General strategy

• Market Entry Advice
  
  A top ten European-based pharmaceutical company wished to enter a new therapy area which has both primary and secondary diseases. This was a project with a long term strategic impact such as mind set change to mass marketing and sales to primary care physicians and to consumers in the USA.
  
  We assessed and valued the total market opportunity for the next 20 years. This involved assessment of all in-house and key external opportunities for the next 5, 10, 15 and 20 years. This required a multi-pronged approach with a multidisciplinary team - company interviews, competitive intelligence (Literature review and Opinion Leader interviews), and strategic market (market needs and likely usage). All the data was analysed and then assimilated into three complex models; market, penetration and financial, that was capable of simulating multiple future scenarios.
  
  To arrive at our recommendations we used a variety of techniques such as PV & NPV, profit-loss and EBIT analysis, combined with secondary research, portfolio techniques and patient based probabilised and market-modelling.
  
  We provided a series of actionable recommendations to proceed with the entry into this new therapy area subject to investment in people, capital and the key timings of these investments.
  
  
• Business Strategy
  
  A niche EU- based biotechnology company wished to assess their 'business strategy' and 'business model for revenue generation'. We looked into their drug development and marketing strategies - such as In-house development versus co-development with another company versus CRO. Likewise, marketing models were evaluated and quantified and here the option included going it alone to totally licensing out.
  
  Various methodologies were used for this project such as benchmarking, market understanding, financial and business modelling which generated long-term forecasts, by quantifying a range of uncertainties. The output from the forecasts was used to drive a financial model which produced quantitative ranking for the various options and combinations for each project in the clinical phase, each with multiple development paths.
  
  The deliverables included several workshops with the core client team to map out strategic options, followed by clear and actionable recommendations to the CEO and board.