Pharmaceutical New Product Planning

$3,495.00

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.

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Report Details

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

Top Reasons to Buy this Pharmaceutical New Product Planning Report

Build an elite pharmaceutical new product planning team — and justify team budgets: Compare department spending and staffing levels for 2011 and 2012, as well as the number of brands supported by pharmaceutical new product planning groups.  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.

Define team responsibilities and prioritize workload During their early commercialization efforts, new product planning teams support clinical and R&D groups while playing critical roles in business development.  Track high-priority pharmaceutical new product planning activities across early, middle and late commercialization stages, and facilitate the transition of brand responsibilities among teams.

Grow pharmaceutical new product planning resources to match brand commercialization requirements 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 pre-clinical testing to Phase 3, and track key pharmaceutical new product planning budget allocations in each time frame.

You may also be interested in CEIConnect: The Lifesciences Industry’s On-Demand Research Resource as well as our individual portfolio management research reports.

Excerpt from Pharmaceutical New Product Planning

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.

New product planning groups work to provide an active commercial voice for products under development. To accomplish this objective, 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 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 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.

Table of Contents

9              Executive Summary

13           Study Methodology

14           Study Definitions

14           Five Critical Findings For New Product Planning Executives

23           New Product Planning Structure And Department-Level Resources

25           New Product Planning Team Structures

38           New Product Planning Staffing

55           New Product Planning Budgets

65           Positioning Emerging Brands for Commercial Success

67           Transitioning to the Commercial Leader Role for Developing Brands

71           New Product Planning Activities with Developing Brands

103         Transitioning Brand Commercialization Management to In-Line Marketing Teams

107         New Product Planning’s Business Development Responsibilities

115         Phase-by-Phase New Product Planning Resources for Developing Brands

116         Budgets and Staffing Supporting Individual Brands During Pre-Clinical Development

123         Budgets and Staffing Supporting Individual Brands During Phase 1

130         Budgets and Staffing Supporting Individual Brands During Phase 2

140         Budgets and Staffing Supporting Individual Brands During Phase 3

Charts and Graphics

9              Executive Summary

10           Figure E.1: Average Ratings of New Product Planning Challenges

14           Five Critical Findings For New Product Planning Executives

15           Figure E.2: Phase-by-Phase New Product Planning Headcounts Supporting Individual Developing Brands

15           Figure E.3: Phase-by-Phase New Product Planning Budgets Supporting Individual Developing Brands

18           Figure E.4: Transitioning Brand Commer-cialization to In-Line Marketing Teams

19           Figure E.5: New Product Planning Team Staffing

20           Figure E.6: Number of Managed Brands per New Product Planning FTE

21           Figure E.7: Percentage of New Product Planning Time Dedicated to Business Development Related Work

22           Figure E.8: Business Development Activities Done by New Product Planning

23           New Product Planning Structure And Department-Level Resources

25           New Product Planning Team Structures

25           Figure 1.1: Percentage of Companies with Dedicated New Product Planning Teams

26           Figure 1.2: Age of New Product Planning Groups

25           Figure 1.3: Types of New Product Planning Teams in Place

28           Figure 1.4: Therapeutic Areas Covered by New Product Planning Teams

29           Figure 1.5: New Product Planning Team Leadership and Reporting Lines

30           Figure 1.6: New Product Planning Team Structure: Company B

32           Figure 1.7:New Product Planning Team Structure: Company C

34           Figure 1.8: New Product Planning Team Structure: Company A

38           New Product Planning Staffing

39           Figure 1.9: New Product Planning Team Staffing

40           Figure 1.10: Number of Brands Currently Covered by New Product Planning

41           Figure 1.11: Highest/Lowest Number of Developing Brands Managed by New Product Planning   from 2007 to 2012

