The planning process can begin as early as key design elements have been frozen in the development process. Thinkeen has established a comprehensive launch checklist that has been developed with years of experience and insight from country markets and global planning organizations.
After the significant investments made in terms of time and resources to develop a new product, it is imperative to be well prepared for the introduction of the product to market. In fact, the work is just beginning in terms of the return on this investment.
VALUE & ACCEPTANCE
The value of new ideas, new products, and new services needs to be carefully qualified and quantified looking at the product life cycle.
The value for patients: Does the new product have a direct impact on a patient’s life? And what is it?
The value for healthcare providers: Are there processes, cost advantages, outcomes improvement, or other upsides for the organizations delivering health care services? If yes which ones? Is this impact actually quantifiable, measurable and to what extent will they actually be valued and appreciated?
The payers: Who will pay for it? Patients? Hospitals? Insurance? Government?
Reimbursement: Does reimbursement exist? In which geographic areas is reimbursement is likely to
be more favorable?
The buyer: Who decides it is needed/useful? Who will make the final purchasing decision?
What segment of therapies and/or patients, best represent the target market for the new product/service?
How big is the target market globally? What is the growth rate of that market?
What existing or upcoming direct and indirect competition must be considered in the target market?
What are other potential barriers to acceptance and market entry including implementation costs?
What percentage of the selected market represents a reasonable target for the new product/service?
What is the maximum acceptable price for the product/service? What is the price of alternatives? What are the switching costs?
What is the best estimation of the new product/service cost?
Are price and cost compatible from a profitability standpoint?
In order to identify, quantify and prioritize the target market opportunities, our rational process embraces and investigates all the key opportunity elements .
The typical way to evaluate competency gaps consists of building a credible commercial implementation
plan including both details about the commercial organization and facts about the talent required to
ensure successful implementation.
Thus, in order to address any potential competency gaps that can compromise successful market access
we provide Commercial Implementation Plans, New Product Launch Plans and Organizational Assessments.
For large organizations we design and implement new commercial organizations. For smaller companies that require more support we also provide actual commercial & operational interim management.
Sound financial plans are key in complex product launches. No company, investor nor Board of Directors would accept and support a new launch proposal without a credible, solid, reality-based and risk-adjusted
The absence of a sound financial plan is one of the most common causes of failed execution. Many aspirational launch plans are keeping executive teams busy but very few have really taken off and generated the expected returns.
Our methodology is based on creating a strong link between reality (assumptions) and metrics. Our modeling
approach allows us to predict the effect of changes in assumptions including sensitivity to environmental changes. Based on these data clients can make an informed decision regarding the best strategic options. We focus on pre-Tax and Cash-flow approach vs. a simple revenue growth approaches which allows our clients to make projections for the profitability of the operations and the working capital required throughout the time horizon.