CASE - Quantitative modelling for business decisions: an account-based go-to-market approach

Client Need

The launch of an innovative drug in a "new disease", significantly underdiagnosed and treated only with surgery, requires important changes to the current patient journey and physicians' behaviour.

The drug's potential will not be maximized unless a preparation of the key centres has been performed prior to launch.

The Client needed to:

  1. Identify specific roadblocks to the drug potential,
  2. Estimate bottom-up uptake potential,
  3. Develop tailored strategies and prioritize budget allocation
  4. Develop Account Plans to be used by the sales force.


In-depth assessment and modelling of key challenges to uptake allows the Client to estimate bottom-up forecasts and define specific interventions to maximize product launch. Each market was assessed through a standardized "waterfall" approach, which encompasses Epidemiology (prevalence, incidence, diagnosis rates and referrals, patients sub-groups), Prescribing Behaviour (physicians' knowledge of the drug, perceived value points, treatment algorithms and preferences by patient sub-group), Local Market Access (local formularies, listing delays, administrative requirements, funding flows, caps and limitations), and Logistics (delivery channel, storage, availability and capacity of administration and storage facilities).

Information was collected through multiple internal and external sources and complemented through in-depth working sessions with physicians and local stakeholders. Data were collected and analysed to calculate the potential of the drug in each area and to develop targeted local actions to accelerate drug adoption.


Centre-by-centre account plans were developed in close collaboration with the local team in order to ensure full alignment of the internal actors on objectives and actions, as well as a clear definition of responsibilities.

Designed and developed by: Brand039