Maximizing Commercial Value
The Ever-Changing Life Sciences Ecosystem
The life sciences industry interacts with people on deeply personal and life-affecting issues. Strong forces have emerged that constantly shape this ecosystem:
- International political pressures
- Scientific advances
- Country-by-country regulatory norms
- Interactions between providers (organized and individual), payers, and consumers
The challenges our clients face are not new:
- How do I grow sales?
- How do I differentiate vs. competitors?
- How do I execute this plan with the budget available?
Yet, the context is different. Decisions such as "should I pay reps on gross sales or net sales?" or "does the President's State of the Union announcement change the price for this oncology asset?" are impacted by these broader forces.
"This job was easier 15 years ago. Back then, if I needed to grow sales, I would hire more reps."[1]
Our society and individual day-to-day lives are shaped by new technology. The emerging generation of leaders expects:
- Their consulting deliverables on tablets
- That you liked their LinkedIn post last night
- That you can derive insights from their data, however big or small
Global Commercialization Strategy that Flows with Current Forces
We help leaders build new solutions to business challenges, supporting them through the full life of a product as it commercializes across the globe.
Commercial strategy and operations across the full product life cycle. We evolve our service offerings and clients served as the commercial asset matures. We work across all phases of the product life cycle, from BD&L teams conducting early-stage market evaluations to marketing teams deciding how to sunset commercial promotion as loss of exclusivity approaches.
Commercial strategy and operations across the full product life cycle. We evolve our service offerings and clients served as the commercial asset matures. We work across all phases of the product life cycle, from BD&L teams conducting early-stage market evaluations to marketing teams deciding how to sunset commercial promotion as loss of exclusivity approaches.
| Market and asset development | Go-to-market strategy | Commercial effectiveness and operations | Life cycle planning |
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| Technology utilization |
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Global, regional, and local design and implementation. In today’s connected society, we understand the importance of shaping global synchronicity while recognizing the distinct dynamics at play in each individual country. Our consultants have delivered projects across 50+ countries, working with companies’ teams in global, regional management, and local affiliates.
Service Offerings
Push-Button Marketing Mix Alignments from scratch in hours, not weeks, not months. Data included. Cloud Reporting for Commercial Teams On-Site Commercial AnalyticsClient Stories
Pushing Medicine Forward by Streamlining BD&LPushing Medicine Forward by Streamlining BD&L
Photo by jamiesrabbits, flickr
So many diseases, so little time
That’s how our client felt, trying to ramp up its business development and licensing (BD&L) pipeline. The company wanted to grow its presence in Latin America significantly by 2020 and ultimately establish itself as the leading pharmaceutical for innovative drugs in its targeted therapeutic categories. As organic growth alone would be inadequate, they, the LatAm BD&L team, needed to bring in more marketable products for the local affiliates. They recognized that scouting for potential products was a bottleneck, so they turned to us to design a more efficient process while completing an initial round of scouting.
Listening to local country experiences
We interviewed general managers from the local affiliates to hear their experiences: what avenues could they see that would be viable? Where are the competitors strong? How could a smaller, foreign company compete in share of voice and be sustainable? Through this, we identified the types of markets that would better fit with the competitive landscape and the corporate strategy.
The expedience of triage
We reviewed 150 molecules over 20 disease areas. Using the feedback from the local country managers, we designed a scoring system to prioritize the assets to the top 10 target candidates that hold the most promise for the company’s short- and long-term commercial success.
Making scouting manageable and sustainable
While our triage and asset recommendations gave our client a head start, we knew the deal funnel would quickly revert to its original level of productivity unless we changed something about the process. Again, so many products, so little time.
We recognized that to amplify the output, we needed to incorporate the scouting activities of the full organization, leveraging not just a few people but many. Not only did the regional BD&L team have the responsibility for scouting, but so did other functions, such as Medical, as well as the local GMs, who constantly were in conversation with GMs of other companies. However, much of their activities was lost in the communication process, often buried under other e-mails.
We built a cloud-based platform to enter each potential asset identified and track its development progress. The platform also helped assure valuation consistency across target molecules as they were entered by different people.
Over the next 12 months, our client was able to close the required number of transactions with a smaller team (-2 headcount), while expanding the organization’s therapeutic area of focus. They were able to enter into more negotiations sooner, ultimately helping push medicines faster to market.
Credits
- Photo by Global X, flickr
- [1] US Commercial President
- Drawing by Adam Hadjinian