42           Figure 1.12: Number of Managed Brands per New Product Planning FTE

43           Figure 1.13: Average Compensation Across New Product Planning Staffing Levels

44           Figure 1.14: New Product Planning Compensation Levels: Senior Directors

45           Figure 1.15: New Product Planning Compensation Levels: Director

46           Figure 1.16: New Product Planning Compensation Levels: Senior Manager

47           Figure 1.17: New Product Planning Compensation Levels:Manager

49           Figure 1.18: Highest Education Levels Attained by New Product Planning Executives

50           Figure 1.19: Highest Educational Levels of New Product Planning Vice Presidents

51           Figure 1.20: Highest Educational Levels of New Product Planning Senior Directors

52           Figure 1.21: Highest Educational Levels of New Product Planning Directors

52           Figure 1.22: Highest Educational Levels of New Product Planning Senior Managers

53           Figure 1.23: Highest Educational Levels of New Product Planning Managers

54           Figure 1.24: Ideal Educational Backgrounds for New Product Planning Staff

55           New Product Planning Budgets

55           Figure 1.25: Average Ratings of New Product Planning Challenges

56           Figure 1.26: Type of Budget Supporting New Product Planning

57           Figure 1.27: New Product Planning Team 2011 Budgets

58           Figure 1.28: New Product Planning Team 2012 Budgets

59           Figure 1.29: Sources of New Product Planning Spending

60           Figure 1.30: High-Level New Product Planning Budget Allocation

65           Positioning Emerging Brands for Commercial Success

66           Figure 2.1: Stages at Which New Product Planning Teams Are Involved with Developing Brands

67           Transitioning to the Commercial Leader Role for Developing Brands

67           Figure 2.2: Stage at Which New Product Planning Teams Become Involved with Developing Brands

68           Figure 2.3: Transitioning Brand Commercialization to New Product Planning Teams

71           New Product Planning Activities with Developing Brands

72           Figure 2.4: Average Importance Ratings of Specific Earliest Development Activities for Early Brand Commercialization

73           Figure 2.5: Stages at Which New Product Planning Teams Develop Views of Unmet Needs

74           Figure 2.6: Stages at Which New Product Planning Teams Perform a Disease State Initial Assessment

75           Figure 2.7: Stages at Which New Product Planning Teams Develop an Initial Assessment of the Competitive Landscape

76           Figure 2.8: Stages at Which New Product Planning Teams Develop Initial Forecast of Market Potential

77           Figure 2.9: Average Importance Ratings of Specific Earliest Clinical Development Activities for Early Brand Commercialization

78           Figure 2.10: Stages at Which New Product Planning Teams Perform Target Product Profile                               Development

79           Figure 2.11: Stages at Which New Product Planning Teams Develop Full Assessments of the Competitive Landscape

80           Figure 2.12: Stages at Which New Product Planning Teams Develop a Forecast of Market Potential

81           Figure 2.13: Stages at Which New Product Planning Teams Develop Disease State Opportunity Assessment

82           Figure 2.14: Stages at Which New Product Planning Teams Develop Commercial Risks Assessment

83           Figure 2.15: Stages at Which New Product Planning Teams Develop Non-proprietary Naming

84           Figure 2.16: Average Importance Ratings of Specific Mid-Development Activities for Early Brand Commercialization

86           Figure 2.17: Stages at Which New Product Planning Teams Develop Market Access Planning

87           Figure 2.18: Stages at Which New Product Planning Teams Work with Advisory Boards

88           Figure 2.19: Stages at Which New Product Planning Teams Perform HEOR

88           Figure 2.20: Stages at Which New Product Planning Teams Work on Positioning Development

89           Figure 2.21: Stages at Which New Product Planning Teams Develop Publications Strategies

90           Figure 2.22: Stages at Which New Product Planning Teams Work on Thought Leader Development

90           Figure 2.23: Stages at Which New Product Planning Teams Work on Advocacy Development

91           Figure 2.24: Stages at Which New Product Planning Teams Develop Preliminary Labeling

92           Figure 2.25: Stages at Which New Product Planning Teams Set Medical Meetings Strategies

92           Figure 2.26: Stages at Which New Product Planning Teams Develop Lifecycle Strategy Development

93           Figure 2.27: Stages at Which New Product Planning Teams Do Epidemiology Research

94           Figure 2.28: Average Importance Ratings of Specific Late-Development Activities for Early Brand Commercialization

