Successful Commercialization Strategies for New Healthcare Products and Technologies

Jun 1, 2003
200 Pages - Pub ID: KLI875436
Abstract Table of Contents Search Inside Report Buy By the Section Related Reports

Chapter One: Executive Summary
  • Scope and Methodology
  • Keys to Success
  • Case Summaries

Chapter Two: Introduction

  • Background
  • Crucial Keys to Successful New Product Commercialization
  • Point of View

Chapter Three: Strength Point One: Strategic Marketing Planning

  • Clinical Trial and Information Management
  • Distribution Strategies
  • Getting All the Ducks in a Row
  • Conclusion

Chapter Four: Strength Point Two: Managing Intellectual Property

  • Some IP and Patent Basics
  • Market exclusivity may be a myth
  • There are barriers to patent protection of biotech products
  • A gene patent is not always good for public relations
  • To Partner or Not To Partner?
  • Conclusion

Chapter Five: Strength Point Three: Managing the Regulatory Process

  • Overview of Regulatory Trends
  • United States
  • The Europe Union
  • Japan

Chapter Six: Strength Point Four: Assuring Product Reimbursement

  • Issues and Strategies
  • Conclusion

Chapter Seven: Strength Point Five: Managing the Product Life Cycle

  • Public Relations—Tell Your Story
  • Scale-Up Issues
  • Building a Supportive Organizational Structure

Chapter Eight: Strength Point Six: Managing Market Forces

  • Investors
  • Consumer Power
  • Scientific/Medical Community
  • Payors
  • Conclusion

Chapter Nine: Case Studies

  • Case I: Given Imaging Early Adopter Theory and Reimbursement Success—Mostly Right
  • Product Development
  • Product Extension
  • Reimbursement
  • Launch Strategy and Early Adopter Theory
  • Conclusion
  • Case II: Digene Corp. Focused on HPV—Maybe a Little Too Focused
  • A Chronology of Growth and Milestone Achievements
  • Following All the Early Adopter and Product Life Cycle Rules
  • Putting Distribution Networks in Place
  • Perhaps a Bit Too Late
  • Breaking into the Pap Test Business Through Connections
  • Failing to Develop Its Investment in a Pipeline Aside from HPV
  • Conclusion
  • Case III: Human Genome Sciences, Inc. Spin Doctor or Savvy Product Spinner—The Market Is Getting Impatient
  • The TIGR Deal
  • The Human Gene Therapeutic Consortium
  • Shrewd Investments for Quick Market Entry
  • The slide begins, investor confidence wanes
  • Conclusion

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