Go to market & launch excellence
Non-obvious perspectives on launching new drugs, devices or services.
Patient / consumer segmentation & understanding
Understanding what problem you’re solving and whom your solving for is half the battle. Customer segmentation is too often driven by purely demographic considerations that don’t take into account behavioral drivers. Having a solid understanding of who your patients/consumers are and what drives their behavior is key to developing solutions that are desirable from a patient/consumer perspective and that are financially viable.
Example: Suppose you’re preparing a private market launch of a new vaccine in the Global South having an in-depth understanding of behavioral drivers across segments will help unlock vast parts of the population with a lower social-economic status that you otherwise would not have considered.
Developing non-obvious patient-centric solutions
By starting with an in-depth understanding of the problems of patients/customers the challenge becomes about developing non-obvious solutions that meet the specific needs of your target group.
Doing this effectively requires a flexible hands-on approach of co-creating solutions with patients/consumers and working in cross-functional teams that look beyond your own therapeutical area and industry for inspiration.
Example: Suppose you’re developing a service geared at increasing adherence for a drug for a chronic condition (e.g. IBD) you can use learnings about. gamification generated in the financial industry to inform elements of your creative solution
Patient/consumer journeys and blueprints
Patient/consumer journeys are a critical tool to ensure that your solution makes sense in the overall context of the target persona. Rather than being a one-dimensional account of how a patient/consumer interacts with your product or service, it is essential to blueprint the touchpoints of HCPs, influencers, and other relevant stakeholders.
Example: Suppose you’re planning the development or roll-out of a next-generation diagnostic device. By having an understanding of the pain points of different stakeholders along the current journey, you can identify the opportunities to solve for as you design the future state journey and product blueprint.
Business models & pricing
Developing sustainable business models in life sciences should not be an afterthought. Without a sustainable business model you won’t be able to improve the standard of care for your patients/consumers. Testing and validating the viability of your solution should happen throughout the development journey from initial whiteboard problem sizing exercises to in-depth pricing experimentation.
Example: Suppose you’re developing a go to market strategy for a new therapeutic for out of pocket patients/consumers. In order to identify the right revenue model and price point, you should run multiple experiments that go beyond quantitative surveys and benchmarking.