96           Figure 2.29: Stages at Which New Product Planning Teams Develop Labeling

96           Figure 2.30: Stages at Which New Product Planning Teams Work on Pricing

97           Figure 2.31: Stages at Which New Product Planning Teams Develop Marketing Messaging

97           Figure 2.32: Stages at Which New Product Planning Teams Develop Disease State Educational Activities

98           Figure 2.33: Stages at Which New Product Planning Teams Develop Positioning

99           Figure 2.34: Stages at Which New Product Planning Teams Develop Physician Segmentation

100         Figure 2.35: Stages at Which New Product Planning Teams Finalize Brand Naming

100         Figure 2.36: Stages at Which New Product Planning Teams Develop Patient Segmentation

101         Figure 2.37: Stages at Which New Product Planning Teams Develop Packaging

103         Transitioning Brand Commercialization Management to In-Line Marketing Teams

103         Figure 2.38: Phase at Which New Product Planning Teams Hand Off Responsibility for Developing Brands

104         Figure 2.39: Transitioning Brand Commercialization to In-Line Marketing Teams

107         New Product Planning’s Business Development Responsibilities

107         Figure 2.40: Percentage of New Product Planning Teams that Play a Role in Business Development

108         Figure 2.41: Percentage of New Product Planning Time Dedicated to Business Development-Related Work

110         Figure 2.42: Business Development Activities Performed by New Product Planning

111         Figure 2.43: New Product Planning Team’s Involvement in Evaluating Business Development Deals: Company C

113         Figure 2.44: Business Development and New Product Planning Tasks: Company B

115         Phase-by-Phase New Product Planning Resources for Developing Brands

116         Budgets and Staffing Supporting Individual Brands During Pre-Clinical Development

117         Figure 3.1: New Product Planning Headcounts Supporting a Developing Brand During Pre-Clinical Testing, by Company

118         Figure 3.2: New Product Planning Budgets Supporting a Developing Brand During Pre-Clinical Testing, by Company

119         Figure 3.3: Allocation of New Product Planning Budgets Supporting a Developing Brand During PreClinical Testing, by Company

120         Figure 3.4: Percentage of Individual Pre-Clinical Brand Budgets Allocated to Developing View of Unmet Needs, by Company

121         Figure 3.5: Percentage of Individual Pre-Clinical Brand Budgets Allocated to Doing an Initial Forecast of Market Potential, by Company

121         Figure 3.6: Percentage of Individual Pre-Clinical Brand Budgets Allocated to Doing an Initial Assessment of the Competitive Landscape, by  Company

122         Figure 3.7: Percentage of Individual Pre-Clinical Brand Budgets Allocated to Doing an Initial Assessment of the Disease State, by Company

123         Budgets and Staffing Supporting Individual Brands During Phase 1

123         Figure 3.8: New Product Planning Headcounts Supporting Developing Brands in Phase 1, by Company

124         Figure 3.9: New Product Planning Budgets Supporting a Developing Brand During Phase 1, by Company

125         Figure 3.10: Allocation of New Product Planning Budgets Supporting a Developing Brand During Phase 1, by Company

126         Figure 3.11: Percentage of Individual Phase 1 Brand Budgets Allocated to Target Product Profile Development, by Company

127         Figure 3.12: Percentage of Individual Phase 1 Brand Budgets Allocated to Developing a Forecast of Market Potential, by Company

127         Figure 3.13: Percentage of Individual Phase 1 Brand Budgets Allocated to Doing a Competitive Landscape Assessment, by Company

