It is probably reasonable enough by now to talk about the Drug launch readiness landscape for medicines and vaccines as pre- and post-COVID. We can also say with some certainty that nothing will ever be the same again. The marketing landscape is dynamic as ever, more so with communication routes evolving at lightning speed and consumer behavior undergoing changes in-step. How does it change engagement rules for Pharma’s audience and how can the sector adapt to this new-age behavior?

But if the pandemic has shown us anything as we move into 2021, it is that new problems, especially around market access and successful pharmaceutical product launches, are often just an intensification of existing problems. Moreover, all of these difficulties can serve as a platform for fresh thinking that may see launch frameworks and strategies emerge stronger, more agile and more effective once the pandemic fog has finally cleared.

Surveying potential drug launches in 2021, we have pandemic-related challenges that are both new and familiar, such as competition for reimbursement in overstretched healthcare systems, market-to-market discrepancies in pharma product launch conditions, and more rigorous health-technology assessment. Then we have more COVID-specific challenges that point to future launch readiness trends, such as managing virtual sales, marketing and launch strategies.

Meanwhile, the pace of new drug approvals in the key US and EU markets is picking up again, innovation and productivity in drug development are thriving for much more than just COVID, and plenty of blockbusters-in-waiting are still entering the market or poised to do so. That is not to ignore the enormous complexity of achieving a compelling new Drug launch readiness in an environment where the pandemic has tightened barriers to entry, even as it puts the pharmaceutical industry centre-stage on the hard road back to health, stability and sanity.

While there have been notable examples of non-oncology U.S. launches delayed due to the COVID-19 pandemic such as Zeposia, Palforzia, Xiaflex and Ongentys, new oncology therapy launch timings have largely followed FDA approvals. For example, Eli Lilly launched Retevmo for RET+ NSCLC and thyroid cancer shortly after FDA approval with a virtual rollout while sales teams were grounded. When asked about the decision to launch, Anne White, president of Lilly Oncology, said: “Given the critical nature of the treatment, the company will launch the drug immediately despite the challenging commercial dynamics.” 2 Based on ZS analysis, other 2020 new oncology therapy approvals have taken similarly urgent, virtual approaches. Sarclisa’s launch in multiple myeloma may be a slight exception 3, but Sarclisa’s HCP website does have functionality to request contact from a representative.

With the COVID-19 pandemic far from resolved in the U.S. and new hot spots emerging in specific geographies, new and ongoing oncology launches may require tailoring to needs and restrictions of specific geographies (even when considering virtual approaches). Esperion is one non-oncology example. The company trained its field team on digital tools and ways of marketing and reducing virtual calls in geographies more impacted by COVID-19.

Nonetheless, the launch management landscape we outline in our Ultimate Guide to Launch Readiness in 2021 suggests there is still more than enough opportunity to keep delivering global product launches in pharma that set new standards in healthcare while refreshing pharmaceutical-company margins and keeping the R&D wheels oiled. In our Ultimate Guide to Launch Readiness in 2021, we take a detailed look at what this dynamic environment means for smart launch strategists and the pharma product launch process.

Both patient and provider preferences have evolved for Drug launch readiness because the COVID-19 pandemic.

Patient preferences:

More comprehensive remote care: With a shift to telemedicine, there are potential gaps in education around diagnosis, treatment and compliance.

More digital content and greater virtual engagement: Patients are seeking more than ever to educate themselves digitally and connect with other patients virtually.

More engagement with patient support programs and a desire for assurance around access to treatment.

Provider preferences:

Personalized, 1:1 engagement through virtual channels with field representatives when face-to-face engagement is not permitted or feasible.

Digital content that addresses uncertainties associated with the COVID-19 pandemic. Continuity of drug supply and mitigation of clinical trial challenges are particular areas of concern.

Continued engagement with the treater community. Providers are using virtual formats like video conferencing, webinars and digital conferences to stay connected with peers.