Is trade strategy part of your C-suite dialogue, and is it at a market or global level?

Why trade strategy is the game changer pharma leaders cannot ignore

In today’s pharmaceutical landscape, innovation alone does not guarantee commercial success. Once a product is approved, the ability to get therapies to patients quickly, affordably, and at scale is what separates market leaders from those left behind. Yet one critical component often overlooked within many organisations is a product trade strategy.

When most people hear “trade,” they think of tariffs or supply chain logistics. But the trade strategy is far more strategic than that. A good trade strategy encompasses how companies navigate global frameworks, regulatory environments, and market access conditions to accelerate speed to market, control costs, and expand patient access. In a world where competition is fierce and margins are under pressure; this can be the difference between market leadership and missed opportunity.

Align trade strategy with brand and market access goals

Let’s walk through a typical scenario in the US Market. Brand teams tend to focus on revenue generation (sales) and the associated marketing to drive demand while market access teams fight for coverage/access, pricing, and reimbursement. While their broader goals are critically important to the success of a product, none of these can be achieved without a trade strategy/plan determining how product reaches patients. The pathways to accomplish this are complex including retail, specialty pharmacy, and health system pharmacy, buy and bill, limited distribution, or direct-to-site models. There is rarely an off the shelf; one size fits all portfolio solution.

Often the Brand and/or Market Access groups operate in silos; when this happens, you get channel friction. (e.g., mismatched marketing and sales strategy, ASP assumptions, stockouts, or slow prior authorisations). Channel friction occurs when misaligned assumptions or disconnected processes between teams create operational bottlenecks. This can lead to inaccurate inventory forecasting, delays in patient access, or unexpected financial exposure for providers, ultimately impacting both revenue and patient experience.

To avoid channel friction and align goals across the company, a solid trade strategy will start by mapping payer pathways to channel choices. For example, rare and high touch therapies often rely on limited distribution/specialty pharmacies that provide benefits investigations, prior authorisations, and chain-of-custody services functions proven to accelerate access and adherence for complex patient populations. Manufacturers, distributors, and specialty pharmacies are shifting to digital first models automated benefits verification, e-prescribing engagement, and direct to patient support, further reducing friction by reducing cycle times and improving patient persistence.

Another best practice is aligning field access strategies (e.g. site-of-care readiness, infusion center preparedness) with trade agreements. Incorporating Good Distribution Practice (GDP) requirements, such as end-to-end traceability and timely delivery, into contracts and KPIs helps prevent disruptions in product availability that could undermine payer commitments to coverage and timely patient access.

Key components of a good trade strategy

So how do you know if your trade strategy is on track and addressing the necessary elements to harmonise goals across the entire brand? A good strategy will address all the following:

Speed to market

• Market entry acceleration: Strategic use of trade frameworks can reduce administrative bottlenecks, enabling faster product launches in high-demand regions.
• Competitive edge: In a sector where innovation cycles are short, being first to market often translates into brand dominance and higher revenue capture.

Cost control

• Optimised market access costs: Trade strategies can minimise non-tariff barriers and reduce compliance overhead, lowering the cost of entry and ongoing operations.
• Resource allocation: By prioritising markets with favourable trade conditions, leadership can allocate R&D and commercialisation budgets more effectively.
• Margin protection: Cost efficiencies achieved through trade planning help maintain profitability even in price-sensitive markets.

Patient access

• Broader reach: Trade agreements can open doors to underserved regions, improving global health equity.
• Affordability: Lower operational costs through strategic trade planning can translate into more competitive pricing for patients.
• Trust and reputation: Companies that enable faster and wider access to life-saving therapies strengthen their brand and stakeholder relationships.

The difference between market leadership and missed opportunity often comes down to how proactively a company approaches its trade strategy. Organisations that take a proactive stance are better positioned to anticipate market shifts and regulatory changes, giving them a competitive edge. A strong trade strategy also serves as a growth enabler, shaping launch timelines, pricing models, and global market presence. Conversely, companies without a robust strategy face greater risk, including delays, increased costs, and restricted access, which can ultimately create openings for competitors to gain advantage.

This means companies must evaluate whether their trade strategy is proactive, integrated, and designed to support launch success, pricing models, and global scalability.

Bottom line

While the scenario outlined reflects a country-specific example, it underscores a universal truth in today’s globalised pharma landscape, trade strategy is not a back-office function; it must be a C-Suite priority, in every market where a product is commercialised. A well-executed trade strategy accelerates innovative delivery, optimises costs, and expands patient access, making it a critical differentiator between market leadership and lost opportunity.

Questions to ask yourselves

• Is your trade strategy a competitive advantage?
• Are you having these conversations at a senior enough level?
• How is your organisation leveraging a trade strategy to stay ahead?
• Is your trade strategy a tactical function or a strategic driver of growth?

Please feel free to reach out to Natalie Rush to discuss your trade and channel needs.