128         Figure 3.14: Percentage of Individual Phase 1 Brand Budgets Allocated to Non-Proprietary Naming Work, by Company

128         Figure 3.15: Percentage of Individual Phase 1 Brand Budgets Allocated to Performing a Commercial Risks Assessment, by Company

129         Figure 3.16: Percentage of Individual Phase 1 Brand Budgets Allocated to Doing a Disease State Opportunity Assessment, by Company

129         Figure 3.17: Percentage of Individual Phase 1 Brand Budgets Allocated to Other Commercialization Efforts, by Company

130         Budgets and Staffing Supporting Individual Brands During Phase 2

130         Figure 3.18: New Product Planning Headcounts Supporting Developing Brands in Phase 2, by Company

131         Figure 3.19: New Product Planning Budgets Supporting a Developing Brand During Phase 2, by Company

132         Figure 3.20: Allocation of New Product Planning Budgets Supporting a Developing Brand During Phase 2, by Company

133         Figure 3.21: Percentage of Individual Phase 2 Brand Budgets Allocated to Thought Leader Development, by Company

134         Figure 3.22: Percentage of Individual Phase 2 Brand Budgets Allocated to Advisory Boards, by Company

134         Figure 3.23: Percentage of Individual Phase 2 Brand Budgets Allocated to Market Access Planning, by Company

135         Figure 3.24: Percentage of Individual Phase 2 Brand Budgets Allocated to Preliminary Labeling, by Company

135         Figure 3.25: Percentage of Individual Phase 2 Brand Budgets Allocated to Epidemiology Work, by Company

136         Figure 3.26: Percentage of Individual Phase 2 Brand Budgets Allocated to Publications Strategy Development, by Company

136         Figure 3.27: Percentage of Individual Phase 2 Brand Budgets Allocated to Positioning Development, by Company

137         Figure 3.28: Percentage of Individual Phase 2 Brand Budgets Allocated to Advocacy Development, by Company

137         Figure 3.29: Percentage of Individual Phase 2 Brand Budgets Allocated to HEOR, by Company

138         Figure 3.30: Percentage of Individual Phase 2 Brand Budgets Allocated to Setting Medical Meetings Strategies, by Company

138         Figure 3.31: Percentage of Individual Phase 2 Brand Budgets Allocated to Lifecycle Strategy Development, by Company

139         Figure 3.32: Percentage of Individual Phase 2 Brand Budgets Allocated to Other Commercialization Efforts

140         Budgets and Staffing Supporting Individual Brands During Phase 3

140         Figure 3.33: New Product Planning Headcounts Supporting Developing Brands in Phase 3, by Company

141         Figure 3.34: New Product Planning Budgets Supporting a Developing Brand During Phase 3, by Company

142         Figure 3.35: Allocation of New Product Planning Budgets Supporting a Developing Brand During Phase 3, by Company

143         Figure 3.36: Percentage of Individual Phase 3 Brand Budgets Allocated to Market Messaging Development, by Company

144         Figure 3.37: Percentage of Individual Phase 3 Brand Budgets Allocated to Labeling, by Company

144         Figure 3.38: Percentage of Individual Phase 3 Brand Budgets Allocated to Physician Segmentation, by Company

145         Figure 3.39: Percentage of Individual Phase 3 Brand Budgets Allocated to Patient Segmentation, by Company

145         Figure 3.40: Percentage of Individual Phase 3 Brand Budgets Allocated to Positioning, by Company

146         Figure 3.41: Percentage of Individual Phase 3 Brand Budgets Allocated to Pricing, by Company

146         Figure 3.42: Percentage of Individual Phase 3 Brand Budgets Allocated to Finalizing Brand Naming, by Company

147         Figure 3.43: Percentage of Individual Phase 3 Brand Budgets Allocated to Packaging Development, by Company

147         Figure 3.44: Percentage of Individual Phase 3 Brand Budgets Allocated to Publication Strategy Development, by Company

