Gliptins - Launch Excellence Diabetes Market

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WHITE PAPER | DIABETES LAUNCH EXCELLENCE Launch Excellence in the Diabetes Market Lessons from History

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The launch of Gliptins by Merck, Novartis, AZ and BMS is a very insightful story by IMS

Transcript of Gliptins - Launch Excellence Diabetes Market

Page 1: Gliptins - Launch Excellence Diabetes Market

WHITE PAPER | DIABETES LAUNCH EXCELLENCE

Launch Excellence in the Diabetes MarketLessons from History

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Growth in the market for Type II Diabetes treatments has consistently out-performed the pharmaceutical market as a whole, and IMS believes thatthis will continue for the next decade, driven by the obesity epidemic, anaging population, and the advent of new therapies. In fact, in IMS’sperspective, diabetes stands out as one of the elite group of major therapyareas that will continue to outperform the market as a whole to 2016. Withinthis out-performing group, it is also the only primary-care-driven therapyarea of any size, the others being specialist areas.

However, while epidemiology and unmet need mean there are multi-billiondollar opportunities for successful launches and many potential contendersfor blockbuster status, success is still not a foregone conclusion.

IMS has studied the launch strategies and subsequent market performance ofthe frontrunner products in the dipeptidyl peptidase IV (DPP-IV) therapeuticclass worldwide to understand what separates clear market leaders from thosewith less impressive sales. From this, we’ve drawn key learnings pertinent tocompanies preparing to launch one of the many products currently indevelopment for Type II Diabetes.

THE NEXT DECADE: A CROWDED FIELD

Over�the�next�ten�years,�most�of�the�new�therapies�introduced�for�Type�II�Diabetes�will

cluster�in�just�a�few�drug�classes,�meaning�that�the�market�will�see�a�small�number�of

first-in-class�launches�followed�by�an�avalanche�of�follower�brands.�These�follower

products�will�naturally�face�a�challenging�launch�environment�if�they�cannot

demonstrate�value�propositions�that�are�differentiated�from�first-in-class�products�in

the�eyes�of�clinical�opinion�leaders,�prescribers,�and�payers.�

Nevertheless,�experience�has�shown�that�companies�whose�products�are�not�first�to

market�can�still�win—in�specific�segments�or�countries.�Here,�we�examine�how�various

strategies�have�played�out�for�companies�marketing�DPP-IV�inhibitors�and�consider

the�implications�for�products�in�the�pipeline.��

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DPP-IVs: CHANGING THE TREATMENT REGIMENOf�the�two�recent�new�product�classes�to�treat�Type�II�Diabetes,�the�oral�DPP-IVs�and

the�injectable�GLP-1s,�DPP-IV�inhibitors�stand�out�for�their�success�in�overall�sales

levels,�as�they�are�used�earlier�and�for�a�broader�group�of�patients�than�the�GLP-1s.

Although�there�is�a�range�of�existing�oral�diabetes�therapies,�the�fact�that�no�class

provides�a�definitive�therapeutic�approach�to�the�disease�means�there�is�always

opportunity�for�new�classes�of�oral�agents�for�patients�post�metformin�monotherapy.

DPP-IVs�came�into�a�largely�generic�oral�market�where�the�only�on-patent�oral�agents,

the�Thiazolidinediones�(TZDs),�were�approaching�loss�of�exclusivity,�with�one�of�the

two�members�of�the�class,�Avandia® (rosiglitazone),�facing�a�major�question�on�safety.

