Commercialisaton of Biosimilars: Multifunctional teamwork for success
Commercialisation of Biosimilars
From bench to bedside, biosimilars continue to dominate boardroom discussions around the world. But after all the talking, what's the secret to success in this high stakes market? Against a backdrop of ever increasing competition and great expectations, the most effective and lucrative commercial strategies for biosimilars are emerging. Is it a case of 'business as usual' or do experts believe companies need to choose 'a road less travelled'? Commercialisation of Biosimilars: Team Tactics & Strategies Across the Product Lifecycle reveals what you need to know, and what you need to avoid.
Discover on this page
1. Key themes covered in the report
2. What you will learn from the report
3. Detailed table of contents
4. Research objectives and methodologies employed producing in the report
1. Reasons to buy this report
Operating in a biosimilar world means that companies need to find new and innovative ways to differentiate themselves versus the competition; conversations have moved from clinical differentiation to commercial differentiation. So when it comes to commercial differentiation, is it just about being the cheapest product on the pharmacy shelf? Not so, say experts. While price gives you the 'ticket to the game', it will only take you so far. So what are the options? Experts suggest that the way forward is a hybrid approach, where the best bits of innovative drug and generic drug commercialisation are blended in order to forge a new path.
This report will enable you to:
This report draws on the views and experience of experts directly involved in developing biosimilars and bringing them to market. It provides a valuable perspective on this growth area and offers the benefit of lessons learned, pitfalls to avoid, plus ideas on how to proceed.
The insights presented are based on detailed interviews carried out between 8 August 2017 and 3 October 2017 with 9 biosimilar-focused professionals.
When should a biosimilar commercial strategy be formulated and who should be involved?
Who should define the strategic vision at each stage in the biosimilar lifecycle?
What is the importance of steering committees?
What role do specific internal teams play, and when are they most critical?
What are the key differences between the pre- and post-approval phases for commercial strategy development and implementation?
How should global tactics be adapted to fit local markets; what market-specific tactics are needed?
What influences decision-making at each stage of commercial strategy development?
How do experts see biosimilars commercial strategies and market tactics evolving?
3. Table of Contents
Executive summary
Research objectives and methodology
About FirstWord
FirstWord is an innovative industry intelligence leader serving over 240,000 Pharma and MedTech professionals worldwide. FirstWord offers a range of products and services designed to help your company gain a competitive edge by making key business decisions with speed and confidence.
FirstWord Pharma PLUS is a personalised and comprehensive intelligence service delivering up-to-the-minute pharma news, insight, analysis and expert views of importance to your company’s success.
FirstWord Reports deliver timely, need-to-know intelligence about your products, your competitors and your markets. Covering biosimilars, market access, medical affairs, sales & marketing, technology and therapy areas, FirstWord Reports provide expert views and intelligence on the challenges facing pharma today.
From bench to bedside, biosimilars continue to dominate boardroom discussions around the world. But after all the talking, what's the secret to success in this high stakes market? Against a backdrop of ever increasing competition and great expectations, the most effective and lucrative commercial strategies for biosimilars are emerging. Is it a case of 'business as usual' or do experts believe companies need to choose 'a road less travelled'? Commercialisation of Biosimilars: Team Tactics & Strategies Across the Product Lifecycle reveals what you need to know, and what you need to avoid.
Discover on this page
1. Key themes covered in the report
2. What you will learn from the report
3. Detailed table of contents
4. Research objectives and methodologies employed producing in the report
1. Reasons to buy this report
Operating in a biosimilar world means that companies need to find new and innovative ways to differentiate themselves versus the competition; conversations have moved from clinical differentiation to commercial differentiation. So when it comes to commercial differentiation, is it just about being the cheapest product on the pharmacy shelf? Not so, say experts. While price gives you the 'ticket to the game', it will only take you so far. So what are the options? Experts suggest that the way forward is a hybrid approach, where the best bits of innovative drug and generic drug commercialisation are blended in order to forge a new path.
This report will enable you to:
- Get up-to-speed on the current biosimilars landscape including opportunities, investment drivers, regulatory and policy developments, and the key factors influencing the market.
- Define team roles and responsibilities across spectrum biosimilar asset's lifecycle, including technical and manufacturing, clinical and regulatory, medical affairs, commercial and legal.
- Set out timings and key stages for commercial strategy development and implementation including guidance on when to involve specific functions.
