| |
Bridge the structural, cultural, process and communications gaps
between R&D and marketing in early-stage drug development:
Early-stage product commercialization continues to challenge even the
most skilled and highly respected marketing and drug development
organizations. Changing government regulations, pharmacoeconomics,
health care practices, and scientific innovations have transformed the
drug development landscape in the past decade. As patent protection
narrows on many companies’ top-selling brands, the race to market
profitable products in record time is intensifying. These
transformations have been met concurrently with rising drug development
costs and diminishing R&D productivity.
|
|
| |
With ever-increasing pressures from managed care organizations,
government agencies, pharmacy benefit managers and other reimbursement
groups for pharmaceutical companies to prove their products’ value,
pharmacoeconomics is a becoming a more and more important science.
Empowered and well-funded health outcomes groups can help pharma
companies earn their way on to tough-to-crack formularies, justify
premium pricing, and provide convincing data for sales forces
influencing prescribers. These groups can also inform early research
termination decisions, help judge partnership opportunities and much
more. |
|
| |
Uncover the decisions, investments and timing behind successful
relaunch strategies:
Product teams must begin their relaunch planning early to incorporate
it into a strong overall lifecycle management strategy. As product teams
enter Phase 2 of development for their initial launch, they are often
planning their relaunch strategies for years later. Early planning is
one of the key factors in making a product relaunch successful. |
|
| |
Uncover CRM strategies, structure, spending and staffing:
As the pharmaceutical industry focuses on maximizing the lifetime
value of customers and physicians, customer relationship management
plays an increasingly important role. This study examines several top
companies’ CRM strategies and tactics to discover and analyze CRM best
practices. From structural involvement to overcoming inherent customer
relationship management challenges, this study delves into the topics
most relevant to pharmaceutical companies today. |
|
| |
Explore benchmark data from 20 patient education programs.
Reach consumers and gain the trust of physicians with
direct-to-patient (DTP) communications that feature user-friendly,
unbiased patient education content. |
|
| |
Fund early-stage marketing to realize products' commercial
potential:
Some project and brand teams make a critical mistake early in their
drugs’ development lifecycles – they fail to adequately prepare the
market for their products. Early-stage commercialization and market
preparation deficiencies often are the result of insufficient funding
rather than poor planning.
Don’t allow your product’s commercial potential to falter. Use
Early-Stage Pharmaceutical Marketing Budgets: Preparing for Product
Launch to bolster your case for larger commercial budgets and to
benchmark your marketing spends in pre-clinical development, Phase I and
Phase II. |
|
| |
Uncover real-world brand budgets for Phase IIIa, Phase IIIb and
products’ launch years:
Explore marketing budgets for 6 brands as they move through Phase
IIIa, Phase IIIb and the launch year.
Each easy-to-navigate brand profile walks you through the various
phases’ spending in four critical areas of product management:
Advertising and Promotion
Detail Aids
Samples
Journal ads
Patient education programs
DTC ads
Speaker programs
Medical Affairs
Thought leader development
Thought leader programs
Medical education
Medical information
Decision Support
Market research
Competitive intelligence
Market Access
Pricing strategy and analysis
Pharmacoeconomics
Reimbursement |
|
| |
Enhance Your Post-Marketing Trials:
Phase 4 is the fastest-growing area of clinical research today. At an
annual growth rate of 23%, industry investment in post-marketing
research is expected to top $12 billion in 2007. Rampant growth in Phase
4 research should come as no surprise, however. A changing regulatory
environment, growing concerns about the safety of new medicines, and
various uses for large-scale, real-world data on marketed drugs' safety
and efficacy are primary drivers of the growth seen in the Phase 4
research environment today. Post-marketing research is an important
element of commercialization that enables companies to expand existing
markets, enter new markets, develop and deliver messaging that directly
compares their products with the competition, and secure a niche
position in crowded markets. What's more, payer groups and regulators
are both requiring more post-marketing data from drug companies. |
|
| |
Thought leader development is coming under increased scrutiny from
regulatory bodies, such as the Health and Human Services Office of
Inspector General (OIG), to eliminate the "potential for fraud and
abuse" between the pharmaceutical industry and the medical community.
Pharmaceutical companies have enacted compliance policies that allow
fair-market compensation for thought leaders in exchange for their
consultant and advisory services. |
|
| |
This report provides benchmarks for patient adherence and disease
management organizational structures, resource investments, tactics and
improvement processes. Explore some of the industry's most innovative
programs, from leadership involvement to budgets to common program
challenges. |
|
| |
Cutting Edge Information developed this study to research
pharmaceutical companies’ sales training departments and programs. The
report examines sales training department structures, leadership,
spending and improvement strategies, along with individual sales
department training programs.
