市場調查報告書 - 134571

醫療藥品的生命週期管理

Pharmaceutical Lifecycle Management: Strategy Selection and Execution

出版商 Cutting Edge Information
出版日期 2010年09月30日 內容資訊 英文 152 Pages
價格
醫療藥品的生命週期管理 Pharmaceutical Lifecycle Management: Strategy Selection and Execution
出版日期: 2010年09月30日 內容資訊: 英文 152 Pages
簡介

本報告針對醫療藥品的生命週期管理進行分心,並就生命週期管理的預算與投資報酬率、市場威脅、各種策略等內容進行整理,其概要摘記如下。

實施概要

  • 分析的公司
  • 調查方法與定義
  • 生命週期管理:成功的五個原則

將生命週期管理納入行銷組織

生命週期管理預算與投資報酬率

  • 評估生命週期管理合作提案的投資報酬率與效率
  • 生命週期管理計畫對市場的威脅與影響

生命週期管理計畫的策略性考量

生命週期管理的策略評估

  • 新標誌
  • 新配方
  • 小兒科的獨佔性
  • 疾病管理計畫
  • 策略性價格
  • 通過認證的學名藥
  • 併用產品
  • 次世代產品
  • 新投藥養生療法
  • 專利訴訟
  • 轉換至OTC藥物

圖表

目錄

Table of Contents

  • Executive Summary
  • Profiled Companies
  • Methodology and Definitions
  • Lifecycle Management: Five Principles for Success
  • Incorporating Lifecycle Management into the Marketing Organization
  • Lifecycle Management Budgets and Return on Investment
  • Measuring ROI and Effectiveness on LCM Initiatives
  • The Impact of Market Threats on Lifecycle Management Plans
  • Strategic Considerations for Lifecycle Management Plans
  • Assessment of Lifecycle Management Tactics
  • New Indications
  • New Formulations
  • Pediatric Exclusivity
  • Disease Management Programs
  • Strategic Pricing
  • Authorized Generic
  • Combination Products
  • Next-Generation Products
  • New Dosing Regimens
  • Patent Litigation
  • Rx-to-OTC Switching

CHARTS AND GRAPHICS

Executive Summary

  • Figure E.1: Top-Performing Strategies: Dollars Earned Per $1 Spent
  • Figure E.2: Usefulness of Senior Management Buy-in When Executing LCM Strategies
  • Figure E.3: Percentage of Companies Considering Specific Threats as Major Threats to their Brands

Incorporating Lifecycle Management into the Marketing Organization

  • Figure 1.1: Does Your Company Have a Dedicated Lifecycle Management Team?
  • Figure 1.2: Department to Which Lifecycle Management Team Reports
  • Figure 1.3: Department Providing Oversight to Lifecycle Management Team
  • Figure 1.4: Position Spearheading LCM Activities
  • Figure 1.5: Structure of Lifecycle Management Teams
  • Figure 1.6: Lifecycle Management Activities Performed by Brand Teams
  • Figure 1.7: Lifecycle Management Activities Performed by Marketing Teams
  • Figure 1.8: Lifecycle Management Activities Performed by R&D / Clinical Development
  • Figure 1.9: Lifecycle Management Activities Performed by Medical Affairs
  • Figure 1.10: Lifecycle Management Activities Performed by Medical Publications
  • Figure 1.11: Lifecycle Management Activities Performed by Market Research / Competitive Intelligence
  • Figure 1.12: Lifecycle Management Activities Performed by Business Development
  • Figure 1.13: Lifecycle Management Activities Performed by Strategic Planning
  • Figure 1.14: Lifecycle Management Activities Performed by New Product Planning
  • Figure 1.15: Lifecycle Management Activities Performed by Legal / Regulatory
  • Figure 1.16: Lifecycle Management Activities Performed by Sales

Lifecycle Management Budgets and Return on Investment

  • Figure 2.1: How Is a Brand' s LCM Strategy-Setting Budget Determined?
  • Figure 2.2: Departments Determining Per-Brand Spend
  • Figure 2.3: Departments Contributing to Overhead Costs (At Companies Where LCM Lacks a Fully Dedicated Budget)
  • Figure 2.4: Self-Rating of Lifecycle Management Groups' Effectiveness
  • Measuring ROI and Effectiveness on LCM Initiatives
  • Figure 2.5: Average Percentage of US Revenue Lost in First Year of Generic Competition
  • Figure 2.6: Average Percentage of EU Revenue Lost in First Year of Generic Competition
  • Figure 2.7: Is Return on Investment for Lifecycle Management Efforts Measured?
  • Figure 2.8: Do Historical ROI Metrics Directly Guide Future Strategy Setting?
  • Figure 2.9: Difficulties Faced When Establishing an LCM Team
  • Figure 2.10: Performance of LCM Teams' Leadership
  • Figure 2.11: LCM Teams' Understanding of Threats and Opportunities
  • Figure 2.12: Adequate Resources and Funding of LCM Teams
  • Figure 2.13: Communication and Knowledge Management of LCM Teams
  • Figure 2.14: LCM Teams' Collaboration Across Business Functions
  • Figure 2.15: Companies' Performance in Strategic Timing of LCM Activities
  • Figure 2.16: Company' s Performance in Implementing LCM Initiatives
  • Figure 2.17: Effectiveness of Executed LCM Tactics
  • Figure 2.18: Significance of Generics Threats to LCM Teams
  • The Impact of Market Threats on Lifecycle Management Plans
  • Figure 2.19: Significance of Patent Litigation Challenges to LCM Teams
  • Figure 2.20: Significance of New Branded Market Competitors to LCM Teams
  • Figure 2.21: Significance of Managed Care and Formulary Access Challenges to LCM Teams
  • Figure 2.22: Significance of Price Wars to LCM Teams
  • Figure 2.23: Significance of Regulatory Challenges to LCM Teams
  • Figure 2.24: Significance of Scientific Development Limitations to LCM Teams

