time-to-peak sales

Service description

There is a substantial commercial advantage in terms of peak sales in being first-to-market with a new therapeutic, but at the same time, periods of market exclusivity are reducing. Our service is aimed to enable companies to optimise returns on their investments in product development by ensuring their development process is both effective and efficient.

Our approach is to understand your current working practices as a pre-requisite to identifying opportunities for improvement. This is done by an empowered project team who map all the existing business processes. The kind of issues this analysis identifies are:

inconsistencies in working practices between product development teams,
lack of management information (eg overview of entire clinical program)
discontinuities between functions (eg Medical and Marketing)
unstructured candidate molecule evaluation process

The findings are reviewed in the context of the organization's aspirations (eg entry in new markets or therapeutic areas) The projected future state model is then mapped onto the existing processes to identify the implications of projected changes (eg consolidating clinical and commercial supplies) The findings will be presented back to the sponsors and the initiatives identified prioritised for action

The implementation phase is entirely dependent on the areas of opportunity identified. Generically, this will involve initiating and sponsoring a series of projects, all of which will need to be effectively managed to ensure they deliver the projected benefit. The final project deliverable, typically six months later, will be a summary report reviewing the effectiveness of the change program against it's original objectives

Case Study

• Our client was an international pharmaceutical company known for its ability to create innovative products through excellent clinical research.
• One local country affiliate continued to support phase IV marketing trials in ernest. Occasionally the costs involved for the affiliate proved hard to constrain, the research produced was feared to be at least of little value and occasionally harmful to the company product aspiration. The local marketing department defended the right to continue with marketing support trails.
• A joint consultant-client team was formed. Critically the group consisted of clinical research marketing personnel plus external investigators as well as The Harten Group consultants. Marketing goals were clearly and honestly defined. Clinical trials were reviewed in depth. Visits to specific sites were undertaken.
• In the first year approximately £150,000 was reclaimed to the marketing department from agreed trials. A new role of clinical trials advisor was created, recruited and trained. Time from excellent research to effective marketing was reduced significantly due the enormous improvement in relations between Clinical Research and Marketing departments.