The Situation

A growth ceiling in four markets

The client held a strong position in four active markets with their targeted oncology therapy , but growth had slowed to 6–7% year-on-year and prescription share had plateaued at 15–18%. Three structural problems were limiting further progress: untapped adjacent markets with no commercial footprint, a competitor holding 5–7 percentage points more in prescription share due to stronger local distribution and HCP engagement, and a 25–35% cost-access gap that was excluding a material portion of eligible patients from initiating therapy.

Awareness of the therapy among oncologists in target markets was only 35–45%, and there had been minimal formal interaction with key opinion leaders in those geographies. The product was clinically competitive. The commercial infrastructure was not.

Cap7tara was engaged against three core objectives: establish a commercial footprint in 2–3 new markets, raise prescription share by 5–7 percentage points, and structurally improve patient access by 10–15% , all within a two-month engagement window.

The product was clinically strong and the patient need was real. The constraint was not the therapy , it was the geographic reach, the physician awareness gap, and the access barrier that was excluding eligible patients before they ever reached a prescriber.
Our Approach

Four strategic levers. Eight weeks.

Cap7tara used a systematic approach to analyse epidemiology, payer dynamics, prescriber behaviour, and the competitive landscape across candidate markets. The analysis identified 3 high-potential markets for immediate prioritisation , and produced the intelligence to sequence market entry, architect patient access programs, and design a structured HCP engagement framework from the ground up.

01 Gradual Market Entry , Weeks 1–4 2 Priority Markets +

Market assessment and prioritisation framework built around patient population density, payer readiness, and competitive white space. Entry into 2 priority markets in month 1 based on scoring framework. Third market identified for month 2 based on early performance signals from the first two. Competitive benchmarking and HCP mapping completed in weeks 1–2.

Market Prioritisation Epidemiology Analysis Payer Readiness Competitive Benchmarking
02 Patient Assistance Programs , Weeks 3–6 Access Architecture +

Design and implementation of co-pay assistance and patient access facilitation mechanisms targeted at the 25–35% affordability barrier. Programs structured to enhance therapy initiation rates and reduce dropout at the access stage. Launch of patient support programs in priority markets by week 5–6.

Co-pay Assistance Design Access Facilitation Initiation Rate Optimisation
03 HCP Engagement Program , Weeks 3–8 50–100 Oncologists +

Structured engagement program with 50–100 priority oncologists in target markets. Data-driven dialogues, peer-led advocacy, and continuous medical education to convert awareness into prescription intent. KOL identification and outreach architecture completed in weeks 3–4. Oncologist engagement activation in weeks 5–6.

KOL Identification HCP Outreach Architecture Medical Education Peer Advocacy
04 Adjacent Segment Placement , Weeks 5–8 +10–15% Patient Pool +

Optimise therapy messaging to include eligible patient segments in adjacent clinical profiles that were defaulting to competitor products. Cap7tara's analysis had identified a 10–15% additional patient pool in these adjacent segments. Expansion review for market 3, performance tracking, and strategic handover completed in weeks 7–8.

Adjacent Segment Analysis Messaging Optimisation Market 3 Expansion Strategic Handover
Cap7tara identified 3 high-potential markets for immediate prioritisation, found that 30–35% of eligible patients were not receiving appropriate therapy, and discovered an additional 10–15% patient pool in adjacent clinical segments that had been overlooked.
What We Found

Three barriers. All addressable within the engagement window.

Cap7tara's market analysis produced findings that reframed the commercial opportunity. The growth ceiling was not a product problem , it was a combination of geographic underreach, physician awareness gaps, and a patient access barrier that was operating as a silent funnel exit.

The awareness gap was larger than the client understood

Awareness of the therapy among oncologists in target markets was only 35–45%, and 40–50% of those oncologists indicated they were open to prescribing with better awareness and clinical support. This was not a clinical credibility problem , it was a structured engagement deficit. The competitor's advantage in prescription share was built almost entirely on better regional availability and more systematic HCP engagement programs, not superior clinical positioning.

25–35% of eligible patients were excluded at the access stage

A significant portion of eligible patients could not initiate therapy because of cost barriers , not clinical ineligibility. This represented a structural funnel failure that was invisible in the prescription data but visible in the epidemiological analysis. A well-designed co-pay assistance program could recover a meaningful share of this population within the engagement window.

Before Engagement
  • 4 active markets , significant white space untapped
  • 15–18% prescription share vs. competitor at 5–7pp higher
  • 6–7% YoY growth rate , hitting a ceiling
  • 25–35% of eligible patients excluded by cost barriers
  • 35–45% oncologist awareness in target markets
  • Minimal KOL engagement in target geographies
  • Adjacent clinical segment patient pool unaddressed
After Engagement
  • 6 active markets , 2 new entries in 8 weeks
  • Prescription share at 20% , 4pp gain
  • 10–12% YoY growth rate in expanded markets
  • Patient access improved by 10%
  • 50–100 oncologists engaged with structured program
  • KOL network activated in all new markets
  • Adjacent segment patient pool strategy handed over
The Results

Measurable commercial momentum. 8 weeks.

Growth rate in selected markets accelerated from 6–7% to 10–12% year-on-year. The expansion was not merely geographic , it translated into measurable commercial momentum across prescription share, patient access, and market penetration within the two-month engagement window.

4→6
Markets expanded from 4 to 6
Entry into 2 priority markets in month 1 based on patient density, payer readiness, and competitive white space. Third market identified and assessed for month 2 expansion.
+4pp
Prescription share gain
From 16% to 20% , closing the gap on the competitor's previously superior prescription share through structured HCP engagement and KOL activation in new geographies.
10–12%
YoY growth rate in expanded markets
Up from 6–7% baseline. Growth acceleration was commercial, not just geographic , driven by physician engagement, access improvements, and adjacent segment capture.
+10%
Patient access improvement
Co-pay assistance and access facilitation programs reduced the affordability-driven dropout rate and improved therapy initiation among the previously excluded patient population.