The�first�DPP-IV�inhibitor�on�the�market�was�Januvia® (sitagliptin),�introduced�in�the

U.S.�in�2006�by�Merck�&�Co.�(Novartis’s�Galvus® (vildagliptin)�was�delayed�in�the�U.S.

due�to�questions�of�side�effects).�Since�then,�further�DPP-IVs,�Onglyza® (saxagliptin)

and�Tradjenta™�(linagliptin)�have�also�entered�the�market,�and�the�pipeline�promises

more�to�come.�

In�the�five�years�since,�DPP-IVs�have�captured�33�percent�of�worldwide�sales�of�

non-insulin,�anti-diabetic�products.�And�in�the�mature�eight�markets,�DPP-IVs

account�for�58�percent�of�the�value�growth�in�diabetes�treatments.��

JANUVIA: FIRST TO MARKET TAKES ALL Januvia�now�dominates�sales�of�DPP-IV�products�in�developed�markets.�In�2011,�the

brand�accounted�for�approximately�80�percent�of�worldwide�sales�for�plain�DPP-IV

inhibitors.�Later�launches�in�the�class—such�as�Onglyza�and�Galvus—have�been�unable

to�unseat�Januvia�from�its�leadership�position.�

In�the�U.S.,�Januvia�enjoyed�three�years�of�exclusivity�in�its�class�before

AstraZeneca/BMS�introduced�Onglyza.�During�this�time,�Januvia�used�strong

promotion�to�gain�early�buy-in�from�stakeholders�and�to�build�a�positive�brand�image.

It�secured�its�place�as�“the”�gliptin,�an�image�that�AstraZeneca/BMS�was�unable�to

change�despite�heavy�U.S.�promotional�investment.��

Similar�market�dynamics�occurred�in�Europe�where�Januvia�was�launched�in�2007.

Here,�the�next�plain�DPP-IV�inhibitor�to�be�launched�was�Galvus,�in�2008.�Since�then

Galvus�has�achieved�sales�of�just�12�percent�of�those�seen�for�Januvia�in�Europe.�

Januvia’s�success�is�particularly�meaningful�because�the�brand�has�not�demonstrated

any�clinically�relevant�differentiation�over�other�products�in�the�class1.�This�suggests

that�the�variance�in�performance�within�the�class�was�aided�by�Januvia’s�position�as

first�in�class.�Januvia�was�in�the�right�place�at�the�right�time,�and�when�subsequent

entries�came�along,�physicians�generally�did�not�move�from�their�first�gliptin�choice.

FOOTNOTE:1Key�opinion�leaders�were�unaware�of�any�differentiation�between�products�in�the�class,�and�the�only�head-to-head�trial�in�the�class�showed

Januvia’s�100mg�“non-inferiority”�compared�to�Onglyza�5�mg.��Source:�IMS�interviews�with�Key�Opinion�Leaders�as�part�of�IMS’s�Therapy

Prognosis�research�program.�

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FIXED-DOSE COMBINATIONS: A SECOND CHANCE TO BE FIRST

Whilst�it�has�been�standard�for�plain�oral�agents�to�be�followed�by�their�combination

with�metformin,�for�TZDs�these�products�were�very�much�second�brands.�With�the

gliptins,�the�launch�of�the�combination�has�been�an�opportunity�to�gain�competitive

advantage.�

In�the�major�European�markets,�Novartis�launched�its�combination�product,�Eucreas®

(vildagliptin/metformin),�concurrently�with�its�plain�product,�Galvus.�So,�while

Galvus�was�the�second-to-market�plain�product,�Eucreas�was�the�first�launched

combination�DPP-IV�product.��(See�Fig.�1).

In�contrast,�Merck�delayed�launching�its�fixed-dose�combination�product,�Janumet®

(sitagliptin/metformin)�until�a�year�after�Januvia,�its�single-compound�product,�was

on�the�market.�This�meant�that�Janumet�was�the�second-to-market�combination

product.�In�fact,�it�lagged�behind�Eucreas�by�a�full�two�years�in�the�U.K.�

Uptake�of�Eucreas�did�not�match�that�of�Janumet�across�the�top�five�European

countries—likely�because�Janumet�benefited�from�Januvia’s�established�patient�base.

