Small And Specialty Drug Branding: Tapping Niche Market Potential (PH83)

Commercializing new drugs continues to challenge companies across the pharmaceutical and biotechnology sectors. Cutting Edge Information published this study to assist individuals and product teams who seek guidance in the allocation of pre- and post-launch marketing resources for small and specialty brands.

The information contained in this report is based on primary research gathered from brand managers and directors, marketing executives and marketing support function team members working with brands marketed in the United States, Europe and worldwide.

The following recommendations and conclusions were among Cutting Edge Information’s top study findings:

Support niche brand launches with stronger promotional infrastructures.

Niche brand development is a catch-22; companies hesitate to invest heavily in a drug targeted for less than $500 million in peak annual sales and niche brands cannot exceed $500 million because they are not properly supported. The highest global spending for any niche brand profiled in this study is…

Invest more funds in thought leader development than advertising for European launches.

With such limited budgets, brand teams need to be particularly meticulous in allocating resources to the various marketing functions. One core marketing strategy that brand teams approach differently…

Leverage smaller products for profits and strategic objectives, focusing on brand activities and advertising to grow revenue.

Blockbuster products reach multibillion dollar revenues thanks to their experienced marketing organizations. However, even experienced marketing organizations rely on niche drug launches to fill portfolio gaps and expand into new therapeutic areas. Companies with the promotional wherewithal to maximize niche sales…

Assign marketing resources in a timely fashion to have greatest impact.

Marketing a niche drug entails great attention to the timing of marketing activities. By the same token, allocating marketing dollars to support these marketing functions during key stage gates in a product’s development is paramount to a drug’s success...

Assign global staffing levels according to marketing investment levels and drugs’ unique demands.

It is generally true that FTEs increase alongside financial investments. Closer examination of the products, however, shows that dollars spent is not always a predictor of staffing levels

Published 2006, 191 Pages, 400+ Metrics, 100+ Charts and Diagrams, Format: PDF
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