Our Strategic and Commercial evaluation of pipeline programs is based on a combination of a cross-functional work stream rolled out in parallel with program specific therapeutic and market analysis.

These tailor-made analyses combined with available in-house data address:

• International disease landscapes focusing on the therapeutic behavior and clinical guidelines
• Strategic market analysis with key insights on treatment algorithms and market trends
• Competitive landscapes and the potential for new entries in the market
• Disease-specific Standard of Care and potential shifts in the near future (5 year scope)

Guidance on the implementation of the SOP and the development phase (1-2-3) dependent deliverables of the commercialization process is based on:

1. Aligning the SOP and the milestone-driven required deliverables in order to clarify the roles and team's responsibilities on strategy, execution and providing feedback
2. A Knowledge Center with standardized data-generating tools and activities building the foundation for creating the "Successful Label" scenarios
3. A list of cross-functional key questions driving the decision making process on where to focus on, how and by when
4. A methodical look to deliver an aligned Target Product Profile and a meaningful differentiated value proposition

A systematic strategic analysis of a disease landscape provides the foundation for defining the commercial opportunity.

Focus on:

1. Defining the therapeutic behavior
2. Capturing the market situation and trends
3. Mapping the program specific "Centers of Excellence"
4. Assessing the competitive environment and the future Standard of Care (SOC)

Purpose:

1. Foundation for communication with stakeholders
2. Data sharing for a cross-functional work stream and brand teams
3. Reference for strategic value assessment for in-licensing activities

This interactive work stream with a multi-disciplinary product team enables cross-functional alignment in evaluating the value of the program.

1. The innovative new product planning concept enables to make informed strategic choices by clarifying the potential Viability and Commercial Value at critical development milestones dates
2. The interactive work stream stimulates the cross-functional alignment and creates a shared reality on the program
3. A list of cross-functional key questions drives the decision making process on where to focus, how and by when
4. The Viability Assessment leads towards the best Target Product Profile, Value Proposition, and Pricing and ultimately increasing the NPV

Development of cross-functional recommendations for improving the differentiation strategy and increasing the value proposition.

1. Life Cycle Strategic Planning is based on analysis of competitive development plans and data
2. The analysis leads towards a differentiation strategy with focus on the Target Label, improving the Standard of Care (SOC) and the Value Proposition and potential reimbursement
3. The needs for competitive differentiation and speed to market are the strategic drivers of the Life Cycle Plan

1. A comprehensive NPV model facilitates analysis of different scenarios for development of pipeline products
2. NPV scenario’s and the related NPV output are the foundation for the guidance on prioritization of product development plans and the franchise programs