Product Development Strategy / Life Cycle Planning

RoadmapOne of the most important tools to help ensure successful product development and commercialization is a well-planned Target Product Profile. A successful TPP development requires an understanding of today’s disease/treatment/market dynamics and as well as how these dynamics will change at the time of launch which is typically several years away. We leverage our proven TPP process to engage appropriate functional areas to effectively address clinical, regulatory and market needs. A key to successful TPP development is to begin early and ensure cross functional participation. This TPP combined with a clinical strategy allows companies to effectively plan and execute product development activities.  In addition to TPP, once the product establishes proof-of-concept, a life cycle plan (LCP) has to be developed so that the full asset value could be maximized during its life cycle.

R&D Portfolio Strategy and Management

A portfolio strategy is a necessity for a Life Sciences company dealing with multiple inline and pipeline assets to ensure optimal positioning combined with effective resource allocation to drive results. Developing the right portfolio strategy is critical to ensure that company goals are achieved. Our streamlined approach allows R&D and Commercial groups to assess gaps in the current portfolio and develop potential options to address these gaps.

With tight R&D budgets and high failure rates in product development, prioritizing product portfolio is critical for any company. An objective process is required to assess, prioritize, and allocate resources across these R&D projects. A portfolio prioritization process/system based on key scientific and commercial metrics is needed to effectively prioritize products. An integrated strategy across R&D, Business Development and Commercial is often required to achieve portfolio goals.

Commercial Strategy

Product launches are seminal events for any company in our industry especially given the arduous nature of the development and regulatory process.  Life Sciences companies must maximize product investments during the exclusivity period. The pre-launch and launch activities must be designed and flawlessly executed to ensure long term brand success. 

A successful commercialization strategy revolves around creating demand for a given product and aligning supply to ensure that all patients who could benefit from the product gain timely access.  This requires alignment of manufacturing, distribution, marketing, and other critical activities along the commercial spectrum. In addition to developing commercial strategy, we offer practical guides on commercialization process, organizational constructs, and supporting toolkits for companies to maximize their commercial investments.  

Commercial Effectiveness

One of the keys to commercial effectiveness is early engagement in the product development process. It’s important that the commercial organization works closely with R&D to provide market based input, assess the expected value of the product and collaborate on development strategy. This ensures that clinical and economic outcomes are generated to differentiate the product and ensure stakeholder adoption in the commercial environment. Once the product is on the market, focus must shift to demand creation, supply-demand alignment, and life cycle management to maximize the life time value of the product. These critical commercialization efforts must be closely monitored to ensure that key activities are executed flawlessly and the results are produced timely.

A good performance management process must allow the management to closely monitor the status of key development and commercialization activities, brand performance, and performance of other investments.  We have developed a best of breed performance management framework for Life Sciences companies. We customize this framework by designing processes and supporting mechanisms to ensure that performance could be monitored on a continuous basis. It’s imperative that successful performance monitoring requires management keeping an eye on both leading and lagging indicators within the performance dashboard.