- Formulate a plan of attack for data, key performance indicators and pre- versus post-approval activities and responsibilities.
- Build a strategy for global and local implementation success, considering who takes the lead and the five critical elements not to be ignored.
- Look ahead to potential future strategy development and implementation challenges facing biosimilars as the market matures, and discover longer term ideas to boost success rates.
This report draws on the views and experience of experts directly involved in developing biosimilars and bringing them to market. It provides a valuable perspective on this growth area and offers the benefit of lessons learned, pitfalls to avoid, plus ideas on how to proceed.
The insights presented are based on detailed interviews carried out between 8 August 2017 and 3 October 2017 with 9 biosimilar-focused professionals.
- Caroline Boulliat, Head of Biosimilar, Business Unit Director, Amgen (UK/Ireland)
- Rakesh Dixit, VP R&D, MedImmune (AstraZeneca)
- Dr. Rüdiger Jankowsky, Managing Director, Cinfa Biotech
- Steven Lehrer, Managing Director, SBLehrer LLC
- Grzegorz Orlik, MD, Head of Medical Affairs, Biosimilars and Generics (Europe), Accord Healthcare
- Erik Skullerud, Owner & Managing Partner, Element Consulting
- VP Medical, Global Biotech Company (anonymous)
- Pricing & Reimbursement Strategy Manager, Top 10 Pharma Company (anonymous)
- Account Manager, European Biosimilars Company (anonymous)
When should a biosimilar commercial strategy be formulated and who should be involved?
Who should define the strategic vision at each stage in the biosimilar lifecycle?
What is the importance of steering committees?
What role do specific internal teams play, and when are they most critical?
What are the key differences between the pre- and post-approval phases for commercial strategy development and implementation?
How should global tactics be adapted to fit local markets; what market-specific tactics are needed?
What influences decision-making at each stage of commercial strategy development?
How do experts see biosimilars commercial strategies and market tactics evolving?
3. Table of Contents
Executive summary
Research objectives and methodology
- Objectives
- Methodology
- Strategic reasons for investing in the biosimilars market
- Sizing the current biosimilars opportunity
- The current commercial landscape for biosimilars
- A summary of the current biosimilars pipeline
- Key regulatory and policy developments in the biosimilars market
- Key drivers and resistors, and their influence on the commercial landscape for biosimilars
- Key insights
- Biosimilar companies need to 'begin with the end in mind' when it comes to developing the commercial strategy for biosimilar brands and portfolios
- Defining the commercial strategy for a biosimilar requires a multi-stakeholder, cross-functional approach
- Commercial teams have an important role in commercial strategy development, but other functions provide much needed expertise and insight
- External steering committees and advisory boards are used, but their level of involvement will decline as the market matures
- Key insights
- Multiple teams are involved in developing, supporting and implementing the commercial strategy for biosimilars
- Technical and manufacturing teams give life to biosimilar programmes and play a key role in driving future commercial strategy
- Clinical and regulatory teams are responsible for the accumulation of positive clinical experience for a biosimilar, but visibility within certain organisations could be an issue
- Medical affairs plays a critical role in shaping biosimilar commercial strategy via communication, education and key stakeholder management
- Legal teams provide much needed visibility on a biosimilar company's freedom to operate, without which commercial strategy would be unable to evolve
- Commercial teams form the sharp end of the spear in relation to commercial strategy, owning both development and implementation across multiple countries
- Biosimilar companies are advised to develop strong relationships with patient advocacy and support groups in order to understand what levels of support will be needed
- Key insights
- Commercial strategy for a biosimilar brand and/or portfolio must build from five critical elements
- In the early stages of product development, global teams tend to take the lead on developing product and portfolio commercial strategy
- Local teams take more ownership over commercial strategy implementation as a biosimilar gets closer to being launched, with global teams supporting where needed
- Global brand/portfolio tactics must be adapted to fit the local market in order for a biosimilar's commercial strategy to be relevant in all markets
- Key insights
- As the biosimilar market matures, commercial strategies will evolve to focus more on education, embrace innovation and put price front and centre of decision making
- To support more effective collaboration, global and local affiliate teams need to focus on communication, education and sharing best practice
- A successful commercial strategy will be supported by robust market understanding and selection, flexible pricing, differentiation, product quality and effective stakeholder management
About FirstWord
FirstWord is an innovative industry intelligence leader serving over 240,000 Pharma and MedTech professionals worldwide. FirstWord offers a range of products and services designed to help your company gain a competitive edge by making key business decisions with speed and confidence.
