 |
|
|
|
|
|
|
|
|
|
|
|
|
 |
 |
|
 |
Phase
III
If You Believe Your Work During
Phase III Is Limited to Submission
Details and Launch Planning
Francesco
International will show you the value of thinking beyond
the drug's introduction. This is, in fact,
the most beneficial starting point.
The increasing presence of drugs, at all stages of development,
in many categories - "therapeutic density" - has shortened
the effective life of molecules and increased the need for strategies
designed to cope with higher levels of competition. |
|
 |
|
|
 |
|
 |
Francesco
International will provide the mechanism by which you can determine
where gaps exist.
The model below plots the competitive position and strategic importance
of a company's brands in particular markets - before and after potential
changes are implemented.  Your
objective is to have as many markets in the upper righthand coner as possible
- and to know how to get them to that position. |
|
 |
|
|
 |
Introduction
Phase
If You Think You Can Manage
The Forces Within the Marketplace
Without Understanding
How They Interact
| Francesco
International will work with you to model the effect of
decisions and market forces on brand performance |
- Alternative
Indications
- Dosing
- Pricing
- Different
Strengths
- Etc.
|
 |
|
 |
|
 |
|
 |
Declining
or Sustaining Phase
If
You Are Considering a Generic Defense Strategy for One of Your
Drugs Whose Patent Is About to Expire
| Francesco
International will work with you and use such things
as Net Present Value calculations to compare the appropriate
scenarios, including the use of partnerships and other strategies |
|
If
You AreWorried Whether A "Full Switch" to the OTC Market
Makes Sense
| Francesco
International will enlighten and challenge you
to look in other directions before you commit - a pure switch
or dual status in its various combinations and timings |
|
|
 |
|
 |
Expansion
and Maturity Phase
If You Are Uncertain of the Sources of
Volume for New Indications for Your Drug
| Francesco
International will
work with you to model and plot the impact of alternative volume-sourcing
scenarios. |
|
 |
|
 |
|
 |
 |
|
 |
 |
|
 |
|