148         Figure 3.45: Percentage of Individual Phase 3 Brand Budgets Allocated to Advocacy Development, by Company

148         Figure 3.46: Percentage of Individual Phase 3 Brand Budgets Allocated to Disease State Educational Activities, by Company

149         Figure 3.48: Percentage of Individual Phase 3 Brand Budgets Allocated to Other Commercialization Efforts

149         Figure 3.47: Percentage of Individual Phase 3 Brand Budgets Allocated to HEOR, by Company

Table of Contents

9              Executive Summary

13           Study Methodology

14           Study Definitions

14           Five Critical Findings For New Product Planning Executives

23           New Product Planning Structure And Department-Level Resources

25           New Product Planning Team Structures

38           New Product Planning Staffing

55           New Product Planning Budgets

65           Positioning Emerging Brands for Commercial Success

67           Transitioning to the Commercial Leader Role for Developing Brands

71           New Product Planning Activities with Developing Brands

103         Transitioning Brand Commercialization Management to In-Line Marketing Teams

107         New Product Planning’s Business Development Responsibilities

115         Phase-by-Phase New Product Planning Resources for Developing Brands

116         Budgets and Staffing Supporting Individual Brands During Pre-Clinical Development

123         Budgets and Staffing Supporting Individual Brands During Phase 1

130         Budgets and Staffing Supporting Individual Brands During Phase 2

140         Budgets and Staffing Supporting Individual Brands During Phase 3

Charts and Graphics

9              Executive Summary

10           Figure E.1: Average Ratings of New Product Planning Challenges

14           Five Critical Findings For New Product Planning Executives

15           Figure E.2: Phase-by-Phase New Product Planning Headcounts Supporting Individual Developing Brands

15           Figure E.3: Phase-by-Phase New Product Planning Budgets Supporting Individual Developing Brands

18           Figure E.4: Transitioning Brand Commer-cialization to In-Line Marketing Teams

19           Figure E.5: New Product Planning Team Staffing

20           Figure E.6: Number of Managed Brands per New Product Planning FTE

21           Figure E.7: Percentage of New Product Planning Time Dedicated to Business Development Related Work

22           Figure E.8: Business Development Activities Done by New Product Planning

23           New Product Planning Structure And Department-Level Resources

25           New Product Planning Team Structures

25           Figure 1.1: Percentage of Companies with Dedicated New Product Planning Teams

26           Figure 1.2: Age of New Product Planning Groups

25           Figure 1.3: Types of New Product Planning Teams in Place

28           Figure 1.4: Therapeutic Areas Covered by New Product Planning Teams

29           Figure 1.5: New Product Planning Team Leadership and Reporting Lines

30           Figure 1.6: New Product Planning Team Structure: Company B

32           Figure 1.7:New Product Planning Team Structure: Company C

34           Figure 1.8: New Product Planning Team Structure: Company A

38           New Product Planning Staffing

39           Figure 1.9: New Product Planning Team Staffing

40           Figure 1.10: Number of Brands Currently Covered by New Product Planning

41           Figure 1.11: Highest/Lowest Number of Developing Brands Managed by New Product Planning   from 2007 to 2012

42           Figure 1.12: Number of Managed Brands per New Product Planning FTE

43           Figure 1.13: Average Compensation Across New Product Planning Staffing Levels

44           Figure 1.14: New Product Planning Compensation Levels: Senior Directors

45           Figure 1.15: New Product Planning Compensation Levels: Director

46           Figure 1.16: New Product Planning Compensation Levels: Senior Manager

47           Figure 1.17: New Product Planning Compensation Levels:Manager

49           Figure 1.18: Highest Education Levels Attained by New Product Planning Executives

50           Figure 1.19: Highest Educational Levels of New Product Planning Vice Presidents