Pharmaceutical Sales Training Groups: Building Better Sales Forces
examines the inner workings of real pharmaceutical companies’ sales
training groups and what makes them successful. From per rep spending to
leadership structures, and training hours to essential training topics
for several key positions, the report details the strategies and
processes of some of the industry’s top companies. |
|
| |
Explore real-world clinical trial benchmarks:
Clinical Operations: Accelerating Trials, Allocating Resources &
Measuring Performance is a comprehensive tool designed to help clinical
trial operations departments, trial managers, and clinical development
function heads benchmark performance and generally enhance clinical
operations at their companies. |
|
| |
Uncover real-world brand budgets from the first three years on the
market:
Explore marketing budgets for 9 brands throughout their first, second
and third years of market availability. |
|
| |
Pharmaceutical CME departments struggle to measure performance for a
number of reasons. The lack of hard measures for medical education,
along with a fear of appearing non-compliant stops many companies from
tracking return on investment (ROI). Many medical education departments
use post-CME outcomes measures to judge the effectiveness of their
investments in CME events. Unfortunately, attendance figures are the
only hard measurement available from outcomes measurements - and high
attendance numbers do not always translate into effective programs. |
|
| |
This report provides qualitative information and quantitative
benchmarks for three critical areas that concern all medical technology
organizations:
1. Investments, timelines and processes for medical device
development
2. Marketing organization structures and benchmarks
3. Management of field-based issues concerns for devices, including
promotion, customer support and reporting
|
|
| |
Cutting Edge Information has developed this study to research
pharmaceutical market segmentation and how companies use it to their
advantage. Pharmaceutical Market Segmentation examines market
segmentation budgets, structures, staffing, strategies and
implementation to teach you how enact new or improve existing
segmentation plans. From leadership to spending to sales team
implementation, this report details some of the industry’s top
companies’ segmentation strategies. |
|
| |
The blockbuster drug model drove the pharmaceutical industry to
great heights for decades. In the current pharmaceutical market,
however, blockbusters are becoming few and far between. In what can
sometimes be a search for pharma’s holy grail, the difference between
discovering a blockbuster and the next me-too product often comes down
to experience and expenditure. |
|
| |
The mid-level brands profiled in this study all fall short of
reaching the $1 billion benchmark set by blockbuster drugs. However,
global brand teams in charge of these drugs often reach their peak
annual sales by investing far less money than their blockbuster
counterparts. In many cases, mid-level, or sub-blockbuster drugs, are
more profitable than blockbusters. |
|
| |
Commercializing new drugs continues to challenge companies across
the pharmaceutical and biotechnology sectors. Cutting Edge Information
published this study to assist individuals and product teams who seek
guidance in the allocation of pre- and post-launch marketing resources
for small and specialty brands.
The information contained in this report is based on primary research
gathered from brand managers and directors, marketing executives and
marketing support function team members working with brands marketed in
the United States, Europe and worldwide. |
|
| |
Medical affairs departments are suffering from the latest round of
regulatory scrutiny. With the regulatory environment constantly
changing, medical affairs teams must frequently adapt just to keep up.
Recent regulatory guidelines, such as the OIG's Compliance Program
Guidance, continuously force pharmaceutical companies to reevaluate
their daily operations to ensure they remain compliant. The industry is
also considering the effects that Medicare Part D will have on medical
affairs teams. Industry-leading companies react, and sometimes
overreact, to new regulations and guidelines that frequently cause
organizational disruption in their medical affairs functions.
|
|
| |
Maximize drug revenues by preparing for patent expiry and generic
competition early in product lifecycles.
Generic drugs now account for more than 50% of all prescriptions
filled in the US and more than $40 billion in prescription sales
worldwide. More than $80 billion worth of global blockbuster drugs face
US patent expiration by 2008.
|
|
| |
Benchmark your managed markets department's size and structure
against those of top-tier firms, mid-size companies, and small pharmas
and biotechs. Identify the structural differences and strategic business
drivers that differentiate companies in each of these groups, and learn
about the pitfalls that commonly affect managed markets departments at
each level. Use product-specific headcounts and budgets to lobby for
additional resources, and prepare your company's strategy for
incorporating the Medicare Part D prescription drug benefit into
structural changes, marketing planning and account management
realignments. |
|
| |
Cutting Edge Information has developed this study to research
pharmaceutical co-promotions – and what makes them successful.
Pharmaceutical Co-Promotion Management examines the inner workings of
pharmaceutical co-promotions. From overall budgets and control to in the
field strategies and tactics, this report details the inner workings of
some of the industry’s top companies’ co-promotions. |
|
| |
Use this report to establish a dedicated IIT management department
in your company. IIT department structure analyses and case studies will
help you find the right format for your company's specific needs.
Benchmark data, challenges and pitfalls, and break-through practices
will help your company master the IIT proposal receipt process, IIT
concept evaluation, study tracking, and IIT oversight.
|
|
| |
The pricing function is more important than ever. Price controlling
agencies, such as governments and payors, are becoming even more
stringent on companies to prove products’ value. The high price of
pharmaceuticals is an almost daily topic on political talk shows as many
leaders have chosen drug pricing as their top initiative. New laws, such
as Medicare Part D, are also changing the pricing environment.
|
|
| |
Products progressing through the development pipeline to launch
almost always require special resource allocations to overcome a unique
blend of competitive pressures, clinical proficiency, commercial
prospects, and regulatory hurdles. |
|
| |
Build a business development function that wins key deals. This
report features qualitative and quantitative findings from 22 different
companies that range from the industry's top ten to up-and-coming
biotechs. |
|
| |
Over the next decade, the pharmaceutical sales landscape faces
dramatic changes. Recent restructuring and sales force reductions at
some of the industry's top companies have experts calling an end to the
"arms race" that saw the number of sales reps in the United States swell
to more than 90,000. |
|
| |
Developing lifecycle management strategies to maximize branded
drugs’ profitability is a key strategy for the pharmaceutical industry.
Aside from defending against generic competition, lifecycle management
strategies enable companies to sustain their revenue streams and fill
gaps in their pipelines as increasing numbers of key brands begin to
lose patent protection. |
|
| |
This report looks across the industry to identify key factors in
oncology brand commercialization. |
|