(See�Fig.�2.)�However,�within�Novartis’s�product�family,�Eucreas�performed

significantly�better�than�Galvus�in�most�European�markets.�This�is�most�apparent�in

Spain�where�in�2011,�Eucreas�and�Galvus�accounted�for�34�percent�and�3�percent�of

the�DPP-IV�inhibitor�market,�respectively.�Sales�for�Eucreas�amounted�to�83%�of

Janumet�sales,�far�exceeding�Galvus’�performance.�The�lesson�here�is�that�it�might

well�be�worthwhile�to�give�as�much—if�not�greater—focus�to�the�launch�of�the

combination�product�as�to�the�launch�of�the�plain�product.�

FIGURE 1: LAUNCH OF FIRST COMBINATION DPP-IVs IN THE EU

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

2008 2009 2010

Eucreas launched 2 yrs ahead of Janumet in UK

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The�competitive�success�of�Eucreas�versus�Galvus�raises�questions�about�the�relative

importance�of�the�plain�and�combination�products�in�overall�diabetes�brand�success.

Novartis’�combination�product�(Eucreas)�is�a�far�bigger�proportion�of�vildagliptin-

based�sales�than�Merck’s�combination�product�(Janumet)�is�of�sitagliptin-based

products.�After�two�years�on�the�market�in�France,�Germany,�and�Spain,�for�example,

Eucreas�represents�85-90�percent�of�vildagliptin�family�sales.�In�contrast,�Janumet

represents�40-60�percent�of�sitagliptin�family�sales�two�years�after�the�launch.��

Indeed,�with�a�sub-optimal�plain�product�launch,�Novartis�concentrated�its

promotional�spending�on�Eucreas.�In�the�first�quarter�post�launch,�the�company’s

promotional�spending�(as�reported�in�IMS�audits)�on�Eucreas�was�three�times�higher

than�it�was�for�Galvus.

In�the�U.S.,�the�situation�was�different�in�that�Merck’s�products�were�the�first�to

market�both�for�the�single-compound�therapy�(Januvia)�and�the�combination�therapy

(Janumet).�The�second�combination�product�to�come�on�the�scene�was�Kombiglyze™

XR.�(Kombiglyze�XR�contains�saxagliptin�and�metformin�and�was�launched�by�BMS

with�AstraZeneca.)�Kombiglyze�XR�has�not�been�able�to�combat�Janumet’s�first-mover

advantage�and�has�seen�poor�uptake.�In�Q4�2011,�Kombiglyze�XR�only�accounted�for

two�percent�of�the�DPP-IV�market,�compared�with�23�percent�for�Janumet.��

So,�for�both�Novartis�in�Europe�and�Merck�in�the�U.S.,�there�was�a�clear�advantage�to

being�first�on�the�market�with�the�combination�product—whether�or�not�the�same

company�was�first�to�market�with�the�plain�product.��

Companies whose products are not first to market can maximize their

potential sales by pursuing specific strategies.

FIGURE 2: DPP-IV SALES/SHARE FOR SINGLE AND COMBINATION PRODUCTS IN EU

SHARE OF SALES BY COUNTRY* 2011 IN US$

*Includes licensed brands across Europe

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

Share Market

France Germany Italy Spain UK

45%32%

34%19%

79%

31%

41% 37%

41%

4%14% 19%

15% 34%

6%

7% 6%10%

3%8%

2% 3% 5% 3% 5%

CUMULATIVE SALES OVER TIME, EU5*1,100

1,000

900

800

700

600

500

400

300

200

100

0

Cumulative Sales, LCUS$ m

Q3 2007

Q6 2007

Q9 2007

Q12 2007

Q3 2008

Q6 2008

Q9 2008

Q12 2008

Q3 2009

Q6 2009

Q9 2009

Q12 2009

Q3 2010

Q6 2010

Q9 2010

Q12 2010

Q3 2011

Q6 2011

Q9 2011

Q12 2011

GalvusOnglyzaEucreasJanumetJanuvia

*European sales include local branding of Xelevia, Tesavel, Ristaben, Velmetia, Efficib, Ristfor, Zomarist, Icandra, Jalra and Xiliarx assignedaccordingly to Januvia, Janumet, Eucreas and Galvus.