51           Figure 1.20: Highest Educational Levels of New Product Planning Senior Directors

52           Figure 1.21: Highest Educational Levels of New Product Planning Directors

52           Figure 1.22: Highest Educational Levels of New Product Planning Senior Managers

53           Figure 1.23: Highest Educational Levels of New Product Planning Managers

54           Figure 1.24: Ideal Educational Backgrounds for New Product Planning Staff

55           New Product Planning Budgets

55           Figure 1.25: Average Ratings of New Product Planning Challenges

56           Figure 1.26: Type of Budget Supporting New Product Planning

57           Figure 1.27: New Product Planning Team 2011 Budgets

58           Figure 1.28: New Product Planning Team 2012 Budgets

59           Figure 1.29: Sources of New Product Planning Spending

60           Figure 1.30: High-Level New Product Planning Budget Allocation

65           Positioning Emerging Brands for Commercial Success

66           Figure 2.1: Stages at Which New Product Planning Teams Are Involved with Developing Brands

67           Transitioning to the Commercial Leader Role for Developing Brands

67           Figure 2.2: Stage at Which New Product Planning Teams Become Involved with Developing Brands

68           Figure 2.3: Transitioning Brand Commercialization to New Product Planning Teams

71           New Product Planning Activities with Developing Brands

72           Figure 2.4: Average Importance Ratings of Specific Earliest Development Activities for Early Brand Commercialization

73           Figure 2.5: Stages at Which New Product Planning Teams Develop Views of Unmet Needs

74           Figure 2.6: Stages at Which New Product Planning Teams Perform a Disease State Initial Assessment

75           Figure 2.7: Stages at Which New Product Planning Teams Develop an Initial Assessment of the Competitive Landscape

76           Figure 2.8: Stages at Which New Product Planning Teams Develop Initial Forecast of Market Potential

77           Figure 2.9: Average Importance Ratings of Specific Earliest Clinical Development Activities for Early Brand Commercialization

78           Figure 2.10: Stages at Which New Product Planning Teams Perform Target Product Profile                               Development

79           Figure 2.11: Stages at Which New Product Planning Teams Develop Full Assessments of the Competitive Landscape

80           Figure 2.12: Stages at Which New Product Planning Teams Develop a Forecast of Market Potential

81           Figure 2.13: Stages at Which New Product Planning Teams Develop Disease State Opportunity Assessment

82           Figure 2.14: Stages at Which New Product Planning Teams Develop Commercial Risks Assessment

83           Figure 2.15: Stages at Which New Product Planning Teams Develop Non-proprietary Naming

84           Figure 2.16: Average Importance Ratings of Specific Mid-Development Activities for Early Brand Commercialization

86           Figure 2.17: Stages at Which New Product Planning Teams Develop Market Access Planning

87           Figure 2.18: Stages at Which New Product Planning Teams Work with Advisory Boards

88           Figure 2.19: Stages at Which New Product Planning Teams Perform HEOR

88           Figure 2.20: Stages at Which New Product Planning Teams Work on Positioning Development

89           Figure 2.21: Stages at Which New Product Planning Teams Develop Publications Strategies

90           Figure 2.22: Stages at Which New Product Planning Teams Work on Thought Leader Development

90           Figure 2.23: Stages at Which New Product Planning Teams Work on Advocacy Development

91           Figure 2.24: Stages at Which New Product Planning Teams Develop Preliminary Labeling

92           Figure 2.25: Stages at Which New Product Planning Teams Set Medical Meetings Strategies

92           Figure 2.26: Stages at Which New Product Planning Teams Develop Lifecycle Strategy Development

93           Figure 2.27: Stages at Which New Product Planning Teams Do Epidemiology Research

94           Figure 2.28: Average Importance Ratings of Specific Late-Development Activities for Early Brand Commercialization

