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Innovative marketing strategies afterpatent expiry competition from generics) in favour of a constraints of the key stakeholder (in this considerable equity and can thus put up a case, the French social security system’s successful defence against generics. This is goal of reducing the growth in antibiotic little respect they generally have for their implemented in 1996 is no longer valid.
introduced in 1999 shifted a significant fantastic brands and on the value that they generic. Most generics offer higher unit have, inside and outside the company.
not gain if they were to reduce the price.
architecture (the relationship between the companies are still learning how to brand the total customer experience, that is, not patent protection period. In exchange for prescribing inertia and the establishment of International Journal of Medical Marketing # Henry Stewart Publications 1469–7025 (2004) a mutually beneficial relationship with a without cost, both real and opportunity.
peak sales value time gained for a patent consistency of promotional material, brand benefited from that resource. It is doubtful that there was any financial advantage in out licensing and cash cowing the residual was an icon of its age. There was a strong reinforced by the give-away sweets of the branding, line extensions, process patents, would take it and get better; the security licensing deals all serve to slow down the rate of decline of patent profits, but the to get worse or to have significant side- effects and lead to out of hours calls.
steps, through policies and penalties, to Thousands of doctors did just that and the drain on health budgets. Post-patent profit protection strategies need to be in place to prescribe, created a strong post-patent long before patent expiration, the inhaler loss position. Thus two of the main planks for post patent loss survival were in place.
Only one, strong branding, survives as an offer is not reproducible, or tactically in remains an opportunistic strategy that is today’s pharmaceutical environment.
that estimated further decline, the project to highly focussed, low overhead, branded Anthony J. Knightwas formerly Customer Marketing Director at Parke-Davis and is the founding partner of the Portland Partnership, a pharmaceutical strategy consultancy. He can be contacted at [email protected]; URL: www.knightworld.com Tony Booley writes:Pharmaceutical companies often do not them when faced with a patent expiry.
factors such as the competitive situation # Henry Stewart Publications 1469–7025 (2004) International Journal of Medical Marketing product could be licensed out to a generics influences the relative attractiveness of a competitive landscape at patent expiry is very country specific due to the differing expiry is a specialist area? There are also will manage brands post patent expiry.
valuation of future cash flows. It may be by generics, as brand revitalisation may be possible later in the life cycle. Getting price strategy depends very much on the pricing need to constantly evaluate marketing risk ‘foster’ products to another company that may be in a better position to gain price increases. In countries such as the UK, it is now very difficult to get price increases that reduces the price selectively through different deal structures. Examples would ‘equalisation’ deals with larger retail branded prescription line is sold at brand strategies such as those employed by Astra prescriptions, but reimbursed at an agreed market relatively quickly if developed by still the best selling antibiotic in 1996.
project sufficient priority. A case can be made for a partnership or out-licensing to greater difficulty in containing healthcare a speciality pharmaceutical company.
costs due to the local market structure.
The existence of primary care gatekeepers and marketing generics requires different skills and a different businesses model.
Therefore the possibility exists that the generics only accounted for 2–3 per cent International Journal of Medical Marketing # Henry Stewart Publications 1469–7025 (2004) considered principally to retain business in appealing to French doctors’ ‘freedom of rational and emotional marketing practices competition, why did SB in 1996 or earlier superior given the strong brand equity and the emergence of speciality pharmaceutical historical sales situation, which would have strategic options for managing this phase Tony Booleyis a board director of Alliance Pharmaceuticals and has 23 years’ experience in the pharmaceutical and healthcare industry including posts at the multinationals Leo Pharma, Glaxo Wellcome and Getinge Industrier. He can be contacted at [email protected]; URL: www.alliancepharma.co.uk # Henry Stewart Publications 1469–7025 (2004) International Journal of Medical Marketing

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