Executing established pharma brand strategy: Key considerations for success

Pharmaceutical companies approach a significant wave of patent expirations by 2030.

This includes exclusivity rights set to expire for 569 medications valued at $278 billion, based on 2022 sales.¹ As a result, the industry faces mounting pressure to optimise established brand performance. While strategic frameworks provide direction, successful execution requires careful consideration of multiple factors and capabilities.

Resource allocation in a complex landscape

The challenge of resource allocation between new launches and established brands requires nuanced decision-making. The scale of investment depends heavily on portfolio composition. For companies where established brands represent a significant portion of revenue, maintaining a strong focus on these assets is crucial. Conversely, companies with smaller established portfolios might prioritise new launch investments.

Market-specific factors play a vital role in resource allocation decisions. Companies must evaluate whether there’s sufficient headroom for growth and whether market dynamics support increased prescribing. This includes assessing the resources needed for launches versus what should be retained for established brands. The challenge becomes particularly acute when considering that new launches often target specialised therapeutic areas or rare diseases, requiring different resource profiles than established primary care medications.

Analytics-driven decision-making

Comprehensive analytics form the foundation of successful execution. Historically, many companies haven’t conducted detailed forecasting for established brands and often rely on simple trend extrapolation. However, more sophisticated approaches are needed that consider changing market conditions and accumulated experience.

Key analytical considerations include:

• Brand loyalty patterns and prescriber behaviour.
• Market share dynamics and competitive pressures.
• Potential for prescription leakage to competitors.
• Regional variations in brand performance.
• Resource optimisation opportunities.
• Pricing dynamics and market access considerations.
• Patient support programme effectiveness.
• Digital engagement metrics.

Companies often discover untapped opportunities when examining prescribing dynamics and leakage patterns. When prescriptions are being lost to competitors with no significant clinical or cost differential, defensive strategies may yield substantial returns. Advanced analytics can also reveal unexpected patterns in prescriber loyalty and identify segments where targeted interventions could maintain or even grow market share.

Evolution of commercial models

The industry is witnessing significant changes in how established brands are managed. Large pharma companies are increasingly creating dedicated business units with consolidated budgets for their established brands. With potentially dozens or hundreds of products in established brand portfolios, specialised support becomes essential for managing this range of business across multiple therapeutic areas.

Some companies are developing innovative organisational structures, including internal outsourcing models. Others are creating subsidiaries to handle older products, allowing parent companies to maintain their association with innovation while ensuring established brands receive focused attention. These new structures enable more efficient resource allocation and specialised expertise development.

Digital transformation and future trends

The conservative nature of pharmaceutical commercialisation is being challenged by digital innovation. While regulation has historically led to conservative commercial strategies, there’s growing opportunity for newer, bolder approaches incorporating both digital and personal touchpoints. Established products can serve as an effective testing ground for these new strategies.

As we approach 2030, proactive planning becomes increasingly crucial. Strategies must involve multiple functions within organisations, with careful consideration given to evolving market conditions. The integration of digital capabilities is fundamentally reshaping established brand management. Basic automation is giving way to more sophisticated predictive analytics, automated marketing mix optimisation, and AI-driven customer engagement.

Execution success factors

Several key factors emerge as critical for successful execution:

• Flexible commercial models. Companies need adaptable approaches that can evolve as products move through their life cycle. This flexibility extends to resource allocation, promotional mix and support programme design.
• Balance of channels. The notion that established brands require traditional sales team support throughout their life cycle is outdated. Companies need an evolving picture that matches needs and spending efficiencies.
• Market-specific adaptation. Companies must consider local dynamics, competitive landscapes and regulatory environments when executing strategies. Local expertise is essential.
• Performance monitoring. Establishing clear baselines and tracking incremental revenue is crucial. Strong forecasting capabilities must underpin both baseline establishment and investment return projections.

Operational excellence in implementation

Successful execution of established brand strategies requires developing specific operational capabilities. This includes developing efficient shared services, streamlined compliance processes, and agile decision-making frameworks that enable rapid responses to market changes.

This becomes particularly important when managing multiple brands across different markets and life-cycle stages. The ability to quickly adjust resource allocation, modify promotional strategies, and respond to competitive threats can make the difference between successful optimisation and missed opportunities.

Managing the transition

Managing the transition from traditional commercial models to more efficient approaches requires attention to several key areas:

• Capability transfer. Ensuring institutional knowledge and key capabilities are maintained.
• Stakeholder management. Managing relationships with healthcare providers, payers, and patients.
• Infrastructure optimisation. Adapting commercial infrastructure to match changing brand requirements.
• Team development. Building teams with the right mix of skills to manage established brands.

The transition period often requires parallel operation of different commercial models, making clear governance and decision-making essential. Companies must balance the need for cost optimisation with the imperative to maintain essential support and relationships.

Value demonstration in mature markets

As products mature, maintaining strong value propositions becomes increasingly important. This requires ongoing attention to:

• Market access strategy. Developing approaches that maintain market access in increasingly cost-sensitive environments.
• Real-world evidence. Leveraging long-term data to support product value propositions.
• Pricing strategy. Maintaining price positions that balance competitiveness with profitability.
• Customer support. Ensuring appropriate levels of customer service and support even as commercial models evolve.

Success in these areas requires careful coordination between medical affairs, market access, and commercial teams.

Looking ahead

The industry is likely to see increased focus on established brand excellence. Just as launch excellence has become a cornerstone of pharmaceutical strategy, established brand optimisation will become increasingly crucial.

Platform approaches to pharmaceutical commercialisation are gaining prominence, creating opportunities for economies of scale while maintaining brand-specific optimisation strategies. The role of data analytics continues to expand, moving beyond historical analysis to predictive modelling and automated decision support.

References

1. Maximize value for established brands webinar. Fierce Pharma. [cited 2025 Feb 4].

About the authors

Michel Auvillain Practice Leader, Commercial Managed Services, IQVIA

Michel Auvillain is the practice leader for commercial managed services at IQVIA, working on a new delivery model to support established brands in large pharma. He has held sales and marketing roles at Pfizer, Bristol Myers Squibb, and Johnson & Johnson, contributing to successful global launches of major cardiovascular blockbusters. He also has experience in implementing analytics services centers focused on forecasting, advanced analytics, and reporting.

Martin Bate, Senior Director, Sales Force Effectiveness, IQVIA

Martin Bate has a wealth of experience in all aspects of sales force effectiveness, including analysis and delivery of commercial solutions, gained from almost 30 years in the commercial outsourcing industry and within pharma sales prior to that. He is a member of the global commercial engagement services leadership team at IQVIA and leads on HCP engagement globally. Bate holds a strong commitment to innovating solutions to meet the expanding needs of the life sciences industry in their engagement with healthcare professionals and bridging the gap between technology, data, and healthcare.