Strategic Considerations for Lifecycle Management Plans

  • Figure 3.1: Importance of Potential Return on Investment When Setting LCM Strategy
  • Figure 3.2: Importance of Market Research Findings When Setting LCM Strategy
  • Figure 3.3:Importance of Competitors' Strategy When Setting LCM Strategy
  • Figure 3.4:Importance of Past Experiences When Setting LCM Strategy
  • Figure 3.5: Importance of Strategy Execution Cost When Setting LCM Strategy
  • Figure 3.6: Importance of Strategy Execution Time When Setting LCM Strategy
  • Figure 3.7: Importance of Time Until Patent Expiration When Setting LCM Strategy
  • Figure 3.8: Importance of Scientific Possibilities When Setting LCM Strategy
  • Figure 3.9: Importance of Portfolio Prioritization When Setting LCM Strategy
  • Figure 3.10: Usefulness of Senior Management Buy-in When Executing LCM Strategies
  • Figure 3.11: Usefulness of Strong Leadership When Executing LCM Strategies
  • Figure 3.12: Usefulness of Cross-Functional Collaboration When Executing LCM Strategies
  • Figure 3.13: Usefulness of Core LCM Team Continuity When Executing LCM Strategies
  • Figure 3.14: Usefulness of Adequate Resources When Executing LCM Strategies
  • Figure 3.15: Usefulness of Ample Time When Executing LCM Strategies
  • Figure 3.16: Usefulness of Proactive Planning When Executing LCM Strategies
  • Figure 3.17: Usefulness of Previous Experience When Executing LCM Strategies
  • Figure 3.18: Usefulness of Efficient Knowledge Management When Executing LCM Strategies

