The backend infrastructure built by compound pharmacies to serve telehealth giants like Hims and Ro is now mature. This creates an opportunity for new brands to quickly launch and ship prescription products, effectively using these pharmacies as a platform for regulated health and wellness DTC.

Adderall's success proves a core chemical patent isn't essential for market dominance. A strong brand that becomes synonymous with a condition, combined with secondary patents on novel delivery mechanisms (like Adderall XR's capsule), can create a durable, highly profitable business moat.

Unlike incumbents, new biotech and pharma companies often lack established sales forces. They launch with a 'digital first' go-to-market strategy, turning to platforms like Doximity early in their lifecycle. This creates a new and rapidly growing customer segment for Doximity, independent of the incumbents' slower transition.

To commercialize curative 'one-and-done' genetic medicines, Eli Lilly is considering a subscription-like model. The procedure could be free upfront, with patients or insurers paying an ongoing fee only as long as it works.

The primary challenge for direct-to-consumer (DTC) AI doctor services is not technology but economics. High customer acquisition costs and churn make a standalone subscription model untenable. Successful AI doctors will likely be a top-of-funnel feature for a larger, integrated healthcare business.

Investing in clinical studies is not just for product validation; it's a powerful marketing strategy. It allows you to make scientifically-backed claims in ads that competitors cannot legally replicate, creating a significant and sustainable competitive advantage.

Eli Lilly ran the fastest-accrued Alzheimer's study in history by going direct-to-patient. This model, using televisits and centralized diagnostics, is highly effective for preventative medicines where motivated patients can be recruited online.

To solve the insulin price bubble, Eli Lilly launched its own low-list-price biosimilar. However, insurers and PBMs initially refused to cover it because its low price and small rebate threatened their lucrative business model.

An executive order mandated lengthy risk disclosures in pharmaceutical TV ads, reducing their effectiveness and ROI. This regulatory change made traditional consumer advertising less attractive, accelerating the shift of billions in pharma marketing spend toward more efficient digital channels like Doximity.