New Product Planning Strategy
Bridging the gap between R&D and commercial interests.
The central challenge is to ensure that the right new products get developed efficiently – with minimum risk and maximum value – to allow senior leadership to make smart decisions confidently.
Most of the times emerging companies do not have a New Product Planning role in place.
We act as the bridge between clinical development, medical affairs, business operations, and business development until you are ready to make an investment for full-time commercial roles.
We step in to support targeted, effective, and efficient new product planning (NPP) and management by sourcing, synthesizing, summarizing, and providing key business analytics that enable informed decisions that affect the overall disease area strategy and portfolio or product strategy.
We execute disease area assessments for each product as it prepares to move from pre-clinical to clinical stage, including identification of indications of opportunity, epidemiological assessment, competitive assessment and characterize clinical unmet need.
We will contribute to the clinical development plan for each new molecule to ensure commercial considerations are implemented into the design of trials.
We act as the “commercial voice” to cross-functional program teams and commercialization teams by providing commercial input to the integrated development plan and lifecycle strategy, including prioritization of indications, endpoints, geographies, and post-marketing studies.
With pressures on all stakeholders in life sciences, and the few innovations launched for patients in the decades before, NPP must take on more importance and prominence in deciding on which developments need resources.