挑战及策略

Achieving Excellencein CommercialisingCardiometabolic Innovation How commercially successful innovators navigate auniquely complex opportunity MARKUS GORES, Vice President, EMEA Thought Leadership, IQVIAKIRSTIE SCOTT, Senior Consultant, EMEA Thought Leadership, IQVIAMARINA KONE, Principal, Strategy Consulting, IQVIA Table of contents Introduction1The cardiometabolic opportunity: Uniquely complex2Lessons from cardiometabolic commercial success stories6I. Deep market insight foundation8II. Aligned value propositions and customer engagement strategy12III. High-quality execution and performance management15Organisational implications for cardiometabolic innovators16References18About the authors20Acknowledgements21 Introduction We are finding ourselves in the midst of a cardiometabolic renaissance, asthe attention of the biopharmaceutical industry returns to an area it largelyneglected for most of the past two decades.1Obesity undoubtedly dominatesthe headlines and creates unprecedented excitement within the industry,and among the public at large. However, the industry’s renewed interest incardiometabolic innovation is much broader than obesity and spans a widerange of indications, for example, heart failure, hypertension, coronaryartery disease, atherosclerotic cardiovascular disease, chronic kidney disease,dyslipidaemia, (pre)-diabetes or MASH. Cardiometabolic innovators face unique challenges,such as navigating interdependencies betweendifferent indications exhibited as co-morbidities inoverlapping patient populations, who are treated bymultiple HCP specialties. Furthermore, multi-indicationtherapies are redefining how cardiometabolic risk ismanaged, for example incretin mimetics such as GLP-1and GIP receptor agonists which have shown broader benefits across multiple morbidities. This adds furthercomplexity to commercialising new products. In this white paper, we will explore what commercialexcellence looks like in the context of cardiometabolicinnovation, drawing on lessons from commerciallysuccessful brands, and identify what it takes toachieveit. Such interdependencies between differentindications make it more difficult to answer keystrategic questions, for example, who is the idealpatient benefiting the most from a new therapy?Innovators therefore must have a holistic and granularunderstanding of patient profiles, including theirunmet needs along multiple risk factors, to informstrategic segmentation into target patient groups toguide the target product profile, brand strategy andpositioning of new cardiometabolic therapies. The cardiometabolicopportunity:Uniquely complex Cardiometabolic diseases remain among the leadingcauses of mortality and morbidity globally, collectivelyaccounting for over one third of all global deaths andimpacting health-related quality of life by an estimated500 million Disability-Adjusted Life Years (DALYs).2-4 One of the defining features of cardiometabolicdiseases is the substantial overlap between differentpatient populations, because many indicationsmanifest themselves as co-morbidities in the samepatient (see Figure 1): In 2024, cardiometabolic diseases were the focus of17% of all new clinical trial starts, including phases 1-3,making it the second most investigated therapy areaafter oncology.5 Unsurprisingly, as interest in cardiometabolicinnovation rebounds, the competitive landscape isbecoming increasingly crowded. Many big pharmacompanies are making significant investments inbuilding cardiometabolic pipelines to establish,re-establish or expand their presence in thistherapeutic space (see Figure 2), while numerousEmerging Biopharma Companies (EBPs) are alsopursuing cardiometabolic innovation opportunities. characterised by companies assembling multi-asset/multi-indication portfolios to establish a broadpresence in the cardiometabolic space. This strategyrequires innovators to carefully co-position theirdifferent assets to articulate a clear, joined-up,cross-portfolio value narrative. As portfolios offer multiple value propositions,derived from assets individually and collectively,the ongoing challenge is to address a range of well-defined unmet needs across overlapping, comorbidpatientpopulations. Among big pharma companies, we find ‘portfolioplay’ a common strategy pursued by many. It is As such, these agents have the potential to transformcardiometabolic risk management. Deployed asbackbone therapies, they can re-set a patient’scardiometabolic risk baseline across co-morbidities,while residual risk is managed by additional therapieslayered on top that target a specific indication and/or risk factor, e.g., treatment-resistant hypertension,inflammation linked to heart failure or fibrosis in MASH(see Figure 3). RE-DEFINING CARDIOMETABOLICRISK MANAGEMENT One of the most consequential events for themanagement of cardiometabolic risk was the arrivalof multi-indication therapies, specifically GLP-1receptor agonists and SGLT2 inhibitors, which haveshown fa