Case Study

A Life Sciences Company Turns Loss of Exclusivity Into A Win-Win-Win For Patients, Doctors And The Company

A Life Sciences Company Turns Loss of Exclusivity Into A Win-Win-Win For Patients, Doctors And The Company

Syntegrity

Pharmaceutical

CASE STUDY

The Defining Moment

A global pharmaceutical company was facing the end of patent exclusivity on a $5B product.Experts were heralding its next-generation therapy as a life-saving drug and the new gold standard of care. But execution on its conversion plan was taking too long, progress was stalling, and customers weren’t on-board. The company knew they faced a defining moment in terms of the future of the brand going off patent, the performance in the market of the new therapy, and their reputation and relationships with key stakeholders in the therapeutic area. Many facets needed to be considered and resolved simultaneously.

The Approach

The organization conducted two separate Syntegrations to tackle these challenges. For the first Syntegration, they invited stakeholders from both inside and outside the company to participate. During this Syntegration, the client gained a deep understanding of physician loyalty to the legacy therapy, how it had won their confidence, and how they might be able to establish the same loyalty to the new treatment. They also gained a greater understanding of the reimbursement challenges for the next-generation brand so that they could develop a practical reimbursement approach. In the second Syntegration, the client brought together its employees from multiple functions in 10 different countries to focus and align on creating an actionable plan that would accelerate the conversion strategy. Together they created the vision, strategies, messages, and actions that would successfully turn around the stalled conversion.

The Results

The first Syntegration enabled the company to win the hearts and minds of opinion leaders and experts for the new therapy. The second Syntegration changed the course and speed of the brand conversion plan. The team was able to think globally, act locally, and implement a freshly aligned, integrated strategy. They quickly went from a plan that was off-track both in terms of content and execution, to a far better-informed plan that they executed precisely. Today the new therapy is a $2B blockbuster drug – and growing. At the same time, the legacy therapy still performs at >40% of its pre-loss-of-exclusivity peak year-on-year revenue.

Back

Central Question:

"What do we need to do over the next 6 – 18 months to change the course and speed of our new therapy conversion strategy globally?"

Central Question:

"What do we need to do over the next 6 – 18 months to change the course and speed of our new therapy conversion strategy globally?"

The Results:

$2 Billion Blockbuster with a 40% Share Retention for Legacy Brands

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