Client company had a clinically best in class specialty drug for women’s health that was not meeting the company’s expectations with respect to prescriptions and share. The product by its design, including dosing, was unique and differentiated in a market with established alternatives. The product was to receive regulatory approval for a new indication, which required launch into the market. The new indication primarily served patients in a different sub-segment of the market, with some overlap with the existing target segment. The company needed a re-launch plan for the core indication that was tied to the debut of the new indication.
David’s consulting approach and activities as part of a team, included a market and competitive assessment for the product in the relevant market segments. This involved engagement with key executives and functional areas to create a launch road map for execution. Evaluating the access and reimbursement environment was a key component of the market and situational assessment. A complete review and assessment of marketing materials and tactics was completed, including interviews with field sales. David was a core team member who helped defined the buying process, product positioning and value proposition statements. He directed design and fielding of market research to inform messaging to include in launch tactics identified by the team as most relevant to influence decision makers at the buying process leverage points. Through focused engagement with the company marketing team, the launch plan with multichannel tactics and timing was created in a very short time window prior to approval of the new indication. The plan was successfully executed, including a field launch meeting with training.