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PHARMERGING MARKETS: A DIFFERENT GAME The�dynamics�for�first-to-market�products�are�less�rigid�in�the�Tier�1�and�Tier�2

pharmerging�markets�than�we’ve�observed�in�developed�markets.�In�Brazil,�Russia,

and�India,�for�example,�Merck’s�Januvia�was�launched�before�Novartis’s�Galvus.

Nevertheless—and�unlike�mature�markets—Novartis’s�family�of�products�accounted

for�more�than�50�percent�of�the�DPP-IV�market�in�2011.�(See�Fig.�3)�Most�of�this

success�is�attributable�to�Eucreas,�which�has�outperformed�Janumet�considerably.

Meanwhile,�Galvus�has�held�its�own�against�Januvia;�its�uptake�has�been�comparable

to�that�of�Januvia�in�Brazil�and�Russia,�and�greater�than�Januvia�in�India.�

A�number�of�interacting�factors�cause�the�differences�in�market�dynamics�between

mature�and�pharmerging�markets.�The�first�is�that�companies�may�focus�on�mature

markets�at�the�expense�of�pharmerging�markets�based�on�assumptions�about�where

the�best�return�on�investment�may�be�achieved.�It�is�time�to�revisit�these�assumptions,

considering�that�in�2011,�combined�sales�for�non-insulin�anti-diabetics�across�BRIC

were�higher�than�they�were�in�each�of�Germany,�France,�or�the�UK.�What�is�more,

these�pharmerging�markets�experienced�an�average�annual�growth�of�26�percent�for

diabetes�products�from�2007-2011—a�rate�that�is�expected�to�continue.�Although

generic�products�currently�dominate�the�pharmerging�markets,�growth�of�branded

product�sales�is�stellar,�at�38�percent�between�2010�and�2011.��

Local�issues�and�local�knowledge�are�also�likely�to�have�a�big�impact�on�the�relative

success�of�different�DPP-IVs�in�the�pharmerging�markets.�Novartis’s�vildagliptin

family�of�products�gained�the�upper�hand�in�Brazil�for�a�number�of�reasons.�Novartis

promoted�Galvus�more�heavily�than�Merck�promoted�Januvia,�and�Novartis�launched

its�two�vildagliptin-based�products�together�(whereas�Merck�launched�Janumet�after

Januvia).�These�factors�combined�to�help�Novartis�achieve�sales�for�its�family�of�DPP-

IVs�that�were�40�percent�higher�in�2011�than�Merck’s�were�for�the�Januvia�family.

FIGURE 3: SPLIT OF DPP-IV CLASS VALUE SALES BY COUNTRY 2011 IN US$*

*Galvus launched Jan 2012 in China so no sales data as yet. Galvus and Eucreas not launched in USA. Indian sales include local branding ofJalra, Jalra-M, Zomelis, Zomelis-M, Istamet and Istavel assigned accordingly to Galvus, Eucreas, Januvia and Janumet.

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

Share of Market

EU5

TradjentaKombiglyze XROnglyzaJanumetJanuviaGalvusEucreas

USA Brazil Russia India

20%

36%

35%

3%

6%

63%

23%

10%

1%2%

1%

29%

27%

17%

17%

10%

China

55%

24%

16%

4%1%

38%

15%

16%

21%

9% • In Brazil Galvus and Eucreaslaunched at the same time;Janumet lagged Januvia

• Galvus embarked on abroader effort to promotethan Januvia

100%

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Another�opportunity�is�to�employ�different�approaches�to�commercialization:�winning

in�pharmerging�markets�is�driven�by�adaptation�to�the�local�environment,�not�by�the

precedent�of�mature�market�success.�In�pharmerging�markets,�the�importance�of�local

knowledge�means�that�“going�it�alone”�may�not�be�an�effective�strategy.�This�is

illustrated�in�the�different�approaches�and�outcomes�for�Novartis�and�Merck�in�India.�

