Pharmaceutical New Product Planning

Building the Framework for Brand Commercialization

Pharmaceutical New Product Planning

$995.00

Use this report to explore new product planning team resources, structures and responsibilities, as well as NPP support for individual products. Compare department spending and staffing levels for 2011 and 2012, as well as the number of brands supported by NPP groups. Examine salary and bonus compensation for four levels of team staffing, and explore NPP structures for small and large companies. Track high-priority new product planning activities across early, middle and late commercialization stages, and facilitate the transition of brand responsibilities among teams. In addition to showing department-level resources, this report details new product planning staffing, budgets and activities for single brands. Compare resource metrics for 9 individual, developing brands from preclinical testing to Phase 3, and explore key NPP budget allocations in each time frame.

  • Description
  • Additional information

REPORT HIGHLIGHTS

 

Pharmaceutical New Product Planning Building the Framework for Brand Commercialization

  • Publication Date: January 2013
  • Pages: 149
  • Chapters: 3
  • Metrics: 100+
  • Charts/Graphics: 125+

Company level-data split by:

  • Large companies
  • Mid-sized companies
  • Small companies
Reason to Buy

Examine salary and bonus compensation for four levels of team staffing, and explore team structures for small and large companies. Along the way, learn top-performing companies’ strategies for ensuring adequate budgets — a significant challenge for pharmaceutical new product planning teams. Track high-priority pharmaceutical new product planning activities across early, middle and late commercialization stages, and facilitate the transition of brand responsibilities among teams. In addition to showing department-level resources, this report details new product planning staffing, budgets and activities for single brands.

Report Features

Facing a fiercely competitive landscape and stringent payer demands, life science companies start shaping the commercial profiles of their emerging brands as early as possible. Throughout development, new product planning groups provide a critical commercial perspective — and their assessments, forecasting and insights influence critical go/no-go decisions at every step. When well-structured and adequately resourced, new product planning groups influence a range of commercialization activities for brands advancing through development. This report’s benchmarks explore new product planning team resources, structures and responsibilities, as well as NPP support for individual products.

Target Audience

Pharmaceutical and biotech executives, directors, and managers involved in the following areas should consider purchasing this report:
– New product planning
– Early-stage product development
– Portfolio management
– Lifecycle management
– Marketing
– Commercialization
– Strategic planning

Chapter Example

No longer can companies wait until Phase 3, or even Phase 2, to begin commercializing their developing brands. Today, the pharma industry sees increasingly competitive markets and payers who require more convincing before reimbursing products. Companies must begin shaping their brands very early in their development for the greatest chance of success. For most companies, the group charged with commercializing developing brands is new product planning.

Pharmaceutical new product planning groups work to provide an active commercial voice for products under development. To accomplish this objective, pharmaceutical new product planning personnel generally sit on the project teams that manage developing brands. Here, the new product planning personnel direct all aspects of commercializing products long before they see market. In fact, CEI survey data show that 58% of pharmaceutical new product planning units take an active role with brands prior to the onset of Phase 1 clinical trials. Another 33% begin working with developing projects at the onset of Phase 1. Though pharmaceutical new product planning teams’ activities are limited this early, their presence is certainly felt as the teams’ preliminary forecasts and assessments often inform go/no go decisions and choices between projects.