Released on: January 29, 2008, 11:39 pm

Press Release Author: Bharat Book Bureau

Industry: Pharmaceuticals

Press Release Summary: With pipelines diminishing and generics becoming more
aggressive, pharmaceutical companies must maximize their brands’ value and time on
the market.

Press Release Body: A Guidebook to Pharma Brand Optimization: Lifecycle Management
Strategy (PH108) :

Increase the effectiveness of your LCM Strategies:
With pipelines diminishing and generics becoming more aggressive, pharmaceutical
companies must maximize their brands’ value and time on the market. Strategic and
well-orchestrated lifecycle management efforts are crucial to maintaining a brand’s
long-term health.

A Guidebook to Pharma Brand Optimization analyzes the inner-workings of lifecycle
management strategy, development and implementation processes. This study provides
companies with the tools to improve their lifecycle management efforts by exploring
top pharmaceutical companies’ LCM structures, processes, best practices, strategies
and tactical approaches.

Companies Included in Report

AstraZeneca
Biogen Idec
Bristol-Myers Squibb
Farma S.A.
Genentech
Genzyme

Therapeutic Areas Included in Chapter 5\'s Profiles

Autoimmune
Diabetes Type 2
Gastroenterology
Urology
Women’s Health


Metrics Overview

The following is a list of metrics included in A Guidebook to Pharma Brand
Optimization: Lifecycle Management Strategy. While this list is not inclusive of
all the data in the report, it summarizes the main categories and types of data
included in each chapter.

Chapter 1:

Companies’ LCM Structures
Dedicated Lifecycle Management Team
Dedicated Lifecycle Management Team Reports to Which Department

Chapter 2:

Pre-Launch LCM Tactical Timeline
Pre-Launch LCM Strategy Investment Levels
Average Time to Implement Pre-Launch LCM Strategies

Sample Content

Alter Lifecycle Management Priorities as the Drug Reaches Each Milestone

Lifecycle management is relatively new to the pharmaceutical industry’s vocabulary.
Two decades ago, lifecycle management was not as prevalent or formal as it is in
today’s corporate cultures. Often, lifecycle management processes arose out of
necessity. For example, when Company O began from the merger of two companies, the
new company had no immediate pipeline priorities. Strategic planners knew that the
company had to focus on lifecycle management for the first two to three years. In
fact, the company employed a staff of 11 lifecycle management team members, which
was quite large at the time.

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