Assessment of Lifecycle Management Tactics

  • New Indications
  • Figure 4.1: Phase In Which Companies Initiated New Indication Planning
  • Figure 4.2: Phase In Which Companies Initiated New Indication Execution
  • Figure 4.3: Number of Years Left on Patent When New Indication Strategy Execution Begins
  • Figure 4.4: Time Spent Implementing a New Indication Strategy
  • Figure 4.5: Would More Time Have Led to a Better New Indication Strategy?
  • Figure 4.6: Amount of Time Needed to Best Implement a New Indication Strategy
  • Figure 4.7: Additional Dollars Earned per Dollar Spent on a New Indication Strategy
  • Figure 4.8: Effectiveness of a New Indication in a Product LCM Strategy
  • Figure 4.9: Phase In Which Companies Initiated New Formulation Planning
  • New Formulations
  • Figure 4.10: Phase In Which Companies Initiated New Formulation Execution
  • Figure 4.11: Number of Years Left on Patent When New Formulation Strategy Execution Begins
  • Figure 4.12: Time Spent Implementing a New Formulation Strategy
  • Figure 4.13: Would More Time Have Led to Better Implementation of a New Formulation Strategy?
  • Figure 4.14: Amount of Time Needed to Best Implement a New Formulation Strategy
  • Figure 4.15: Additional Dollars Earned per Dollar Spent on a New Formulation Strategy
  • Figure 4.16: Effectiveness of a New Formulation in a Product LCM Strategy
  • Pediatric Exclusivity
  • Figure 4.17: Phase In Which Companies Initiated Pediatric Exclusivity Planning
  • Figure 4.18: Phase In Which Companies Initiated Pediatric Exclusivity Execution
  • Figure 4.19: Number of Years Left on Patent When Pediatric Exclusivity Execution Begins
  • Figure 4.20: Time Spent Implementing a Pediatric Exclusivity Strategy
  • Figure 4.21: Would More Time Have Led to Better Implementation of a Pediatric Exclusivity Strategy?
  • Figure 4.22: Additional Dollars Earned per Dollar Spent on a Pediatric Exclusivity Strategy
  • Figure 4.23: Effectiveness of a Pediatric Exclusivity in a Product LCM Strategy
  • Disease Management Programs
  • Figure 4.24: Phase In Which Companies Initiated Disease Management Program Planning
  • Figure 4.25: Phase In Which Companies Initiated Disease Management Program Execution
  • Figure 4.26: Number of Years Left on Patent When Disease Management Program Execution Begins
  • Figure 4.27: Time Spent Implementing a Disease Management Program Strategy
  • Figure 4.28: Would More Time Have Led to Better Implementation of a Disease Management Program Strategy?
  • Figure 4.29: Additional Dollars Earned per Dollar Spent on a Disease Management Program Strategy
  • Figure 4.30: Effectiveness of a Disease Management Program in a Product LCM Strategy
  • Strategic Pricing
  • Figure 4.31: Phase In Which Companies Initiated Strategic Pricing Planning
  • Figure 4.32: Phase In Which Companies Initiated Strategic Pricing Execution
  • Figure 4.33: Number of Years Left on Patent When Strategic Pricing Execution Begins
  • Figure 4.34: Time Spent Implementing a Strategic Pricing Strategy
  • Figure 4.35: Would More Time Have Led to Better Implementation of a Strategic Pricing Strategy?
  • Figure 4.36: Effectiveness of Strategic Pricing in a Product LCM Strategy
  • Figure 4.37: Phase In Which Companies Initiated Authorized Generic Planning
  • Authorized Generic
  • Figure 4.38: Phase In Which Companies Initiated Authorized Generic Execution
  • Figure 4.39: Number of Years Left on Patent When Authorized Generic Strategy Execution Begins
  • Figure 4.40: Time Spent Implementing an Authorized Generic Strategy
  • Figure 4.41: Would More Time Have Led to Better Implementation of an Authorized Generic Strategy?
  • Figure 4.42: Additional Dollars Earned per Dollar Spent on an Authorized Generic Strategy
  • Figure 4.43: Effectiveness of an Authorized Generic in a Product LCM Strategy
  • Combination Products
  • Figure 4.44: Phase In Which Companies Initiated Combination Product Planning
  • Figure 4.45: Phase In Which Companies Initiated Combination Product Execution
  • Figure 4.46: Number of Years Left on Patent When Combination Product Execution Begins
  • Figure 4.47: Time Spent Implementing a Combination Product
  • Figure 4.48: Would More Time Have Led to Better Implementation of a Combination Product?
  • Figure 4.49: Amount of Time Needed to Best Implement a Combination Product
  • Figure 4.50: Additional Dollars Earned per Dollar Spent on a Combination Product
  • Figure 4.51: Effectiveness of a Combination Product in a Product LCM Strategy
  • Next-Generation Products
  • Figure 4.52: Phase In Which Companies Initiated Next-Generation Product Planning
  • Figure 4.53: Phase In Which Companies Initiated Next-Generation Product Execution
  • Figure 4.54: Number of Years Left on Patent When Next-Generation Product Execution Begins
  • Figure 4.55: Time Spent Implementing a Next-Generation Product
  • Figure 4.56: Would More Time Have Led to Better Implementation of a Next-Generation Product?
  • Figure 4.57: Amount of Time Needed to Best Implement a Next-Generation Product
  • Figure 4.58: Additional Dollars Earned per Dollar Spent on a Next-Generation Product
  • Figure 4.59: Effectiveness of a Next-Generation Product in a Product LCM Strategy
  • Figure 4.60: Effectiveness of a New Dosing Regimen in a Product LCM Strategy
  • New Dosing Regimens
  • Figure 4.61: Phase In Which Companies Initiated New Dosing Regimen Planning
  • Figure 4.62: Phase In Which Companies Initiated New Dosing Regimen Execution
  • Figure 4.63: Number of Years Left on Patent When New Dosing Regimen Execution Begins
  • Figure 4.64: Would More Time Have Led to Better Implementation of a New Dosing Regimen?
  • Figure 4.65: Effectiveness of Patent Litigation in a Product LCM Strategy
  • Patent Litigation
  • Figure 4.66: Phase In Which Companies Initiated Patent Litigation Planning
  • Figure 4.67: Phase In Which Companies Initiated Patent Litigation Execution
  • Figure 4.68: Time Spent Implementing a Patent Litigation Strategy
  • Figure 4.69: Number of Years Left on Patent When Patent Litigation Execution Begins
  • Figure 4.70: Effectiveness of an Rx-to-OTC Switch in a Product LCM Strategy
  • Rx-to-OTC Switching
  • Figure 4.71: Phase In Which Companies Initiated Rx-to-OTC Planning
  • Figure 4.72: Phase In Which Companies Initiated Rx-to-OTC Execution
  • Figure 4.73: Number of Years Left on Patent When Rx-to-OTC Execution Begins
  • Figure 4.74: Time Spent Implementing an Rx-to-OTC Strategy
  • Figure 4.75: Amount of Time Needed to Best Implement an Rx-to-OTC Switch
  • Figure 4.76: Would More Time Have Led to Better Implementation of an Rx-to-OTC Switch?

醫療藥品的生命週期管理是由出版商Cutting Edge Information在2010年09月30日所出版的。這份市場調查報告書包含152 Pages 價格從美金7695起跳。

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