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BioJournal -
CuttingEdgeInfo Reports
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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. |
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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. |
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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. |
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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 |
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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. |
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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. |
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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.
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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. |
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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. |
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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. |
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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. |
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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. |
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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 |
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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. |
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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. |
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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. |
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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. |
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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. |
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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. |
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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. |
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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
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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. |
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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. |
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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.
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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. |
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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. |
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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. |
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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. |
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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. |
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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. |
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