Achieving Launch Excellence in Asia-Pacific Transcript ... - IMS Health

More documents

Recommendations

Info

So the key is to target all stakeholders then. Exactly right. Roche is a good example with the success of their oncology products in a many geographies. They were basically more prepared. They found a local strategy in each country, they made a success of engaging all stakeholders, and that includes patients, they worked out how to best work with payers in the local context. So it proves it can be done with more preparation and an in-depth understanding of the individual market. But how do companies manage the different timescales? There needs to be strong governance of the launch strategy across functions and geographies with a focus on quality and timeliness. I see, so everyone working to common objectives and strategies relevant to their area. Yes that’s right. Basically it comes down to the right internal alignment and measurements of the launch strategy. Companies that have succeeded at launch did well in building alignment into their planning process, creating enterprisewide launch focus, and benchmarking and tracking performance consistently. So the launch process needs to be managed from the top down. Not necessarily, but centrally driven yes. Certainly senior management leadership is crucial for setting the broad direction. When launches have been unsuccessful, we have seen that wrong expectations have been set in terms of over promising or ignoring potential. Also there tended to be an insistence on global policies being followed that work in the US or EMEA perhaps but don’t work elsewhere. As I mentioned before, it all comes down to knowing your market. A case of one size does not fit all. Precisely. Companies need to work out the dynamics in individual markets and work that market locally. So, you’ve mentioned an interesting point, that what works in one market does not work in other countries necessarily. Let’s look specifically at the Asia Pacific market now and the localisation that needs to take place. Well, as I’ve just mentioned, the crux of the matter is knowing your market and being able to adapt your strategies to local markets. Failures in the past clearly resulted from the failure of companies to capitalise on opportunities. What kinds of opportunities were typically missed? 4
For example, the companies failed to develop a deep understanding of the indigenous economies, historical trends, cultural predilections and public policy among other things. The launch was compromised in each case as a result. They needed to consider that the approaches they had been using in Western markets might not fit local circumstances. What will work in the US for example is not necessarily going to work in Korea. Of course. So homework was not done then. To a certain extent, yes, but you have to remember that these markets were generally unknown territory. And other factors contributed as well, such as an absence of clear forecasting data in these emerging markets, compounded by the fact that the majority of patients were undiagnosed, under compliant or under served. With a lack of data on the true healthcare system in the target country, it is difficult for pharmaceutical companies to adequately plan launches. And of course there are the challenges faced with Asia being such a dynamic market. What do you mean by that? Well, markets in Asia are changing all the time. So launch principles have to be revised more often than would be necessary in a traditional market, which isn’t going to change much over time. To give you an example, the market in China has changed beyond all recognition from the market it was a year ago, so launch principles that were used last year simply won’t be appropriate today. In some countries, the landscape changes so fast that strategies have to be revised even during the launch process itself. So what kinds of changes take place in these markets that can have such an impact on launch success or failure? It can be introduction of new regulations, government reforms, changes in insurance regulations, or more drastically, policy change as a result of a change of leadership following an election can change the potential success and entire outlook for a launch overnight – for instance in the US with the passing of the Healthcare Reform legislation creating expanded coverage for uninsured Americans. In the Asian context, the healthcare reform activities in China as well as is the impact of mandatory drug pricing controls on generic supply driven by the recent elections in the Philippines. I see. So how can pharmas be better prepared to launch? At IMS Health, we have identified the five drivers for launch uptake in any country are Advocacy, Approval, Access, Adoption and Adherence. But in addition, companies need to consider what we call the Three As of pharma 5
Page 1 and 2: Achieving Launch Excellence in the
Page 3: prescribed for new patients, by hav
Page 7 and 8: ural markets. MNCs can also meet th

Achieving Launch Excellence in Asia-Pacific Transcript ... - IMS Health

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?