96           Figure 2.29: Stages at Which New Product Planning Teams Develop Labeling

96           Figure 2.30: Stages at Which New Product Planning Teams Work on Pricing

97           Figure 2.31: Stages at Which New Product Planning Teams Develop Marketing Messaging

97           Figure 2.32: Stages at Which New Product Planning Teams Develop Disease State Educational Activities

98           Figure 2.33: Stages at Which New Product Planning Teams Develop Positioning

99           Figure 2.34: Stages at Which New Product Planning Teams Develop Physician Segmentation

100         Figure 2.35: Stages at Which New Product Planning Teams Finalize Brand Naming

100         Figure 2.36: Stages at Which New Product Planning Teams Develop Patient Segmentation

101         Figure 2.37: Stages at Which New Product Planning Teams Develop Packaging

103         Transitioning Brand Commercialization Management to In-Line Marketing Teams

103         Figure 2.38: Phase at Which New Product Planning Teams Hand Off Responsibility for Developing Brands

104         Figure 2.39: Transitioning Brand Commercialization to In-Line Marketing Teams

107         New Product Planning’s Business Development Responsibilities

107         Figure 2.40: Percentage of New Product Planning Teams that Play a Role in Business Development

108         Figure 2.41: Percentage of New Product Planning Time Dedicated to Business Development-Related Work

110         Figure 2.42: Business Development Activities Performed by New Product Planning

111         Figure 2.43: New Product Planning Team’s Involvement in Evaluating Business Development Deals: Company C

113         Figure 2.44: Business Development and New Product Planning Tasks: Company B

115         Phase-by-Phase New Product Planning Resources for Developing Brands

116         Budgets and Staffing Supporting Individual Brands During Pre-Clinical Development

117         Figure 3.1: New Product Planning Headcounts Supporting a Developing Brand During Pre-Clinical Testing, by Company

118         Figure 3.2: New Product Planning Budgets Supporting a Developing Brand During Pre-Clinical Testing, by Company

119         Figure 3.3: Allocation of New Product Planning Budgets Supporting a Developing Brand During PreClinical Testing, by Company

120         Figure 3.4: Percentage of Individual Pre-Clinical Brand Budgets Allocated to Developing View of Unmet Needs, by Company

121         Figure 3.5: Percentage of Individual Pre-Clinical Brand Budgets Allocated to Doing an Initial Forecast of Market Potential, by Company

121         Figure 3.6: Percentage of Individual Pre-Clinical Brand Budgets Allocated to Doing an Initial Assessment of the Competitive Landscape, by  Company

122         Figure 3.7: Percentage of Individual Pre-Clinical Brand Budgets Allocated to Doing an Initial Assessment of the Disease State, by Company

123         Budgets and Staffing Supporting Individual Brands During Phase 1

123         Figure 3.8: New Product Planning Headcounts Supporting Developing Brands in Phase 1, by Company

124         Figure 3.9: New Product Planning Budgets Supporting a Developing Brand During Phase 1, by Company

125         Figure 3.10: Allocation of New Product Planning Budgets Supporting a Developing Brand During Phase 1, by Company

126         Figure 3.11: Percentage of Individual Phase 1 Brand Budgets Allocated to Target Product Profile Development, by Company

127         Figure 3.12: Percentage of Individual Phase 1 Brand Budgets Allocated to Developing a Forecast of Market Potential, by Company

127         Figure 3.13: Percentage of Individual Phase 1 Brand Budgets Allocated to Doing a Competitive Landscape Assessment, by Company

128         Figure 3.14: Percentage of Individual Phase 1 Brand Budgets Allocated to Non-Proprietary Naming Work, by Company

128         Figure 3.15: Percentage of Individual Phase 1 Brand Budgets Allocated to Performing a Commercial Risks Assessment, by Company

129         Figure 3.16: Percentage of Individual Phase 1 Brand Budgets Allocated to Doing a Disease State Opportunity Assessment, by Company

129         Figure 3.17: Percentage of Individual Phase 1 Brand Budgets Allocated to Other Commercialization Efforts, by Company

