I think the investment needed to come up with a successful drug that has cleared the trials would be so large compared to the hiring of the sales representatives and hence the best decision here is to go forward with the hiring and training of the reps. This is considering the fact that the drug has cleared the clinical trials and just awaiting the final approval. Although not guaranteed, the FDA approval is more likely to be obtained. Also having an FDA approved drug that has no competition in the market and with a potential risk of new drugs from competitors in just under 4 years is a huge risk and could lead to a huge loss in potential revenue.. so again its wise to take some extra risk and invest in the sales force!

Since the management is planning a new product launch, they would have anticipated prior to the launch about the number of packs they plan to sell in the next five years, the intitial budgets that they have, the COGS generated from the 5 year sale plan and the profits generated too. Ofcourse, these are hypothetical figures and estimates, but these will help align the direction they want .. i.e. whether they want to enter the market aggressively or slow. I think an aggressive approach is better if competition threat is anticipated within the next 3.5 years. This will help them establish a brand name by that time. Second, additional sales teams should be hired and trained and pre launch activities can be done in order to maximally utilize resources. Its the synergy between marketing and sales that lies behind all successful product launches.

Not at all client shoild not appoint a new team of sales representative insteadly a client should give this responsiblity to the same team of 750 sales representative because they are already working in market and they also have the knowledge of market and there are aware of there customers if new team is hired it might happen that more time and mone y of the company is invested instead of doing that ideal solution is to give this work to same team as far competitor tensions are concerned when sales team is focused in new product client should modify the old product but saying that the sales team need to sell old product also with the new product such that competitors will not get any idea about the modification as soon as product is modified client should place that product in different divison of his company

relation (positive/negative) between the two cancer products. What if a new product results in sales decline of the existing one? There could be a trade off so I would def try to find out more specific details about the target group of the two products, usage etc. - percentage of new sales representative trainings costs of the new product R&D costs - estimation of the period before generics come out - what market share could be covered with existing sales rep thus what is an additional market share (following this profitability) which could be reached by introducing new reps. It seems to me to be pretty financial issue since the question is about investing acctually. Therefore I'd strive to build up kind of sensitivity analysis in order to see whether the investment in new sales representatives makes sense