2026年释放知名品牌的战略价值白皮书_11页_4mb

Summary: Unlocking the Strategic Value of Established Brands

Core Content

This document explores the strategic importance of Established Brands in the pharmaceutical industry, emphasizing their role in sustaining growth and profitability despite the challenges of Loss of Exclusivity (LOE), generic competition, and limited promotional investment. It outlines how these brands, which have been on the market for over 10 years and are past their peak sales, continue to be a critical component of company portfolios and healthcare systems.

Main Points

• Definition of Established Brands: Brands that have been commercially available for 10+ years, past peak sales, but still generate revenue through brand equity and market demand.
• Increasing Share of Sales: Established Brands now represent a growing portion of total branded drug sales, surpassing the contribution of new launches launched in the last 5 years.
• Patent Cliffs: The impact of LOE is expected to grow significantly, with global sales affected by LOE projected to reach $220 billion between 2025 and 2029 — nearly 4 times the previous 5-year period.
• Geographic Diversification: Established Brands are crucial in small and emerging markets, where they can leverage local expertise and global coverage to drive growth.
• Commercial Challenges: Unlike new launches, which follow a top-down global strategy, Established Brands require a bottom-up approach, focusing on local market opportunities and operational efficiency.
• Value Retention and Growth: Companies must actively manage Established Brands to sustain value, as they are not self-sufficient and require strategic oversight and investment.
• Untapped Potential: Despite their scale, many Established Brands are under-leveraged, with significant opportunities for revenue growth, portfolio optimisation, and operational efficiency.

Key Information

• Global Sales: Established Brands generated over $315 billion in annual sales in 2025.
• Portfolio Complexity: Approximately 80% of total sales are generated by just 2% of Established Brands, highlighting the need for SKU rationalisation, market exit decisions, and portfolio-based selling.
• Value Levers:
  • Enhance Sales: Unlock brand equity, improve product value, and expand geographic presence.
  • Manage Complexity: Address portfolio offerings, optimise gross-to-net revenue, and reduce leakage.
  • Optimise Operational Spend: Use lower-cost marketing, outsourcing, and regional strategies to maximise marketing and sales outcomes.
  • Drive Net Revenues: Improve pricing strategies and promotional spend efficiency.

Strategic Importance

• Revenue Stability: Established Brands provide stable cash flow, which can be reinvested into R&D and new product launches.
• Market Leadership: They help reinforce therapeutic area leadership and improve field force efficiency.
• Financial Flexibility: Active management of these brands enhances financial flexibility, allowing companies to better handle the impact of upcoming LOE and support innovation.

Cost of Inaction

• Companies that neglect Established Brands risk:
  • Missing out on significant revenue and margin opportunities.
  • Worsening gross-to-net inefficiencies.
  • Losing strategic advantage to competitors who actively manage these assets as engines of resilience and performance.

Looking Ahead

• The next step is to explore practical levers for unlocking value, such as portfolio segmentation, pricing strategy, digital enablement, and cross-market optimisation.
• IQVIA offers expertise in designing and implementing go-to-market strategies tailored to Established Brands, combining proprietary data with real-world experience.

Conclusion

Established Brands are not just legacy assets; they are vital to the future of pharmaceutical companies. Their strategic management is essential to navigate the evolving market landscape, maximise value, and ensure long-term profitability and growth.