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Uniting RandD and Marketing for Integrated Early-Stage Market Preparation
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.

 
Pharmacoeconomics and Health Outcomes Driving Formulary Access and Reimbursement
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.
 
Pharmaceutical Product Relaunch Preserving Market Share through Line Extension and New Market Entry Strategies
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.

 
Pharmaceutical Customer Relationship Management Developing and Improving CRM
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.

 
Patient Education and Direct-to-Patient Communication
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.

 
Early-Stage Pharmaceutical Marketing Budgets Preparing for Product Launch
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.
 
US Launch Phase IIIa Phase IIIb and Launch Year Brand Commercialization
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

 
Phase IV Clinical Trials Post-Marketing Study Management Structure Strategy and Benchmarks
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.

 
Pharmaceutical Thought Leaders 2007 Determining Fair-Market Value and Measuring ROI
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.
 
Pharmaceutical Patient Adherence and Disease Management Program Development Management and Improvement
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.
 
Pharmaceutical Sales Training Groups Building Better Sales Forces
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.

 
Clinical Operations Accelerating Trials Allocating Resources and Measuring Performance
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.

 
Post Launch US Marketing Promotional Mix Decision Support and Market Access
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 Measuring Program Effectiveness in the Compliance Environment
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.
 
Medical Device Product Management: Benchmarking Development, Marketing and Promotion (PH80)
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

 
Pharmaceutical Market Segmentation: Spending, Strategy and Implementation (PH82)
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.
 
Blockbuster Pharmaceutical Launches: Establishing Market Leadership
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.
 
Marketing Mid-Tier Pharmaceutical Brands: Winning Resources for Near-Blockbusters (PH84)
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.
 
Small And Specialty Drug Branding: Tapping Niche Market Potential (PH83)
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: Evolving with the Compliance Environment (PH74)
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.
 
Combating Generics: Pharmaceutical Brand Defense for 2007 (PH76)
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.

 
Managed Markets 2007: Pharmaceutical Reimbursement Strategy, Organizational Structure and Medicare Part D (PH77)
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.
 
Pharmaceutical Co-Promotion Management (PH78)
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.
 
Managing Investigator Initiated Clinical Trials - Structure, Process and Strategy (PH81)
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.
 
Pharmaceutical Pricing in the US and Europe: Analysis of Resources, Strategy and Structure (PH73)
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.
 
European Pharmaceutical Marketing: Launching Successful Branfds (PH71)
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.
 
Business Development Spending and Structure: Priming the Pharmaceutical Pipeline (PH70)
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.
 
Pharmaceutical Sales: Driving Access and Influencing Prescribers (PH65)
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.
 
Defending Brand Revenue: Pharmaceutical Lifecycle Planning (PH69)
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.
 
Oncology Brand Commercialization: Resource Allocation (PH68)
This report looks across the industry to identify key factors in oncology brand commercialization.


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