Publication Date: January 2013
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.
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.