Trends and Innovations in Lifecycle Management
Trends and Innovations in Lifecycle Management (LCM) presents business-critical insights for strategic planners and marketers based on the opinions of eight leading pharma industry, legal and consulting experts. Gain insights on current LCM practice and learn from their practical experience to understand key considerations for developing, establishing and managing an effective lifecycle management (LCM) strategy.
With the regulatory complexity and cost of bringing new drugs to market soaring, it is critical that pharma companies fully max out returns from their product portfolios. LCM has for many years been employed in the latter part of a products life to extend the patient base and add features such as controlled release versions or new formulations. But the biggest wins have come from expanding the number of indications, protecting brands not just from generic competition but from new competitor entrants as well.
Too often, however, LCM planning and execution has been left too late, resulting in products failing to meet their full commercial potential. Successful LCM strategy starts even before the product is launched and anticipates, rather than reacts to, changes in the market.
Trends and Innovations in Lifecycle Management offers unique expert insights into how you can employ a successful LCM strategy for maximum impact.
Reasons to Purchase
Get Answers to Key Questions
- When should LCM planning start - and why?
- What LCM factors need to be taken into account during late phase trials?
- How can you manage and adapt your LCM policy as your brand evolves?
- How will engaging and learning from payer and clinical stakeholders pay dividends?
- Organising LCM within a company – product management, dedicated teams or cross functional groupings: what is the optimal structure?
- Why does building and sharing market data and analytics play a pivotal role in keeping your LCM strategy on track?
- How can you measure and assess the outcomes of LCM?
- How can you adapt your LCM strategy for national and international markets?
- How do you challenge often short-term and conservative corporate attitudes toward LCM and develop the LCM strategy that alligns with your brand's needs, and the needs of the company?
- Understand the key considerations for development, establishing and managing an effective lifecycle management strategy
- Learn from case histories and market examples of best-in-class LCM practice
- Challenge short-term and conservative thinking in your organisation
- Pioneer the establishment of good LCM practice in your organisation or brand team
- Establish with colleagues a proper LCM management structure to ensure the widest expansion of relevant LCM solutions
- Identify the critical “must have” elements around LCM organisation, research, stakeholder dialogue, market data, analytics and LCM measurement
About FirstWord Reports
- Global brand director at a European pharmaceutical company
- Director of global marketing at a global pharmaceutical company
- Chief patent counsel at a major pharmaceutical company
- LCM director supply chain at a major pharmaceutical company
- Director of LCM at a top 10 pharma company
- Director of LCM at a global pharmaceutical company
- Industry expert
- Industry consultant
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- 1.Executive summary
- 1.1 The historical focus of lifecycle management (LCM) has been expansion and 1.2.extension
- 1.3.In today’s world, the primary roles of LCM activity are protection and differentiation
- 3.4.Companies need to balance “push” versus “pull” LCM
- 1.5.The right investment decisions need to be made at the right time for LCM success
- 2.Research objectives and methodology
- 4.Lifecycle management overview
- 4.1.What is lifecycle management?
- 4.2.Why is LCM important?
- 4.2.1.Traditional LCM focuses on the latter part of the lifecycle
- 184.108.40.206.Developmental enhancements
- 220.127.116.11.Manufacturing improvements
- 18.104.22.168.Commercial strategies
- 22.214.171.124.Legal or regulatory measures
- 4.2.2.New LCM strategies are now being implemented
- 126.96.36.199.Biosimilars are raising a number of new LCM considerations
- 4.2.3.When should LCM take place?
- 188.8.131.52.LCM should be incorporated from an early stage
- 184.108.40.206.LCM must evolve through the product lifecycle to ensure success
- 5.Current LCM organisation in pharmaceutical companies
- 5.1.There is variation as to when LCM is considered and implemented
- 5.1.2.The level of input from regions and local markets depends on the product
- 5.1.3.Governance structures are gradually being put in place but there is wide
- 5.1.4.variation as to the level
- 220.127.116.11.There is a range of information needed to inform LCM
- 18.104.22.168.Competitive intelligence is a critical aspect of information gathering
- 22.214.171.124.A focus on what stakeholders want is driving LCM
- 126.96.36.199.Analytics are important in making LCM decisions
- 6.Challenges in LCM
- 6.1.Measurement of LCM has proven to be challenging for many companies
- 6.1.2.Setting the right success criteria is important but is often lacking
- 188.8.131.52.Key performance indicators have been implemented in companies at the forefront of LCM
- 6.2.Best practice should be shared
- 6.2.1.Collaboration and sharing of information is seen as critical for the future of LCM
- 6.3.The inflexibility of the pharmaceutical industry is an obstacle for LCM
- 6.4.The short-term view prevalent in many brand teams hinders effective LCM
- 6.5.A lack of dedicated resource creates issues for LCM
- 6.6.The unwillingness to give up on a drug could be hindering truly innovative LCM
- 7.LCM best practice case studies
- 7.1.There are a number of critical success factors for LCM
- 7.1.2.Strategy must be at the heart of LCM planning
- 7.2.Understanding the market is fundamental for LCM success
- 7.2.1.Scenario-planning is a useful tool for ensuring ongoing relevance of the LCM plan
- 7.2.3.Flexibility is needed to ensure the LCM can react to market changes
- 7.3.LCM must be included at an early stage of product planning
- 7.4.Defining the remit and responsibilities of those involved is critical
- 7.4.1.Obtaining management buy-in will determine the level of success
- 7.4.2.A cross functional team is needed to ensure all aspects are covered
- 7.4.3.Reducing the impact of conflicting priorities is a must
- 7.4.4.Being creative can deliver the desired outcomes
- 7.5.Delivering value through LCM will boost success
- 7.6.Embracing novel technology is important for LCM success
- 7.7.Re-evaluation and measurement of the LCM plan will ensure ongoing success
- 7.8.Several companies are leading the way in LCM
- 7.8.1.Roche is considered a leader in LCM
- 7.8.2.Avastin and Rituximab: indication expansion secures product position
- 7.8.3.The breast cancer franchise is of critical importance for Roche
- 7.8.4.Roche is seen to have the flexibility to be able to pursue novel LCM plans
- 7.9.Biogen Idec’s multiple sclerosis franchise is seen as a good example of effective LCM
- 7.10.Merck Serono’s and Novo Nordisk’s device LCM strategies are seen as a great success
- 8.Future direction of LCM
- 8.1.Many see collaboration as the way forward for LCM
- 8.2.LCM will focus on strategies that deliver genuine stakeholder value
- 8.2.1.The need to continually deliver value will drive LCM
- 8.3.More formalised LCM processes are expected to be put in place
- 8.3.1.Cross-functional working with a consultative approach is seen as the optimal way of organising LCM
- 8.4.Different regions and markets are seen to offer potential for certain brands
- 8.5.There are some fundamental elements for LCM success; however, it should be tailored to each company’s specific needs and desired outcomes