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Integrating Diagnostics and Therapeutics for Targeted Therapies, Part 1: Optimizing the Comarketing Plan


Description: With so many targeted therapies requiring the use of a diagnostic coming to market, comarketing of diagnostics and therapeutics will become routine. This report (the first in a series of two) addresses key frameworks on which to build comarketing models that deliver integrated care in ways that expand the market, help patients, and provide for better economic returns for pharma and diagnostics companies. The pharma industry should not hesitate to take an early, active role in the collaboration.

Herein, we separate fact from fiction in the diagnostics marketing arena, explain the benefits to pharma of becoming intimately involved in the comarketing process, and provide three logical hypotheses on which to start planning and negotiation with a diagnostics partner.

Business Implications
- With a broad range of targeted therapies requiring the use of a diagnostic coming to market, comarketing of diagnostics and therapies will become routine. Although theranostics and personalized medicine promise to change the pharmaceutical business model, pharmaceutical companies have little experience in commercializing and marketing diagnostics.

- Pharmaceutical companies need to learn that diagnostics, like the more familiar pharmacotherapies, respond to long-range planning, branded marketing strategies, and direct selling. Diagnostics can also, in a wide range of circumstances, enhance a therapy’s life-cycle and provide a more-predictable return on marketing investment.

- Although the recent growth in targeted therapy has encouraged the tandem delivery of diagnostics and therapeutics to the physician’s office, joint sales teams are still not widely employed. Until the economics of a shared salesforce is explored in the field, the responsibility for organizing direct detailing of the diagnostic will be borne by the diagnostics partner.

- The pharma industry should not hesitate to take an early, active role in the collaboration to deliver integrated care. A logical approach integrating pharma’s creative marketing skills could expand the market, help patients, and provide for better economic returns for both pharma and diagnostics.





Contents:
Overview of Diagnostics and Pharmaceutical Comarketing Efforts
Barriers to Comarketing: Separating Fact from Fiction
The Need for New Thinking
Conclusion: Integration of Diagnostics and Therapeutics
Table 1. Planning Stages for a Parallel Evolution of a Therapeutic and a Diagnostic
Table 2. Select Companies Investing in Brand-Name Awareness
Table 3. Relationship Between Therapy and Diagnostics Markets, 2003
Table 4. Potential Scenarios for Marketing Expenditures on a Diagnostic vs. a Therapy
Figure 1. Comparison of Promotional Spending for a Tarteted therapy Enabled by a Diagnostic
Figure 2. Diagnostics vs. Pharmaceuticals in the Small-Cap HIV/HBV Market-Comparison of Innogenetics with Gilead Sciences


Companies Mentioned - Chiron - Cytyc - DakoCytomation - Focus Diagnostics - Genentech - Gilead - GlaxoSmithKline - Merck - Roche Diagnostics - Sanofi-Aventis


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