抓住时机：生物技术自我商业化的黄金机遇——跨越传统模式，实现精益、以技术为中心的商业化愿景

Seizing the Moment: Biotech’s Golden Leapfrogging legacy models to realise the promise of lean, MARKUS GORES, Vice President, Thought Leadership, IQVIATHOMAS BAKER, Senior Vice President, Global Data, Technology, and Advisory Services, IQVIACHARLES RINK,Senior Principal, Information Management & Analytics Technology, IQVIA Table of contents Executive summaryIntroductionA new era for commercialisationA golden opportunity for EBPs: Leapfrogging legacy models Executive summary Health systems are increasingly led by digitally savvy decision makers whoexpect faster, more relevant, and personalised information. Alongside the rise For Emerging Biopharma Companies (EBPs) this createsa unique opportunity to maximise the value of theirassets through self-commercialisation. Unencumberedby legacy commercial infrastructure, EBPs can leapfrog cost, by providing a de-risked shortcut to the superior,lean and technology-enabled model of the future. This approach fundamentally changes the economicsof self-commercialisation, thus making internationalexpansion viable and allowing EBPs to tap into multiple Unlike the traditional outsourcing model, anext-generation, technology-centric contractcommercialisation partner can offer EBPs benefits far This is Biotech’s moment to seize the golden opportunity Introduction the traditional path towards commercialisation.Unencumbered by legacy commercial infrastructure,EBPs can seize this moment of disruption and Extraordinary scientific advances yielding ever greatersophistication and precision in pharmacotherapeuticinterventions continue to advance and improvepatient outcomes. Emerging Biopharma Companies(EBPs) have been at the forefront of this innovation The slowdown in IPO and M&A activity in recentyears, which concentrated on a small number of high value assets,2,3prompted more EBPs to considerself-commercialisation as their core strategy. Even Alongside this golden era for biopharmaceuticalinnovation, an equally transformational data and This confluence presents a unique opportunity forEBPs to realise maximum value of their innovativeassets, by commercialising themselves as they expand In this white paper, we will elaborate on thismomentous opportunity for EBPs and discuss •Compressed asset lifecycles: First-to-marketadvantage is eroded as follow-on competitorslaunch more rapidly, while steadily rising evidentiarythresholds, combined with proliferating costcontainment measures, flatten launch trajectories. A new era for The biopharmaceutical industry finds itself in aperiod of profound change that challenges many •More diverse, more demanding customers:Generational change across most health systemselevates a cohort of digital natives as key decisionmakers, who naturally embrace technology toaddress their information needs, with very differentexpectations for the timeliness, relevance and •New markets: Compared to some of the traditionaltop launch markets such as the EU4/UK and Japan,countries like Saudi Arabia and the UAE offer fastermarket access and better pricing predictability, •Pharma’s diminishing influence: Exponentialgrowth of healthcare data and ever more powerfulanalytical technologies, including artificialintelligence, empower healthcare stakeholders anderode pharmaceutical companies’ historical control •Intensifying competition and crowding: In 2000,fewer than one in five druggable targets had more than five candidates in development againstthem. By 2020, that figure had grown to more thantwo-thirds.4This “pipeline herding” dramatically “ A period of profound change challenges many of the fundamentalsunderpinning the prevailing commercial model. Unencumbered by legacy Engagement models must become more agile to deliver new, personalised experiences The combination of intensifying competition,narrowing opportunities to exert influence along thevalue chain and the risk of disintermediation elevates technology to transform their go-to-market models.Most firms struggle to implement the necessary, large- Crucially, despite geopolitical and health policyheadwinds, Europe remains the second largest profitpool for pharmaceutical products, behind only the U.S.,and must therefore remain a key consideration for To deliver on these priorities, the future go-to-marketmodel must fully harness the power of data andtechnology for richer, deeper customer and market International expansion to tap into multiplegeographic profit pools, such as the U.S., Europe Legacy infrastructure, processes, and ways of workingundermine the ability of established pharmaceutical Home to over half a billion people, with well-funded healthcare and broad population coverage Considering all these factors, the traditional pharmacommercial model does not serve as a viable blueprintfor EBPs looking to self-commercialisation, or even as Large pharma companies gain efficiencies byspreading fixed operating costs over a larger portfolio,and they have existing commercial contracts