Commercialization of Innovative Drugs: A Hundred Flowers Blooming Through Different Paths to the Same Goal

Author | Yu Jian

In recent years, the efficiency of NMPA's approval of innovative drugs has improved significantly, greatly increasing the supply of innovative drugs in the Chinese market

When the product is not on the market, the PK between similar products of Biotech can be reflected in many aspects such as clinical strategy, development progress, indication layout, business prospects, etc.

These innovative drug products, especially those products that are quickly launched through the license in model, do their sales performance meet market expectations? For some innovative drugs that are about to be commercialized, what factors will affect their commercialization performance? What is the fundamental logic behind the different forms of commercial cooperation between companies? Based on the new financial reports of a number of companies and discussions with industry professionals, I would like to offer some suggestions here

Out of the circle "in the gap"

Chinese pharmaceutical companies are gradually entering the stage of commercialization from overseas License in varieties

Zai Lab is recognized by the industry as "the benchmark of China's innovative drug BD"

According to its financial report, three introduced products have contributed to the company’s revenue: PARP inhibitor Nilapali (trade name "Ze Le") introduced from Tesaro, and Repetit, a KIT/PDGFRα kinase switch regulation inhibitor introduced from Deciphera Nissan (trade name "Qingle") and tumor electric field therapy (TTFields, trade name "Aipdun") introduced from NovoCure

Overview of commercialization of partial license in products (unit: ten thousand US dollars)

Take Nirapali as an example.

Another License in product worthy of attention is Disulumab, which BeiGene introduced through Antoine shares.

"Combination boxing" >

In the view of the Genting Shinyao commercialization team, the most critical point that affects the commercialization results is whether the product truly meets the urgent clinical needs of doctors and patients and is recognized

Many companies mentioned in their financial reports that different innovative drug products need to adopt different commercialization strategies according to local conditions

On the one hand, from the perspective of improving access to products, the "National Medical Insurance Negotiation" is undoubtedly the best way to improve the accessibility of medicines at this stage

On the other hand, from the perspective of channel construction, the way to break the situation is that the commercialization path of innovative drug companies cannot be "closed door"; instead, the "dual channel" of self-built channels and external cooperation should be adopted like the pre-development of products

In terms of self-built channels, almost all innovative drug companies bring in senior business executives from multinational pharmaceutical companies and form commercialization teams by them

Cooperation with traditional pharmaceutical companies to achieve win-win channels is also a common way for many innovative drug companies to consolidate their commercialization capabilities

The "end point" coincides

In the innovative drug industry, the discovery of a certain new target or a certain new technology depends more on the progress of basic research and can even be full of individualism; and for the rapidly changing commercial environment, it is no longer alone.

On the one hand, even if the product has been listed overseas or has been approved by domestic regulatory agencies, its commercialization process is still full of challenges

On the other hand, as far as the entire industry is concerned, whether it is to build a commercial team with the help of talents cultivated by MNC, or to develop channel co-construction and cooperation with traditional domestic pharmaceutical companies, the original intention behind it is to make more patients more convenient to obtain Product
.

In addition to expanding the number of sales representatives, it is more necessary to embrace emerging technologies
.
More and more pharmaceutical companies are cooperating with third-party insurance companies such as Meixin Health through cross-border cooperation, and even cross-border cooperation with Internet companies such as Tencent and JD.
com has also emerged as the times require
.

Because even in the cracks, business must return to the essence of creating value for society
.
How can an enterprise establish a commercial operation system for innovative drug "full life cycle management" in a broader closed-loop ecosystem of "medicine, medicine, and insurance"? We will continue to pay attention
.