Tony Ellery, Neal Hansen

Pharmaceutical Lifecycle Management

Making the Most of Each and Every Brand

• Gebundenes Buch

Produktbeschreibung

This book systematically explains how LCM strategies can help the pharmaceutical industry maximize the value of its patented brands through effective drug development programs and brand management. The authors share their combined 50 years of experience in the industry, citing numerous recent examples and case histories, and demonstrating how different measures can be combined to create winning strategies. The text helps pharmaceutical professionals understand challenges facing the industry and the role LCM has in confronting them, and offers a look ahead to predict which LCM strategies will continue to be effective in the future. A must-read for pharmaceutical executives and managers.

Produktdetails

• Verlag: Wiley & Sons
• Artikelnr. des Verlages: 14548753000
• 1. Auflage
• Seitenzahl: 412
• Erscheinungstermin: 5. Juni 2012
• Englisch
• Abmessung: 240mm x 161mm x 27mm
• Gewicht: 714g
• ISBN-13: 9780470487532
• ISBN-10: 0470487534
• Artikelnr.: 34744187

Autorenporträt

TONY ELLERY is a consultant with Ellery Pharma Consulting. Until September 2008, he was the Head of Pharmaceutical Lifecycle Management in Portfolio Management at Novartis AG. Prior to this, he occupied positions of increasing seniority in research, development, and marketing at different companies, including Roche, Ciba Vision, and Novartis. Dr. Ellery has served as a member of the Ciba-Geigy Research Advisory Board and the Novartis Pharma Development Management Board. He is a popular speaker on lifecycle, project, and portfolio management. NEAL HANSEN is the Managing Director of Healthcare Consulting within the Informa Group, encompassing Datamonitor Healthcare Consulting and Phasic Strategy. Previously, he was the European Head of Consulting within Wood Mackenzie's Life Sciences Practice. He works with many key players in the pharmaceutical industry to support effective decision making for brand and portfolio strategy and has chaired and spoken at numerous conferences in the field of lifecycle management and the changing nature of the generic drug industry.

