 | Establish and perfect internal controls to capitalize on IIT opportunities Investigator-initiated clinical trials (IITs) provide companies with the clinical data to further scientific understanding of their drugs. IIT findings help to expand on- and off-label usage, reach new patient populations, generate data for publication and solidify relationships with key opinion leaders. Once considered an afterthought, IITs are now often regarded as critical pieces of product development strategy. Reflecting this different mindset, many companies have established centralized IIT management groups and processes. While such efforts mark a giant step forward, all organizations still routinely confront challenges that range from slowdowns in the IIT-approval process to issues with trial oversight. |
|
| Increase the effectiveness of your LCM Strategies: With pipelines diminishing and generics becoming more aggressive, pharmaceutical companies must maximize their brands’ value and time on the market. Strategic and well-orchestrated lifecycle management efforts are crucial to maintaining a brand’s long-term health. |
|
| Explore detailed segmentation data, budgets and headcounts for thought leader management and MSL programs:Identifying and recruiting key opinion leaders is a challenging task in and of itself. But what are the best strategies to retain those relationships once companies have established them? Cutting Edge Information answers this question and more in its latest study on key opinion leader management organizations. |
|
| In Canada, access to physicians remains one of the top problems of the day for pharmaceutical sales organizations. Though not nearly as overrun as US doctors, top prescribing Canadian physicians can still expect to see as many as 4 to 6 different reps from some larger companies during a given month. |
|
| Fair-market value has been a notoriously difficult concept to master, especially since there are no defined regulations or procedures for calculating thought leader compensation. With state compliance guidelines changing almost on a daily basis, and the potential introduction of federal guidelines on the horizon, thought leader management executives are understandably overwhelmed. |
|
| Protect brand revenues with a multi-tiered counter-generics strategy:Use this report to build a counter-generics strategy that includes long-term, R&D-based lifecycle planning (such as new formulations and next-generation drugs) as well as frontline tactics (such as litigation and counter-promotion) -- and understand how companies launch authorized generics and attempt OTC switches |
|
| Medical publications play such an integral to many company’s overall strategies. Publications not only provide substantial value to clinical studies and research data, but also serve as a conduit for communication with scientific and medical communities. This study examines several top companies’ medical publication strategies and tactics to discover and analyze medical publication best practices. From organizational structure to annual investments, this study delves into the topics most relevant to pharmaceutical medical publication teams today. |
|
| Though the sales arms race is over, reps still overcrowd doctors’ waiting rooms today. Although the "more is better" selling technique employed by the largest of pharmas was successful through the late 1990’s and early 2000’s, the tactic quickly met the point of diminishing returns. Doctors, faced with seeing over 15 different reps over the course of a month, met the intrusions by closing offices to reps during certain times or shutting reps out completely. |
|
| 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 PromotionDetail Aids Samples Journal ads Patient education programs DTC ads Speaker programs Medical AffairsThought 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. |
|
