As noted before, analyses are a critical function for PPM to coordinate in all parts of the organization and at many points in time, as they relate to product development. A myriad of analyses exist where whole books are dedicated to listing and describing them. In this book, we are presenting some representative examples of analytical techniques that are often employed by pharmaceutical companies to evaluate a product or related projects from both scientific and marketing perspectives. Many analyses attempt to give projections of future possible outcomes, as well as determining the status of projects. Data formats are also highly variable and often can depend on personal style (e.g., tables, graphs, histograms, bubble diagrams, flowcharts, and decision trees). The PPM planners and product team leaders must address the questions at hand, use the necessary data available, know the preferences of management, present their recommendations, and help produce a decision [22, 41, 42].
Figure 2.28 presents five categories for the PPM analyses to fit into; opportunities for the product (usually the scientific, medical, and public benefits, as well as internal product profiles and compound ratings), sales in the marketplace (short-term and long-term plus by indication, prescriber groups), risks of failure or probability of success (modifiers of the scientific and sales opportunities and their impacts on success), resources in both budget and staffing (cost projections to operate), and
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