When it Comes to First Launches, Can Two Heads Be Better Than One?

Posted by Andy Singley on Thu, Mar 05, 2020

Judith Kulich, Ben Hohn and Cody Powers contributed to this blog post.

In recent years, we have seen an uptick in the number of “first launches”—defined by ZS as a company’s first marketed asset with FDA “novel” status. While earlier in the decade we saw just a handful of first launches each year, over the past three years we’ve seen the rate of first launches roughly double that. More pre-commercial companies are choosing to take their assets all the way to market compared to earlier in the decade.


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The Keys to Successful Digital Therapeutics Commercialization

Posted by Pete Masloski on Wed, Jan 08, 2020

One of the more exciting areas in the world of digital health is a subset of solutions known as digital therapeutics, or DTx. The Digital Therapeutics Alliance defines them as “software-based solutions used by patients and their caregivers or providers that are clinically validated where their use leads to a tangible improvement in health outcomes.” Pear Therapeutics, Propeller Health and Voluntis are a few of the pioneering companies that have introduced DTx solutions. Many DTx solutions implement an established behavioral or physical therapy with software tailored to each patient. Others use video games or virtual reality to alleviate pain or address ADHD.


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How Emerging Pharma Companies Can Succeed in the European Market

Posted by Ben Hohn on Wed, Nov 06, 2019

Judith Kulich, Cody Powers, Amer Dzankic, Mark Rayward-Smith and Renuka Agarwal co-wrote this blog post with Ben Hohn.

The emerging pharma landscape continues to grow in Europe. ZS research shows that around 900 companies are focused on novel therapeutic development, and more than 50% of these companies are concentrated in the U.K., France, Germany and Switzerland, with oncology representing the greatest number of assets (around 30%) as a therapeutic area.


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The Growing Challenge of Product Differentiation

Posted by Emily Mandell on Wed, Apr 17, 2019

Joshua Hattem co-wrote this blog post with Emily Mandell.

The pharma industry faces a growing problem: The return on development investment is declining. The industry is compensating by pivoting to the next disease area (such as NASH) and technological frontiers (like cell and gene therapy). Pharma leaders may be disappointed if they believe that they can fix the problem by simply adding products to their pipeline that target these future opportunities. Take Gilead, which recently had to write down $820 million of its Kite Pharma acquisition as it cut Kite’s leading cell therapy for multiple myeloma. According to FierceBiotech, this decision to terminate the CAR-T’s clinical development “reflects the increasing competition in the anti-BCMA category.”


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Putting Agile Launch Into Practice

Posted by Ben Hohn on Wed, Mar 27, 2019

Judith Kulich, Mike Kelly, Christina Corridon, Mary Ann Godwin and Kapila Viges co-wrote this blog post with Ben Hohn.

Most large pharma and biotechnology companies have historically relied on a singular "best practice model" for preparing for launch. Highly structured and rigid launch readiness models made sense in a world where similarities between launches were significant. As pipelines and portfolios have evolved dramatically—now reflecting launches in specialty, rare disease, combination therapies, personalized medicine, and follow-on indications instead of mass-market blockbusters—a rigid, one-size-fits-all model for launch excellence isn’t sufficiently relevant for each launch. A new launch excellence model that’s more agile, flexible and reflective of the varied launches that a company faces should be the goal.


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