What We've Done
with rare diseases
compound in CNS
go or no-go
a crowded market
to become a
A CNS orphan disease drug manufacturer was looking to improve patient acquisition during the pandemic by utilizing novel multichannel tools.
BW Consulting utilized proprietary data to identify HCPs at the time of diagnosis. A series of emails were deployed within 2 days of the diagnosis and staggered on a weekly basis.
In one case, a pediatric nephrologist engaged through email
over a 5-month span during a time when there was no rep access
A small biotech firm is launching an innovative product in the CNS space. The plan was to incorporate push-and-pull strategies and identify potential launch-planning gaps while developing a commercial plan and brand vision.
A blueprint for commercial launch planning was developed and included an executive summary, situation analysis, brand ladder positioning, brand strategy, strategic imperatives, behavioral objectives, and a launch readiness assessment. A workshop with launch teams produced brand vision statements.
By identifying and prioritizing key gaps, launch activities were accelerated and the client was on track to meet its launch excellence milestones. The prelaunch strategy has been reassessed to better prepare both HCPs and patients with market-shaping strategies.
A pharma holding company considered acquiring a biotech manufacturer with a novel oncology formulation. The client looked to assess the product’s attributes and positioning against SOC from a payer’s perspective and evaluate pricing and formulary expectations to make a go/no-go decision.
Through a combination of qualitative and quantitative market research of payers responsible for over 200 million lives, leveraging conjoint analysis, we evaluated the product and compared it to existing SOC.
We found that payer response was lukewarm because the product did not differ dramatically from the SOC, and a 30% reduction in price would be required to make the product available. The holding company opted against making the acquisition.
The client was launching an ADHD product in a highly competitive space that included branded and generic options. The challenges were to identify the differentiating feature, establish brand presence, and grow and lead without overspending.
Slight points of differentiation were established, and brand strategy was developed through research and deep customer insights. A foothold in the crowded category was created using a novel high-tech/high-touch approach and expanded via a patient-centric strategy.
The product became a category leader.
The client at launch owned a niche of the market and gradually expanded its reach using new clinical data: severity of symptoms, subpopulation data, and new indications.
After successfully launching a pair of orphan drugs, the client accelerated its marketing efforts with a multichannel approach but looked to evaluate multichannel closed-loop marketing (MCLM) solutions to assist with brand decision-making across the enterprise.
A comprehensive MCLM strategy was generated through several endeavors, including the development of a business case and road map, implementation of a digital content style guide, and definition of a multichannel content development strategy.
The organization cut its time to market of promotional materials nearly in half, from 6 months to a little over 3 months. Rep effectiveness improved significantly.
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