In�late�2008,�Novartis�joined�forces�with�a�local�partner,�USV,�to�co-promote�Galvus

and�Eucreas.�Local�branding�of�the�products�as�Jalra�and�Jalra-Met�and�a�large�sales

force�led�to�fast�market�penetration.�In�contrast,�Merck�did�not�capitalize�on�its�first-

to-market�position,�but�waited�until�after�Novartis�launched�Galvus�to�increase�its

sales�force.�Eventually,�three�years�after�launching�Januvia�and�more�than�two�years

after�the�Novartis/USV�agreement,�Merck�partnered�with�Sun�Pharma.�Together�they

launched�local�brands,�Istamet�and�Istamel,�in�2011.�This�was�too�late�to�unseat

Novartis’s�products,�however.�In�2011,�Novartis’s�family�of�products�had�secured�

56�percent�of�the�Indian�DPP-IV�market,�compared�with�34�percent�for�Merck’s�family

of�products.�

DIFFERENTIATION: HOW MUCH IS ENOUGH? IMS’s�research�with�Key�Opinion�Leaders,�providers,�and�payers�suggest�that�recent

DPP-IV�launches�have�lacked�clear�and�meaningful�points�of�differentiation�in�the

eyes�of�prescribers�and�patients,�despite�manufacturers’�efforts�to�the�contrary.�IMS

Therapy�Forecaster™�interviews�suggest�that�physicians�tend�to�believe�that�“all�DPP-

IV�inhibitors�are�the�same”.�That�is,�they�do�not�see�the�differentiation�that�exists�as

being�clinically�meaningful.�Onglyza,�for�example,�is�more�potent�than�Januvia�and

Galvus,�but�the�lower�doses�required�with�this�product�do�not�improve�efficacy�or

safety.�The�distinction,�therefore,�doesn’t�register�with�physicians.�

Patients,�too,�are�difficult�to�sway.�Kombiglyze�XR�is�taken�once�daily,�compared�with

twice�daily�for�Janumet.�From�the�uptake�of�Kombiglyze�XR�in�the�U.S.,�however,�it

would�appear�that�patients�do�not�value�this�additional�convenience�enough�to�switch

medications.��

Given�the�size�of�the�global�diabetes�market,�segments�of�the�diabetes�population

represent�valuable�opportunities,�and�new�products�can�be�targeted�to�capture�them.

But,�this�strategy,�too,�is�fraught�with�challenges.�Boehringer�Ingelheim�targeted�a

niche�patient�segment—those�with�renal�impairment—with�Tradjenta�because�the

product�is�not�excreted�via�the�kidneys,�unlike�other�DPP-IV�inhibitors�at�the�time.

Although�it�remains�to�be�seen�if�this�product�will�be�successful�in�the�U.S.,�it�is

experiencing�slow�uptake�in�Europe�following�two�blows.�First,�Onglyza�received

supplementary�approval�for�the�same�patient�group.�Second,�the�German�Institute�for

Quality�and�Efficiency�in�Health�Care�(IQWIG)�failed�to�find�that�Tradjenta�provided

an�added�benefit�and�ruled�that�it�should�be�compared�not�only�against�other�DPP-IV

inhibitors,�but�against�other�diabetic�agents.�This�resulted�in�Boehringer�Ingelheim

choosing�not�to�launch�in�Germany�rather�than�accept�a�sub-optimal�price,�with�wider

