• How can CI support the BD&L process?
• How can MA and payer discussions complement CI in this process?
• How can Payer research input in the forecasting?
• Valuation of an asset using CI
• Understand how competitive strategy should evolve as a brand matures and how this will inevitably impact the product ‘sale’
• This interactive session will help you recognize how the external environment, including competitor and customer behaviour might develop as a brand matures, and appreciate the different challenges and opportunities that this presents to a brand
• Gain an awareness of how the customer perception of ‘value’ will also change as the competitive landscape changes and how your field force strategy must be adapted to ensure your brand stays relevant
• In addition, understand how you can translate the movements of your competitors to all internal stakeholders to ensure internal buy-in to the value of CI, as well as encourage the CI process to be as collaborative as possible across all levels of the organisation
Planning for external and internal threats is a fundamental and essential part of brand planning. The approach and tools provided during this session are applicable broadly within Life Sciences, but exemplified with biosimilar case studies. This interactive workshop session will enable you to:
i. Grasp how to systematically approach scenario planning
ii. Leverage and apply fundamental tools utilized during the scenario planning process
iii. Prepare your organization for external threats and internal issue
iv. Identify opportunities and align YOUR organization for the challenges ahead
v. Prioritize activities, focus areas and initiatives
Over the past 25 years, large pharmaceutical companies have scaled up operations to increase market share, competitive positioning and global presence. But R&D productivity at industry’s largest companies has declined significantly.
In fact, L.E.K. analysis shows that total sales and market cap of pharma companies are negative predictors of total shareholder returns. A pipeline productivity analysis also highlights that the number of product approvals required to achieve sufficient growth targets for large pharmas is most likely unachievable.
To address these challenges, large pharmas may further consolidate to externally fill pipeline gaps, diversify beyond pharmaceuticals to access adjacent profit segments, deconsolidate, or restructure around a smaller revenue base of high value therapeutic areas.
Understanding the key challenges of scale and applying the learnings from this analysis will enable large pharma executives to sustain growth and maximize shareholder value creation.
In the past, Lifecycle Management (LCM) has at times been a secondary focus for pharma companies. Although, companies can often provide positive cases for key brands in priority markets it is less common that a globally immersive approach to LCM is utilised. In addition, the ever present issue of competing internal urgencies and an expanding group of relevant multidisciplinary stakeholders often makes best practice LCM difficult to implement. In an era of patent cliffs, increasingly competitive landscapes and shrinking pipelines capturing maximal value from every product launch is critical. With only a third of launches meeting or exceeding analyst expectations, the challenge remains considerable. In many cases the success of a brand launch determines the success of the product but increasingly so is market success defined by the LCM strategies implemented post-launch. This talk will explore the critical success factors that form the basis of a good LCM strategy within this new era.
It’s a catch 22…You want to introduce new thinking and innovative agencies to your company to develop true CI insights. However you’ve not worked with the agency before and it’s a big gamble…How can you increase the confidence with which you select your vendors and decrease the risk of projects going off track through poor CI vendor selection?
Using CI in the past
Manufacturing and supply chain logistics intelligence are critical to both ethical proprietary and generics/biosimilars players’ forward-looking and reactive operational planning. Whether keen to understand COGs, overall manufacturing volumes and means of distribution, or real-time early warning detection of competitor manufacturing logistics/dynamics, market intelligence can be leveraged to enlighten blind spots and harden pinch points.
Understanding the competitive market dynamics of manufacturing intelligence is a highly actionable and leverage-able means to influence brand, franchise and corporate level strategy and tactical implementation. In this talk, David Alderman, President of Molekule Consulting will detail the types of competitive and market intelligence that can be leveraged by biopharmaceutical players to be better informed and positioned for sustainable success in the biopharmaceutical competitive sandbox.
Mr. Alderman will demonstrate the power and action-ability of manufacturing and supply chain logistics intelligence through an evidence-based and case study backed lecture. Whether local, regional or global in terms of scope and scale, Mr. Alderman will speak to how manufacturing intelligence is key to both ethical and generic/biosimilar biopharmaceutical companies’ strategies, tactics and planning, forward-looking.
How to build up a successful Multichannel going to market business model including digital in the value proposition and through concrete and usable tools.
Your pharma pipelines are becoming more and more targeted as biomarker discovery and clinical technology are advancing at a fast pace. In order to plan and develop an optimal launch strategy, Pharma needs to understand the laboratory and diagnostic landscape in key markets:
You will learn what type of data and intelligence you need to optimize your targeted therapy launch and how to ensure your teams are informed once in the market.
A) Evolving regulatory landscape and challenges in biosimilar development
B) Leveraging clinical information package, regulatory and commercial capabilities to design an overall biosimilar strategy
The CNS landscape should be a highly attractive one for future development. There is a high level of payer and political interest in new solutions, an aging population increasing the size of the market, and high levels of public concern about conditions such as dementia. However, it is also a market beset by pipeline failures, proof of concept is highly elusive. Joanne will argue that innovation beyond drug development is required in a successful future landscape. Indeed, rather than engaging out and out competition, collaborations are the route some companies are taking to make a difference. To innovate and be successful requires highly strategic thinking, and a deep understanding of the future landscape and its potential impact on the market. Joanne will provide some examples of strategic game-play that can be successfully applied to CNS as well as other therapy areas.
Win/Loss has become a crucial tool for many Sales & Marketing organizations, yet Life Science has been slow to adopt this powerful tool. The session will focus on how to apply the Win/Loss Methodology to the Life Science industry in order optimize and refine messaging, drive sales, and monitor the competition.
3. Dynamics & Outlook
It is obvious to say that each Pharma company faces competitive threats for its business coming from external scenario. However, we realised that many of these threats are not properly quantified in terms of business impact, are not widely recognised across the organisation and as a consequence counter-actions are not always planned to face them.
For this reason, we have run in 2015 a project aimed at thoroughly mapping all the key competitive threats involving marketing & sales and R&D people, at properly quantify them and at defining appropriate strategies to face them, by integrating the analysis in key strategic and commercial projects.
In the event of mergers, spin-offs and trade, companies ask what happens with all the hard-sought, hard-earned intelligence that’s been accumulated within an organization. This presentation will focus on what measures can be taken, how information can be divested and shared, and with whom. These events and implications cut across many industries, including pharma, and provide insightful learnings.
During the last decade, trans-formative changes in the disclosure of clinical trial information have hugely facilitated the CI professional’s ability to monitor and assess clinical-phase programs. Major transparency initiatives – both voluntary and regulator-driven – are gaining momentum; these initiatives will have major implications for the CI professional.
Topics to be covered in this session include:
Achieving a successful 360° CI process for each therapeutic area is a challenge. You need to monitor and analyse many topics among which clinical trials, innovations, drug safety issues, side effects, product launch campaigns, scientific publications, etc. And all of this supported by bespoke deliverables. We will share in this talk best practices from pharma companies having managed this process successfully.
A look into the prescribe-able App and digital health market – is it a disruptive technology that will eventually provide better healthcare?
The session will enable you to gain an up to date view of the direction this market is taking in terms of patient activation, improving compliance, data analysis and storage, which Apps are changing the face healthcare and prescribers decision making processes as well as how your competitors are integrating mHealth strategies into their business models. Dig Worldwide will also examine the potential threat from new entrants outside of the industry.
Developing a CI tool kit to better integrate CI into the evaluation and assessment of drug candidates