FirstWord Pharma PLUS is a personalised and comprehensive intelligence service delivering up-to-the-minute pharma news, insight, analysis and expert views of importance to your company’s success.
FirstWord Reports deliver timely, need-to-know intelligence about your products, your competitors and your markets. Covering biosimilars, market access, medical affairs, sales & marketing, technology and therapy areas, FirstWord Reports provide expert views and intelligence on the challenges facing pharma today.
1. EXECUTIVE SUMMARY
2. RESEARCH OBJECTIVES AND METHODOLOGY
2.1 Objectives
2.2 Methodology
3. BIOSIMILARS: A QUICK SNAPSHOT OF THE CURRENT MARKET
3.1 Strategic reasons for investing in the biosimilars market
3.2 Sizing the current biosimilars opportunity
3.3 The current commercial landscape for biosimilars
3.4 A summary of the current biosimilars pipeline
3.5 Key regulatory and policy developments in the biosimilars market
3.6 Key drivers and resistors, and their influence on the commercial landscape for biosimilars
4. TIMING AND DEFINING THE COMMERCIAL STRATEGY FOR BIOSIMILARS
4.1 Key insights
4.1.1 Biosimilar companies need to ‘begin with the end in mind’ when it comes to developing the commercial strategy for biosimilar brands and portfolios
4.1.2 Defining the commercial strategy for a biosimilar requires a multi‑stakeholder,cross-functional approach
4.1.3 Commercial teams have an important role in commercial strategy development, but other functions provide much needed expertise and insight
4.1.4 External steering committees and advisory boards are used, but their level of involvement will decline as the market matures
5. TEAM ROLES AND RESPONSIBILITIES DURING COMMERCIAL STRATEGY DEVELOPMENT AND IMPLEMENTATION
5.1 Key insights
5.1.1 Multiple teams are involved in developing, supporting and implementing the commercial strategy for biosimilars
5.1.2 Technical and manufacturing teams give life to biosimilar programmes and play a key role in driving future commercial strategy
5.1.3 Clinical and regulatory teams are responsible for the accumulation of positive clinical experience for a biosimilar, but visibility within certain organisations could be an issue
5.1.4 Medical affairs plays a critical role in shaping biosimilar commercial strategy via communication, education and key stakeholder management
5.1.5 Legal teams provide much needed visibility on a biosimilar company’s freedom to operate, without which commercial strategy would be unable to evolve
5.1.6 Commercial teams form the sharp end of the spear in relation to commercial strategy, owning both development and implementation across multiple countries
5.1.7 Biosimilar companies are advised to develop strong relationships with patient advocacy and support groups in order to understand what levels of support will be needed
6. COMPARING AND CONTRASTING PRE- AND POST-APPROVAL ACTIVITIES
6.1 Key insights
6.1.1 R&D teams take control of pre-approval activities, with commercially focused colleagues taking the ‘baton’ when it comes to post-approval activities
6.1.2 Data remains the most critical influence on overall commercial strategy, with a company’s ability to translate this into meaningful messages also important
6.1.3 Typical pressures include lack of information upon which to make decisions, including what level of competition could exist and the ‘go to market’ approach
6.1.4 Commercially focused key performance indicators (KPIs) trump other non-commercial KPIs when it comes to measuring the success (or failure) of the commercial strategy
7. BALANCING GLOBAL AND LOCAL CONTROL OF STRATEGY DEVELOPMENT AND IMPLEMENTATION
7.1 Key insights
7.1.1 Commercial strategy for a biosimilar brand and/or portfolio must build from five critical elements
7.1.2 In the early stages of product development, global teams tend to take the lead on developing product and portfolio commercial strategy
7.1.3 Local teams take more ownership over commercial strategy implementation as a biosimilar gets closer to being launched, with global teams supporting where needed
7.1.4 Global brand/portfolio tactics must be adapted to fit the local market in order for a biosimilar’s commercial strategy to be relevant in all markets
8. KEY FUTURE CHALLENGES IN RELATION TO OPTIMAL STRATEGY DEVELOPMENT AND IMPLEMENTATION FOR BIOSIMILARS
8.1 Key insights
8.1.1 As the biosimilar market matures, commercial strategies will evolve to focus more on education, embrace innovation and put price front and centre of decision making
8.1.2 To support more effective collaboration, global and local affiliate teams need to focus on communication, education and sharing best practice