130         Budgets and Staffing Supporting Individual Brands During Phase 2

130         Figure 3.18: New Product Planning Headcounts Supporting Developing Brands in Phase 2, by Company

131         Figure 3.19: New Product Planning Budgets Supporting a Developing Brand During Phase 2, by Company

132         Figure 3.20: Allocation of New Product Planning Budgets Supporting a Developing Brand During Phase 2, by Company

133         Figure 3.21: Percentage of Individual Phase 2 Brand Budgets Allocated to Thought Leader Development, by Company

134         Figure 3.22: Percentage of Individual Phase 2 Brand Budgets Allocated to Advisory Boards, by Company

134         Figure 3.23: Percentage of Individual Phase 2 Brand Budgets Allocated to Market Access Planning, by Company

135         Figure 3.24: Percentage of Individual Phase 2 Brand Budgets Allocated to Preliminary Labeling, by Company

135         Figure 3.25: Percentage of Individual Phase 2 Brand Budgets Allocated to Epidemiology Work, by Company

136         Figure 3.26: Percentage of Individual Phase 2 Brand Budgets Allocated to Publications Strategy Development, by Company

136         Figure 3.27: Percentage of Individual Phase 2 Brand Budgets Allocated to Positioning Development, by Company

137         Figure 3.28: Percentage of Individual Phase 2 Brand Budgets Allocated to Advocacy Development, by Company

137         Figure 3.29: Percentage of Individual Phase 2 Brand Budgets Allocated to HEOR, by Company

138         Figure 3.30: Percentage of Individual Phase 2 Brand Budgets Allocated to Setting Medical Meetings Strategies, by Company

138         Figure 3.31: Percentage of Individual Phase 2 Brand Budgets Allocated to Lifecycle Strategy Development, by Company

139         Figure 3.32: Percentage of Individual Phase 2 Brand Budgets Allocated to Other Commercialization Efforts

140         Budgets and Staffing Supporting Individual Brands During Phase 3

140         Figure 3.33: New Product Planning Headcounts Supporting Developing Brands in Phase 3, by Company

141         Figure 3.34: New Product Planning Budgets Supporting a Developing Brand During Phase 3, by Company

142         Figure 3.35: Allocation of New Product Planning Budgets Supporting a Developing Brand During Phase 3, by Company

143         Figure 3.36: Percentage of Individual Phase 3 Brand Budgets Allocated to Market Messaging Development, by Company

144         Figure 3.37: Percentage of Individual Phase 3 Brand Budgets Allocated to Labeling, by Company

144         Figure 3.38: Percentage of Individual Phase 3 Brand Budgets Allocated to Physician Segmentation, by Company

145         Figure 3.39: Percentage of Individual Phase 3 Brand Budgets Allocated to Patient Segmentation, by Company

145         Figure 3.40: Percentage of Individual Phase 3 Brand Budgets Allocated to Positioning, by Company

146         Figure 3.41: Percentage of Individual Phase 3 Brand Budgets Allocated to Pricing, by Company

146         Figure 3.42: Percentage of Individual Phase 3 Brand Budgets Allocated to Finalizing Brand Naming, by Company

147         Figure 3.43: Percentage of Individual Phase 3 Brand Budgets Allocated to Packaging Development, by Company

147         Figure 3.44: Percentage of Individual Phase 3 Brand Budgets Allocated to Publication Strategy Development, by Company

148         Figure 3.45: Percentage of Individual Phase 3 Brand Budgets Allocated to Advocacy Development, by Company

148         Figure 3.46: Percentage of Individual Phase 3 Brand Budgets Allocated to Disease State Educational Activities, by Company

149         Figure 3.48: Percentage of Individual Phase 3 Brand Budgets Allocated to Other Commercialization Efforts

149         Figure 3.47: Percentage of Individual Phase 3 Brand Budgets Allocated to HEOR, by Company