AMGEN
Digital Launch Strategy
Launching two emerging medications through innovative digital channels with minimal human-facing components
CLIENT
Amgen
ROLE
Digital Strategy & Launch Planning
AGENCY
Capgemini Invent
FOCUS
Virtual Product Launch
THE CHALLENGE
Shifting the Optimal Balance of Physical and Virtual Promotion
Decreased
In-Person Sales
Hospitals and private practices closed to pharma reps during the pandemic
Rise of generics and specialty medications reducing need
for in-person detailingPhysician geographic distribution making access difficult
Increase of providers
affiliated with medical
groups that prohibit sales
rep access
Increased
Digital Fluency
Initial mixed success with platforms like Zoom, especially with older physicians
Initial navigation of limited technology options was difficult
But physicians and staff learned out of necessity
46% increase in tablet use in healthcare settings
14% increase in desktop computers
The Opportunity
Virtual launches allow for targeted patient and physician outreach while maintaining effectiveness with reduced traditional field force dependency.
Virtual launches allow for targeted patient and physician outreach while maintaining effectiveness with reduced traditional field force dependency.
The pharmaceutical industry faced unprecedented disruption. Multiple converging trends were fundamentally changing how drugs could be promoted and launched.
THE PRODUCTS
Two Emerging Medications
Amgen partnered with Capgemini Invent to develop and implement "X," a digital launch initiative requiring minimal human customer-facing components. The X Launch would be used to launch two emerging brands: Molecule Y and Molecule Z.
FIRST-IN-CLASS ANTI-OX40 HUMAN MONOCLONAL ANTIBODY
Molecule Y
Indication: Moderate to Severe Atopic Dermatitis
Several factors were expected to influence the atopic dermatitis market, including COVID-19, increasing pollution, and increasing prevalence of food allergies.
Key Launch Considerations:
Competitive market dominated by corticosteroids
Large legacy Amgen field force
Building on established brand recognition
Molecule Z
GIPR ANTAGONIST AND GLP-1 RECEPTOR AGONIST
Indication: Obesity Obesity increased exponentially during the COVID-19 pandemic, and key players were undergoing product developments and seeking market approvals in response to increased demand.
Key Launch Considerations:
Lifestyle, pharmaceutical, and medical treatment options
Amgen's first obesity drug
Entirely new market for the company
DIGITAL OPPORTUNITIES
Enhanced Interactions Across the Life Sciences Landscape
The digital age in conjunction with the pandemic created new possibilities for engagement across every stakeholder in the healthcare ecosystem—from pharma to HCP, HCP to patient, peer to peer, and pharma directly to patients.
MARKETING PLAN
5-Month Launch Timeline
JANUARY
LAUNCH
HCP: N/A
Patient: VR Promotion, Social, Connected TV
Payor: Direct Mail, Email, Connected TV
FEBRUARY
DELIVER PROMO
HCP: Dermatology Mirror Robots - Patient and MD, Pharma Rep
Patient: Text/IM
Payor: 1-5 contacts, active for 1 year
APRIL
HCP: Pharma Rep
Patient: Text/IM
Payor: Ongoing engagement
MARCH
CONTINUE CONNECTION
HCP: Digital Event,
Pharma Rep
Patient: Text/IM
Payor: Ongoing engagement
MAY
HCP: Digital Event, Pharma Rep
Patient: Text/IM
Payor: Ongoing engagement
OUR APPROACH
Analytical Target Selection & Test Plan
01
Analytically Scored Model List
Predictive analytics and response models scored the HCP Universe to identify physicians most likely to engage once targeted.
→Specialist / High Index GP
→Large Practice
→Early Adaptors
→Influencers
→High Telemedicine Utilization
02
Business Rule Overlay
Business rules were aligned to model list to further optimize targets based on strategic priorities.
03
Test vs Control vs Hold Out
Three groups of 17,500 physicians each:
→TEST: Bishop Launch Approach (Digital-first strategy)
→CONTROL: Amgen Launch Approach (Traditional strategy)
→HOLD OUT: No active targeted promotion
“Screens, apps, and social media defined the digital era. But, now we move past them to innovate for the future.”
STRATEGIC RATIONALE
Convergent Transformation
The knowledge and capabilities won from the product, service, and digital eras are now coming together to catalyze a new era of convergence that will redefine products and experiences, companies and industries.
This convergence thinking informed every aspect of the X Launch strategy—from the analytical targeting approach to the innovative digital tools to the integrated timeline bringing together patient, HCP, and payor touchpoints.
What This Project Demonstrates
This digital launch strategy showcases the ability to completely reimagine pharmaceutical product launches in a post-pandemic world. Rather than viewing digital as a supplement to traditional field forces, we positioned it as the primary channel—a bold strategic shift requiring sophisticated targeting, innovative technology integration, and careful orchestration across stakeholders.
The project demonstrates strategic thinking at the intersection of healthcare trends, digital capabilities, and business transformation. By recognizing that COVID-19 had permanently altered physician accessibility and digital comfort, we designed an approach that turned constraints into competitive advantages.
THIS PROJECT DEMONSTRATES MY ABILITY TO:
Design comprehensive digital launch strategies for pharmaceutical products
Apply predictive analytics and response modeling to optimize HCP targeting
Develop test-and-control frameworks for measuring marketing effectiveness
Integrate emerging technologies (VR, AI, smart devices) into healthcare marketing
Create multi-stakeholder marketing plans (HCP, patient, payor)
Balance innovation with practical implementation constraints
Navigate complex regulatory considerations in pharma marketing
Design convergent experiences bridging digital, service, and product
Develop go-to-market strategies for first-in-class therapeutics
Lead strategic transformation initiatives in healthcare