8.1.3 A successful commercial strategy will be supported by robust market understanding and selection, flexible pricing, differentiation, product quality and effective stakeholder management
9. CONCLUDING REMARKS
2. RESEARCH OBJECTIVES AND METHODOLOGY
2.1 Objectives
2.2 Methodology
3. BIOSIMILARS: A QUICK SNAPSHOT OF THE CURRENT MARKET
3.1 Strategic reasons for investing in the biosimilars market
3.2 Sizing the current biosimilars opportunity
3.3 The current commercial landscape for biosimilars
3.4 A summary of the current biosimilars pipeline
3.5 Key regulatory and policy developments in the biosimilars market
3.6 Key drivers and resistors, and their influence on the commercial landscape for biosimilars
4. TIMING AND DEFINING THE COMMERCIAL STRATEGY FOR BIOSIMILARS
4.1 Key insights
4.1.1 Biosimilar companies need to ‘begin with the end in mind’ when it comes to developing the commercial strategy for biosimilar brands and portfolios
4.1.2 Defining the commercial strategy for a biosimilar requires a multi‑stakeholder,cross-functional approach
4.1.3 Commercial teams have an important role in commercial strategy development, but other functions provide much needed expertise and insight
4.1.4 External steering committees and advisory boards are used, but their level of involvement will decline as the market matures
5. TEAM ROLES AND RESPONSIBILITIES DURING COMMERCIAL STRATEGY DEVELOPMENT AND IMPLEMENTATION
5.1 Key insights
5.1.1 Multiple teams are involved in developing, supporting and implementing the commercial strategy for biosimilars
5.1.2 Technical and manufacturing teams give life to biosimilar programmes and play a key role in driving future commercial strategy
5.1.3 Clinical and regulatory teams are responsible for the accumulation of positive clinical experience for a biosimilar, but visibility within certain organisations could be an issue
5.1.4 Medical affairs plays a critical role in shaping biosimilar commercial strategy via communication, education and key stakeholder management
5.1.5 Legal teams provide much needed visibility on a biosimilar company’s freedom to operate, without which commercial strategy would be unable to evolve
5.1.6 Commercial teams form the sharp end of the spear in relation to commercial strategy, owning both development and implementation across multiple countries
5.1.7 Biosimilar companies are advised to develop strong relationships with patient advocacy and support groups in order to understand what levels of support will be needed
6. COMPARING AND CONTRASTING PRE- AND POST-APPROVAL ACTIVITIES
6.1 Key insights
6.1.1 R&D teams take control of pre-approval activities, with commercially focused colleagues taking the ‘baton’ when it comes to post-approval activities
6.1.2 Data remains the most critical influence on overall commercial strategy, with a company’s ability to translate this into meaningful messages also important
6.1.3 Typical pressures include lack of information upon which to make decisions, including what level of competition could exist and the ‘go to market’ approach
6.1.4 Commercially focused key performance indicators (KPIs) trump other non-commercial KPIs when it comes to measuring the success (or failure) of the commercial strategy
7. BALANCING GLOBAL AND LOCAL CONTROL OF STRATEGY DEVELOPMENT AND IMPLEMENTATION
7.1 Key insights
7.1.1 Commercial strategy for a biosimilar brand and/or portfolio must build from five critical elements
7.1.2 In the early stages of product development, global teams tend to take the lead on developing product and portfolio commercial strategy
7.1.3 Local teams take more ownership over commercial strategy implementation as a biosimilar gets closer to being launched, with global teams supporting where needed
7.1.4 Global brand/portfolio tactics must be adapted to fit the local market in order for a biosimilar’s commercial strategy to be relevant in all markets
8. KEY FUTURE CHALLENGES IN RELATION TO OPTIMAL STRATEGY DEVELOPMENT AND IMPLEMENTATION FOR BIOSIMILARS
8.1 Key insights
8.1.1 As the biosimilar market matures, commercial strategies will evolve to focus more on education, embrace innovation and put price front and centre of decision making
8.1.2 To support more effective collaboration, global and local affiliate teams need to focus on communication, education and sharing best practice
8.1.3 A successful commercial strategy will be supported by robust market understanding and selection, flexible pricing, differentiation, product quality and effective stakeholder management
9. CONCLUDING REMARKS
