Franchise Strategy for Leading Biotech

Challenge:

The client, a top-tier biotech company, had recently launched a new drug with blockbuster potential and this would transform the company’s cash flow. It was growing its operations at a rapid rate and was looking to expand into new disease franchises. The company realised that it needed to make the transition from being a research-driven company to a commercially-driven one and to install more mature decision-making processes.

Solution:

The newly-formed Commercial Strategy Group was charged with implementing a process for developing strategies (covering a ten-year horizon) for each existing disease franchise, and rolling these into franchise plans (the next three years) and brand/country plans (18 months). The group was also to explore opportunities for expanding into new disease franchises.

I designed and guided implementation of the company’s franchise strategy and planning process through three annual cycles. I also revolutionised the market forecasting process with the introduction of dynamic market modelling.

Results:

In the first year I led the process and facilitated a first round of strategic decisions. I also started a process of training and mentoring in-house analytical staff. In the second year leadership of the effort passed to the client and my rôle was to support and continue the training and mentoring. In the third year I continued to expand and refine the in-house capabilities so that the client no longer needs me.

The company now had a clear strategy to deliver the ambitious growth targets it had set itself. Its operations have grown in effectiveness and its decision-making processes have evolved to match. Over five years the company’s stock has risen 250%, while key competitors have remained flat.