Inhaltsangabe

Acknowledgments xvii Introduction xix PART A Lifecycle Management Business
Environment 1 1. Challenges Facing the Branded Drug Industry 3 1.1 Depleted
NME Pipelines/Lower R&D Efficiency 4 1.2 Higher Development Costs 8 1.3
Safety Concerns 9 1.4 Tougher Environment for Pricing, Reimbursement, and
Listing 12 1.5 Increased Competition 16 1.6 Earlier Genericization 17 1.7
Faster Sales Erosion Following Patent Expiry 18 1.8 Poor Image of Branded
Drug Industry 20 1.9 Diversification 26 2. The Life Cycle of Industries,
Technologies, and Brands 30 2.1 Diffusion of Innovations 30 2.2 The
Lifecycle Curve 32 2.3 Lifecycle Phases 34 3. The Life Cycle of a
Pharmaceutical Brand 38 3.1 Lifecycle Curve of Pharmaceuticals 41 3.2
Factors Affecting Rate of Conversion to Generics 44 3.3 The Life Cycle of a
Pharmaceutical Brand 46 PART B Lifecycle Management Regulatory and Legal
Environment 55 4. The Generic Approval Process 57 4.1 United States 57 4.2
Europe 59 4.3 Japan 61 5. Hatch-Waxman Legislation and Its Effects on LCM
62 5.1 Hatch-Waxman Act of 1984 62 5.2 Medicare Modernization Act of 2003
64 5.3 FDA Amendments Act of 2007 65 5.4 Q1 Program Supplemental Funding
Act of 2008 66 5.5 Discussion of Hatch-Waxman Legislation 66 6. U.S.
Health-Care Reform 2010 69 7. European Sector Inquiry 72 PART C Patents and
Exclusivities 77 8. Patents and Other Intellectual Property Rights 79 8.1
Nonpatent Intellectual Property Rights 79 8.2 What Are Patents? 81 8.3 What
Is Patentable? 83 8.4 How Long Does a Patent Last? 87 8.5 Patent Term
Restoration in the United States 87 8.6 Supplementary Protection
Certificates in Europe 88 8.7 Patent Term Extension in Japan 89 8.8 How Are
Patents Obtained? 89 8.9 Patent Enforcement 91 8.10 Types of Patents 92
8.11 KSR versus Teleflex--Raising the Nonobviousness Bar 94 8.12 Patent
Strategy 96 9. Nonpatent Exclusivities 99 9.1 NCE Exclusivity (United
States) 99 9.2 New Clinical Study Exclusivity (United States) 100 9.3 Data
and Marketing Exclusivity (Europe) 100 9.4 Data Exclusivity (Japan) 101 9.5
Orphan Drug Exclusivity 101 9.6 Pediatric Exclusivity 103 9.7 180-Day
Generic Product Exclusivity 105 10. Patent Settlements 107 PART D
Developmental LCM 113 11. Strategic Principles of Developmental LCM 115
11.1 Developmental LCM Goal 1: Provide a Meaningful Improvement in Clinical
Profile 116 11.2 Developmental LCM Goal 2: Increase the Potential
Real-World Patient Potential for the Brand 118 11.3 Developmental LCM Goal
3: The Ability to Generate an ROI 120 11.4 Developmental LCM Goal 4: The
Ability to Enhance Market Exclusivity of the Brand Franchise 121 12.
Indication Expansion and Sequencing 123 12.1 Categories of Indication
Expansion 123 13. Patient Subpopulations and Personalized Medicine 131 13.1
What Does a Good Patient Selection Strategy Look Like? 135 13.2 Patient
Selection without Predictive Criteria: Post Hoc Approaches 138 13.3 What
about the Patients Who Are Not Selected? 139 14. New Dosage Strengths, New
Dosage Regimens 140 14.1 New Dosage Strengths 140 14.2 New Dosage Regimens
141 15. Reformulation, New Routes of Administration, and D rug Delivery 143
15.1 Reformulation and New Routes of Administration 143 15.2 Drug Delivery
Devices 149 16. Fixed-Dose Combinations (FDCs) and C o-Packaging 152 17.
Second-Generation Products and Modified Chemistry 159 17.1 Isomerism 160
17.2 Polymorphism 161 17.3 Salts, Ethers, and Esters 162 17.4 Prodrugs and
Metabolites 163 18. Other Development LCM Strategies 165 18.1 Manufacturing
Strategies 165 18.2 White Papers and Citizen Petitions 166 PART E
Commercial LCM 167 19. Strategic Principles of Commercial LCM 169 19.1
Commercial LCM Goal 1: The Ability to Drive Widespread and Preferential
Patient Access to the Brand 170 19.2 Commercial LCM Goal 2: The Ability to
Defend Market Access and Formulary Position 170 19.3 Commercial LCM Goal 3:
The Ability to Optimize Profitability of the Brand Franchise 171 20.
Geographical Expansion and Optimization 172 20.1 Geographic Expansion 174
20.2 Harmonization and Rationalization 175 21. OTC S witching 178 21.1 What
to Switch: Choosing the Best Approach 179 21.2 Where to Switch: Dealing
with Intermarket Variability 181 21.3 When to Switch: Balancing the Product
Life Cycle? 183 21.4 How to Make the Switch Successful: What Corporate
Support Is Required? 184 22. Brand Loyalty and Service Programs 186 23.
Strategic Pricing Strategies 190 23.1 Pricing Strategy and Tactics in the
