Confidence Beyond Compliance

There are many decisions across the drug development lifecycle that, when made without considering the value implications, can lead to significant loss of commercial potential. These include:

  • When a company pursues a new product opportunity that lacks sufficient viability
  • When it fails to collect adequate economic outcomes data during the clinical development phase
  • When it defines a weak value proposition or selects the wrong payer targets when developing a market access strategy
  • When it pays too much for access because it has not succeeded in building a convincing, data driven market access narrative

The primary goal of the commercial strategy function is to ensure that clinical development plans are aligned with commercial goals and market landscape realities. Commercial strategy addresses the commercial implications of clinical development, including the opportunity size, sales and marketing cost, commercial risk and time to profitability. Due to the significant investment required to bring drugs to market, commercial strategy is ideally commenced at the earliest stages of clinical development and integrated throughout a drug’s lifecycle. Typical commercial strategy activities are reflected below:

  • Opportunity & Market Assessment
  • Portfolio Strategy & Prioritization
  • Disease Awareness & Medical Strategy
  • Brand Strategy & Development
  • Commercial Model Design
  • Launch Strategy & Planning and Launch Tracking

PharmaLex excels in developing commercial strategy in partnership with its clients. Central to these services, the Company can help evaluate the market, understand and shape client goals; and synthesize a plan to achieve those goals, and in some cases help implement the plan.

In most cases, PharmaLex is engaged by pharmaceutical companies that are evaluating internal strategy for developing and prioritizing products in the development pipeline, or planning for changes in the market, such as new competitive products or patent expiration. However, the Company also supports a variety of complementary, transaction-oriented services:

  • Emerging pharmaceutical companies working with boards, management teams and investors to develop and validate strategic plans, to align business activities, financing options and liquidity expectations of shareholders;
  • Management teams assisting with project management and negotiation of divestiture and out licensing as part of new product planning services;
  • Venture capital and private equity investors to evaluate potential investments or acquisitions;
  • And Pharmaceutical companies seeking to complete an efficient and fairly valued sale of “tail assets,”