推动上市模式现代化的趋势

2025 ZS biopharmacommercialization report Trends that are modernizing the go-to-market model By Maria Whitman, Joe Stevens, Todd Burgess, Colleen Stubbs and Ayushi Sahastrabudhe Each year, ZS delivers thousands of trends conversations, topical innovation sessions andbenchmarking perspectives to our biopharma clients. Recently, these conversations withexecutives had a noticeably different tenor with respect to commercialization: •Recognition that there’s now no margin of error for execution•Urgency to drive efficiency and savings while pursuing advanced levels ofeffectiveness•Willingness to build toward a different status quo—with AI, of course, but also bystarting to break down long-held beliefs about how we go to market Not all of these translate to outwardly bold moves, but they lead us to a tipping point inthinking and willingness to act toward real change in what’s historically been a consistentcommercialization model across most of the pharmaceutical industry: rep-led, product-centered and prescriber-focused. For competitiveness and top-line success, leaders areasking more about how to change in ways that drive real and differential impact withcustomers—advancing them along a journey at every touch point. This change prompts many conversations, questions and calls to action. Some we hearmost often are: •“We need to launch flawlessly, but differently. How can we reduce the time to peak?How digitally forward can we be? How do we truly integrate functions for success?”•“What is the real role and value of the rep today? What does good look like with AI?How do we leverage each channel—human and digital—for optimal impact?”•“Consumerism is more real because of how patients seek care, when they engage andtheir role in some of my therapy areas. How do we move our dominant healthcareprovider (HCP) focus to the right balance of stakeholder effort and engagement?”•“The talent we have built—at HQ and in the field—is not always aligned with wherewe need to be in skills and with technology. What does ‘good’ look like and how do weget there?”•“Profitability is more critical as our products mature. How do we defend our P&L in atime of pullback and increasing payer pressure?” This report shares insights from ZS surveys, benchmarks and expert analysis, highlightinghow top organizations are adapting. We also offer key strategies and predictions onmodernizing go-to-market models to blend human and digital engagement for lastinggrowth. Winning in the next generation of launch Pharma’sunderperforming launcheshave been long lamented. From 2019-2021, about 60%of pharma launches didn’t meet analyst expectations. In the last two years, the picturehas improved slightly, but roughly half of all launches have still underperformed. At thesame time, the industry has shifted to an “always be launching” mindset, with many largecompanies readying for more than 10 new launches each in the next two years. But while thenumber of launches is increasing, the peak of most launches is also getting smaller. While blockbusters remain significant drivers of revenue, in the past six years, 77% ofproducts launched had revenue potentials under $1 billion. Modern blockbusters are beingbuilt through multiple indications and there is an overall increase in the overall number ofsmall launches as our science advances. Increased competition in many therapy areas andshorter windows of time to recover investments are pushing pharma to prioritize high-valueassets, sequence indications strategically and focus on select global markets, “launching big”for some indications while “launching lean” for others. To ensure a prosperous future for the industry and the continued funding of innovation,it’s critical to improve launch outlook and performance. The question is how. We see theanswers in how companies prepare for launch and leverage technology and AI. Market shaping gains new life Leading companies have shown a renewed interest in thoughtful market shaping. Though theterms vary across companies, we define market shaping as the art of preparing the marketusing compliant, cross-functional approaches to prime the ecosystem: different customers,processes and protocols, beliefs and operational elements for our innovation and itsregulatory approval. More active market shaping has led to improvements in driving diseaseawareness, alleviating disease burden, securing access and streamlining care models. The approach to renewed market shaping is taking different forms. One leading companyimplemented a cross-functional roadmap, including testing partnership arrangements andengaging providers with a multichannel campaign to support uptake for a new product byencouraging HCPs to reflexively test for a novel biomarker. Another is leveraging a “digitalfront door” to streamline patient care and enable accurate referrals based on a symptomprofile for a rare disease, ensuring that patients can reach a physician who knows about theirproduct and can prescribe it a