European�ramifications.�

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Several�combination�products�that�have�recently�launched�have�struggled�because�the

convenience�of�the�combination�was�simply�not�great�enough�for�patients.�Merck’s

Juvasync™�(sitagliptin�and�simvastatin)�is�a�case�in�point.�Patients�still�have�to�also

take�metformin�along�with�it,�and�so�it�is�no�more�convenient�to�take�Juvasync�plus

metformin�than�to�take�Janumet�and�a�separately�administered�statin.�It�could�also�be

that�patients�and�physicians�prefer�a�regimen�consisting�of�Janumet�and�a�separately

administered�statin,�since�more�recent�statins�(such�as�atorvastatin)�may�be�preferred

(and�are�now�generic).���

Although�differentiation�of�the�follower�products�has�not�worked�for�the�DPP-IVs,�in

the�injectable�GLP-1�segment�of�the�diabetes�market,�the�follower�product,�Novo

Nordisk’s�Victoza®,�has�in�fact�done�better�than�the�first�to�market�agent,

Amylin/Lilly's�Byetta.�Here,�Victoza�had�some�clear�points�of�differentiation�to�Byetta,

including�once�daily�administration�because�of�a�longer�half�life,�less�risk�of

immunogenicity�because�it�was�fully�humanized,�and�a�superior�performance�in

lowering�blood-sugar�levels�in�head-to-head�trials.�The�lesson�here�is�that

differentiation�of�the�follower�can�work�if�it�is�seen�as�clinically�meaningful�by

prescribers�and�payers�and�if�benefits�cannot�be�taken�as�a�“class�effect,”�shared�by�all

members�of�that�class.

Four�more�DPP-IV�inhibitors�are�in�late-stage�development.�The�lessons�of�the�first

four�products�strongly�suggest�that,�unless�there�is�true�differentiation�backed�up�with

a�very�effective�campaign�across�stakeholders,�they�are�likely�to�be�chasing�ever

decreasing�portions�of�the�market�in�most�countries,�and�at�best�will�achieve�limited

success�in�certain�markets,�such�as�the�marketing�company’s�home�market.

Given the size of the global diabetes market, even patient niches represent

valuable opportunities.

FUTURE DIABETES CLASSES: FAMILIAR GROUND There�are�many�companies�with�up-and-coming�treatments�for�Type�II�Diabetes�in�the

pipeline;�all�should�be�looking�to�apply�the�lessons�of�recent�launches,�as�history�tends

to�repeat�itself�given�similar�circumstances.�And�it�does�seem�that�the�circumstances

surrounding�the�next�major�class�of�drugs�about�to�launch,�the�sodium-glucose

transporter�inhibitors�(SGLT-2s),�will�give�us�déjà�vu...

Products�in�this�class�are�likely�to�experience�market�dynamics�that�mirror�those�of�the

DPP-IV�inhibitors.�Multiple�examples�of�these�molecules�are�in�late-stage

development�and�are�expected�to�launch�around�the�same�time.�As�with�the�DPP-IV

inhibitors,�IMS�Key�Opinion�Leader�interviews�suggest�the�SGLT-2�inhibitors�may�not

be�clearly�differentiated�from�one�another�in�the�eyes�of�prescribers�and�payers�in

terms�of�safety,�efficacy,�or�convenience.��The�first-to-market�product�will�therefore,�as

with�Januvia,�have�a�significant�advantage,�and�European�approval�for�AZ/BMS’s

dapagliflozin�suggest�that�this�agent�will�enjoy�this�role;�however�it�may�still�be

possible�for�late-to-market�products�to�succeed�if�they�learn�the�lessons�of�the�DPP-IVs.

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The�SGLT-2�inhibitors�are�destined�to�be�used�in�later�lines,�so�combinations�with�

any�of�the�existing�diabetes�classes�could�help�in�securing�market�share.�In�order�for

these�combinations�to�succeed,�though,�they�must�provide�a�real�convenience�benefit

to�patients.��

Successful Strategies for the First to Market • Do�not�allow�being�first�to�market�tempt�you�into�complacency.�Capitalize�on�your

position,�promoting�heavily�to�truly�“own”�the�market�prior�to�the�launch�of

competitors.�

• Launch�combination�products�quickly�in�mature�markets�to�reduce�the�opening�for

competitors�to�establish�a�beachhead.�

• Don’t�neglect�pharmerging�markets.�To�maximize�your�potential�in�them,�form

alliances�with�local�companies�and�consider�local�branding.�Local�partners�have�

in-depth�knowledge�of�the�target�market,�can�furnish�local�resources,�and�can

extend�sales�force�reach�and�make�better�use�of�local�relationships�and�knowledge

than�their�multi-national�counterparts.

