Assigned Role

Assigned Objective
Core Competency
Organisational background
Brand Message
Positioning/Overall Brand Strategy
Target Market
Demographic
Psychographic
Urgency
cause & effect
constrains & opportunities
Qualitative & Quantative
Analysis
Define the immediate and basic
issue(s)
Generate alternatives
Identify decision criteria
analyze & evaluate alts (pros & cons
+ Short & long term)
Select preferred alt
Recommend / Take Action / Action Plan
Specific
Identify best, worst and likely
outcomes
Contingency
Marketing Plan [4Ps]
Life Time Customer valuation
Investment Decision (Market or
Organization)
Needs Benefits
Breakeven Analysis
Margin/Mark-up Calculations
Contribution (Variable Cost)
Consumer Behaviour
Consumer Decision Model
Founder, President & CEO
Make company profitable
Prove firm's strategy is viable
Increase share price in-line with market expectation of 25%
Acquire, developed, and commercialise drugs in late stage of development that
had been abandoned by other companies.
Candidate Selection Criteria:
(1) Required less than four years to get to market
(2) Required less than $60M to get to market
(3) Had at least 65% chance of getting to market
(4) Had the potential to generate at least $100M sales annually
Founded in 1996 by Clive Meanwell
based in Cambridge, Massachusetts
Angiomax is a premium anticoagulant that is efficacious, faster acting, and safer
than market leader (Heparin) for 'High risk' and 'very high risk' patient groups.
Niche market strategy with revenue of around $100 pa.
Acute care, hospital environment, for patients undergoing a balloon angioplasty
1.1M heart attacks & 1.5M unstable angina sufferers
700K Angioplasty (1999) & 400K CABGs (1999)
3.5M Heparin users with potential risk of HIT
MDs: 700 centres staffed between 5 - 20 (3500 - 14000) interventional
cardiologist
- This group is price incentive
Pharmacists: 700
- This group is drug / dose price sensitive
Hospital Administrators: 700
- Economic sensitive (holistic view)
1) Decide on the price of Angiomax, a premium anticoagulant
2) Is having a productive drug pipeline essential to the firms success
(1) Build a product pipeline through in-liciencing & acquisitions of abondonded
molecules
(2) Build a prodct pipeline through in-liciencing & acquistion of early stage
molecules
(3) Build a product pipeline through investment in own R&D
(4) Don't build a pipeline
(5) Combine 1 & 2
(6) Combine 1, 2, & 3
(1) Return share price to the level of IPO or above
(2) Succesfuly launch between 1 and 3 new molecules / products annually
(3)
Promotion includes the Brand message: State Brand message
flip needs to create Brand benefits. Translate needs to brand benefits
Very high risk
High risk
Low risk
Strengths
Raising capital
$100M from investors
$104M from IPO
Expeianced Staff (Meanwell, Sales force etc.)
Better product than competion (Angiomax vs. Heparin)
Faster acting 30 mins
Reduced risk from side effects
Predictable results - preferred by MDs
FDA approved
$100 cash or cash convertable assets of TMC
Opportunities
3.5M Heparin users
3.5M Heparin users with potential risk of HIT
1.1M Heart attack sufferers
1.5M Unstable Angina
400K Coronary Artery Bypass Surgery (CABGs)
700K Angioplasty (1999) & 400K CABGs (1999)
Positives
Weaknesses
High cost of manufacture of Angiomax ($40)
Hospital Pharmacists & Adminstrators are price sensitive
Small target market (700K Angioplasty in 1999)
6 to 20% of sales lost due to loyalties
No revenue generated between 1996 and 2001
Additional cost to 2nd Gen manufacturing process
$12M cost of PhIII & approval
Treats
Heparin
-Its lower cost (100 folds)
-First line treatment
No or limited access to hospital adminstrators
Increased cost pressure on the industry
Availability of viable candidates
Internal
External
Negatives
Breakeven
Contribution
Pro forma P & L's
Pricing
Market share analsysis