Launch and Growth Phases 190 23.2 Pricing Strategy and Tactics Following
Patent Expiry 193 24. Generic Strategies and Tactics 198 25. Exit
Strategies 204 PART F Biologics and Biosimilars 207 26. Biologics and LCM
209 26.1 Emergence of Biotech 209 26.2 Some Definitions 210 26.2.1
Biologics 210 26.3 Uptake and Value of Biologics 211 26.4 LCM of Biologics
213 27. Biosimilars and T heir Impact on Biologic LCM 217 27.1 Changing
Terminology: Biogenerics, Biosimilars, and FOBs 217 27.2 Why Are
Biosimilars a Big Deal? 219 27.3 How Are Biosimilars Different? 220 27.4
Biosimilar Approval Pathways 220 27.5 Substitution of Biosimilars 223 27.6
Innovator Responses to Biosimilar Threats 225 27.7 The Future for Biologics
LCM 226 27.8 The Emergence of the "Innovasimilar" Biopharma Company 229
27.9 Final Words 231 PART G The Integrated Brand LCM Strategy and Its
Implementation 233 28. Strategic Goals of LCM Brand Plans 235 28.1 Position
to Market 235 28.2 Comparative Clinical Profile versus Gold Standard 237
28.3 Level of Market Unmet Need 237 29. Ten Keys to Successful LCM 238 29.1
Excellent Functional Expertise 238 29.2 Visible Management Support 244 29.3
Unambiguous Ownership 245 29.4 An Early Start 246 29.5 A Robust "Broad to
Bespoke" Process 248 29.6 Focus on "High LCM Value Brands" 249 29.7
Adequate Resources 250 29.8 Measurements and Rewards 250 29.9 Training and
Support 252 29.10 Realism 252 30. Organizational Structures and Systems for
Ensuring Successful LCM 254 30.1 Organization of Project and Brand
Management 254 30.2 Project and Brand LCM Structures 259 30.3 LCM Center of
Excellence 263 30.4 Composition of the LCM CoE 266 31. The LCM Process:
Description, Timing, and Participants 268 31.1 Purpose of the LCM Process
268 31.2 Timing of the LCM Process 269 31.3 Description of the LCM Process
271 PART H Integrating LCM with Portfolio Management 277 32. Principles of
Portfolio Management 279 33. LCM Projects in the Development Portfolio 284
34. Managing Established Brand Portfolios 286 34.1 What Do You Do with a
Priority Established Brand? 288 34.2 What about the Nonpriority Brands? 289
34.3 Building the Ideal Established Brands Portfolio 290 Conclusions 291
APPENDIX: Case Histories 294 1 Case History: Market and Product-Shaping
Dynamics in Action 294 2 Case History: Optimizing Clinical Profile versus
Gold Standards 298 3 Case History: Partnering to Ensure Reimbursement and
Collect Cost-Effectiveness Data 299 4 Case History: Active Metabolites and
Late-Listed Patents 301 5 Case History: A Fixed-Dose Combination (FDC) that
Could Not Fail, or Could It? 303 6 Case History: Indication Expansion 305 7
Case History: Killing a Franchise through Over-the-Counter (OTC) Switching
307 8 Case History: Moving FDCs to the Fore in Diabetes 308 9 Case History:
FDCs and Multiple Dosage Strengths 310 10 Case History: Building Compliance
Support Program 312 11 Case History: Targeting Responders with High-Price
Cancer Agents 314 12 Case History: Failure of a "No-Brainer" LCM Strategy
315 13 Case History: At-Risk Launches and Prodrug Patents 320 14 Case
History: New Dosages, FDC, and Patent Litigation 322 15 Case History: High
Regulatory Hurdles for Lifestyle Drugs 325 16 Case History: Big Money from
Orphan Indications 327 17 Case History: Not Giving Up on a Controversial
Brand 330 18 Case History: Expanding a Medical Aesthetics Franchise with an
Ophthalmic Drug 332 19 Case History: Patent Expiry of the Biggest Drug
Brand Ever 335 20 Case History: Early Out-Licensing by Biotech: Take the
Money and Run 336 21 Case History: Codevelopment and Comarketing Deals End
in a Megamerger 338 22 Case History: A Hugely Successful LLCM Switch
Strategy: Business Needs and Reputational Issues Collide 344 23 Case
History: Combining Production Outsourcing with Settlement with a Generic
Competitor 349 24 Case History: Reformulating for Success in Osteoporosis
351 25 Case History: Isomerism, Polymorphism, and Settlements 354 26 Case
History: Payers versus Brand for Patient Selection 356 27 Case History:
Litigation Can Delay Generic Entry in the OTC Field Too 358 28 Case
History: Inconsistent Court Decisions Can Hurt Both Brand and Generic
Companies 360 29 Case History: Holding on to an Antipsychotic Franchise 362
30 Case History: LCM Creates an Almost Immortal Brand 364 31 Case History:
LCM of a Women's Health Franchise 366 32 Case History: Indication
Expansion/New Dosage Strength 369 INDEX 371