• As�competitors�enter,�emphasize�homogeneity�in�the�class�as�a�whole,�since

physicians�tend�not�to�switch�patients�off�of�existing�therapy�for�a�new,�but

clinically�comparable,�product.�

Successful Strategies for Late-to-Market Products• Look�beyond�the�largest�markets�for�sales�opportunities.�The�pharmerging�markets

may�present�opportunities�to�be�first.

• Treat�combination�products�as�a�second�chance�to�be�first.�Aim�to�be�first�with�a

combination�product,�and�consider�positioning,�branding,�and�investing�in�this

product�as�if�it�were�a�completely�new�launch.

• Identify�points�of�differentiation,�but�ensure�they�are�truly�clinically�relevant—and

targeted�toward�identifiable�patient�segments�and�unmet�needs.

• Ensure�that�other�differentiators—such�as�those�that�deliver�patient�convenience—

will�be�recognized�and�appreciated�by�prescribers�and�patients.

It might well be worthwhile to seize the first-to-market advantage with a

combination product, even if you don’t have a single-compound product.

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IMS HEALTH | LAUNCH EXCELLENCE IN THE DIABETES MARKET 10

WHITE PAPER | DIABETES LAUNCH EXCELLENCE

CONCLUSION

The�diabetes�market�is�the�single�large,�predominantly�primary-care�therapy

area�that�IMS�forecasts�will�continue�to�out-perform�the�pharmaceutical

market�as�a�whole.�Accordingly,�the�success�of�launches�into�this�market�are

of�huge�importance�to�many�major�pharmaceutical�companies,�and�to�the

health�of�the�research-based�pharmaceutical�industry�as�a�whole.�Of�the�many

products�in�development�for�Type�II�Diabetes,�only�a�handful�will�enjoy�first-

mover�advantage.�That�does�not�mean,�however,�that�every�other�product

need�be�an�“also�ran.”�As�we’ve�seen�with�the�DPP-IV�inhibitors,�it�is�possible,

with�the�right�strategy,�timing,�and�resources,�to�enjoy�strong�market

performance�even�as�a�later�entrant.

This�point�in�time—with�several�major�launches�completed,�but�a�number�still

on�the�way—is�an�ideal�time�to�review�and�reflect�upon�past�experience�and

ask�what�learnings�can�be�applied�to�improve�future�diabetes�launches.�As�the

Spanish-American�philosopher�George�Santayana�said:�“Those�who�cannot

remember�the�past�are�condemned�to�repeat�it.”

For further information, please contact Sarah Rickwood or Carolyn Gauntlett

We gratefully acknowledge the contributions of James Harris to the development of this white paper

[email protected] [email protected]

+44 (0)20 3075 5322

www.imshealth.com

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IMS HEALTH | LAUNCH EXCELLENCE IN THE DIABETES MARKET

WHITE PAPER | DIABETES LAUNCH EXCELLENCE

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Our proven framework – leveraged successfullywith more than 50 launch teams – ensures best-in-class diagnostics, planning and tracking for optimal launch performance. We partner withclients for their end to end launch consultingneeds or can be flexible to work on selected issuesand areas of focus.

With an offering built on deep functionalknowledge and expertise in more than 90 therapyareas, we combine the skills and experience of1,700 IMS consultants across the launch spectrum,to drive best-practice launch execution andinternal change management for our clients.

Page 12: Gliptins - Launch Excellence Diabetes Market

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