
Figure 1.6-Phase II Activities by Company 17
Figure 1.7-Activity Frequency at Phase II 17
Figure 1.8-Phase III Activities by Company 18
Figure 1.9-Activity Frequency at Phase III 18
Figure 1.10-Submission Activities by Company 19
Figure 1.11-Activity Frequency at Submission 19
Figure 1.12-Launch Activities by Company 20
Figure 1.13-Activity Frequency at Launch 20
Figure 1.14-Employing Broad-Based Market Research 20A
Timing of Marketing Activities 21
Figure 1.15-Key Publicity Drivers in Phase III 25
Figure 1.16-Marketing Activities Matrix 29

INVESTING FOR MAXIMUM IMPACT 33
Overview 33
Figure 2.1-Cumulative Pre-Launch Marketing Investments
Drive Sales Uptake 34
Benchmark Data 35
Figure 2.2-Total Marketing Spend 36
Figure 2.3-Pre-Launch vs. Launch Marketing Spend 37
Figure 2.4-Pre-Launch Marketing Spend by Phase 38
Figure 2.5-Early Phase Marketing Spend as a % of Pre-Launch
Total Marketing Spend 39
Figure 2.6-Marketing Spend by Activity 40
Figure 2.7-New Drug Marketing Investment by Company,
Phase, and Activity 41
Figure 2.8-Align Marketing Resources to Provide Early, Ongoing
& Consistent Support Throughout Entire Product Life Cycle 42A
Investments and Resources 44

MANAGING TEAM STRUCTURE, COMMUNICATION
AND TRANSITION 51
Overview 51
Benchmark Data 53
Figure 3.1-Marketing Full-Time Employees 53
Figure 3.2-Company E & J Product Team Model 54
Figure 3.3-Company K Product Team Model 55
Figure 3.4-Company G Product Team Model 56
Figure 3.5-Align Cross-Functional Teams, Structures & Processes
To Optimize Speed to Market Penetration 56A
Team Structure 59
Structuring Marketing Career Paths 64
Figure 3.6-Defining the Marketing Career Path 64
Figure 3.7-Titles Used for Marketing Departments at Large Pharma 65
Figure 3.8-Marketing Career Path 65
Figure 3.9-Marketing Compensation 66
Figure 3.10-Marketing Department Key Responsibilities 67
Figure 3.11-Marketing Structure-Example A 68
Figure 3.12-Marketing Structure-Example B 69
Figure 3.13-Skills for Marketing Department Recruitment 70
Figure 3.14-Marketing Structure-Example C 71
Early Involvement of Cross-Functional Team 73
Transition and Long-Term Management 77

DRIVING COMMERCIALLY FOCUSED DRUG DEVELOPMENT 81
Overview 81
Figure 4.1-Integrate Marketing and Development to
Ensure Rapid Market Uptake 82A
Balancing Clinical and Commercial Concerns 85
Trial Strategy and Execution 90
Thought Leader Development 95
Advocacy Group, Payer and Employer Influences on Drug Development 99

PREPARING MARKET FOR RAPID PRODUCT UPTAKE 101
Overview 101
Figure 5.1-Manage All Thought Leader Segments to Shape
Commercially Focused Products and Ensure Optimal Market Impact 102A
Thought Leader Program Management 104
Competitive Intelligence 110
Publication Strategy 112

BLOCKBUSTER PRODUCT CASE STUDIES 115
Advair 115
Advair Marketing Profile 115
Allegra 117
Allegra Marketing Profile 117
Botox 119
Botox Marketing Profile 119
Celebrex & Vioxx 122
Celebrex & Vioxx Marketing Profiles 122
Cipro 124
Cipro Marketing Profile 124
Claritin/Clarinex 126
Claritin/Clarinex Marketing Profiles 127
Lipitor 129
Lipitor Marketing Profile 129
Nexium 132
Nexium Marketing Profile 132
Paxil/Seroxat 134
Paxil/Seroxat Marketing Profile 134
Premarin 136
Premarin Marketing Profile 136
Prilosec 139
Prilosec Marketing Profile 139
Procrit 141
Procrit Marketing Profile 141
Strattera 143
Strattera Marketing Profile 143
Taxol 145
Taxol Marketing Profile 145
Viagra 147
Viagra Marketing Profile 148
Zyprexa 150
Zyprexa Marketing Profile 150

APPENDIX A: OPTIMIZING COMMERCIAL RESOURCES
FOR LAUNCH SUCCESS 153
Key Findings 153
Figure A.1-Global Commercial Resources 155
Figure A.2-Global Commercial Resources 155
Figure A.3-Global Product Team Size Criteria 156
Figure A.4-Global Product Team Size 153
Figure A.5-US Commercial Resources 157
Figure A.6-Commercial Lead 157
Figure A.7-Commercial Lead 158
Figure A.8-Commercial Lead 158
Figure A.9-Product/Brand Manager Qualifications 159
Figure A.10-Commercialization Organizational Structure 159

APPENDIX B: MARKETING METRICS AT A GLANCE 161
Figure B.1-Marketing Metrics At-A-Glance 161
Figure B.2-Brand Performance (Leading Indicators) 162
Figure B.3-Brand Performance (Lagging Indicators) 162
Figure B.4-Marketing Activity Levels 163
Figure B.5-Marketing Process Efficiency 163
Figure B.6-Tracking Marketing Competencies 164
Figure B.7-Marketing Resource Support 164
Figure B.8-Measurement Timeline 165
Figure B.9-Metric Tracking Responsibilities 165
Five Common Tracking Pitfalls 166
Tactics to Successfully Track Performance 166

APPENDIX C: MARKETING PUBLICATIONS STRATEGY 167
Figure C.1-Staff Responsibilities 167
Figure C.2-Phase III to Approval Staff Workload 168
Figure C.3-Launch Year Staff Workload 168
Figure C.4-1-2 Years After Launch Staff Workload 169
Figure C.5-Staff Optimization Responses 169