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Success Principles: Making Pharmaceutical Business Development Fit for Purpose


Description: Introduction:

In today’s competitive and evolving pharmaceutical landscape, Business Development is a strategic lifeline for all companies. The more successful Business Development departments share factors that clearly distinguish them from the pack. These success principles can be used by other companies to reinvent the role, direction, and operation of their Business Development functions so they, too, can be "Fit for Purpose."

Get the Answers You Need to Shape Your Strategy:

-Corporate management in successful pharmaceutical companies invariably recognizes and taps into Business Development’s understanding of the future and integrates Business Development’s thinking into strategy-formulation processes. What aspects of the pharmaceutical environment does pharmaceutical Business Development particularly need to understand in order to be successful?

-Most pharmaceutical companies have not seen Business Development as the future lifeblood of the company, and their Business Development groups are poorly equipped to take on this new strategic role. What are the most common shortcomings of Business Development departments? How are these shortcomings affecting pharmaceutical companies’ ability to succeed? How can companies best redirect and reorganize their Business Development departments?

-Partly as a result of Pharma’s lack of internally generated new products, product acquisitions have become increasingly important. What is the primary reason many pharmaceutical companies fail to acquire new products that they have targeted? What aspect of the product acquisition process do Business Development strategies need to focus on?

Scope:

-Business Development as an Indispensable Strategic Lifeline: the tools of Business Development

-The 1990s—Pharma Enters the Real World: technology changes and new customer economics

-Consolidation: the rumble that became a landslide; the view of pharmaceutical management; the effect on new product innovation

-The turn of the millennium: pressures mount; the seven key factors molding today’s landscape

-The industry’s schizophrenic approach to Business Development: the not invented here mind-set; Big Pharma sits up and finally takes notice; a shift in strategic outlook

What is wrong with today’s pharmaceutical Business Development?: the consequences of funding issues, unseasoned staff, and counterproductive internal relationships

Business Development success principles: key factors aiding the identification of customers’ future needs and desires; the evolution of Fit for Purpose and complex business strategies.

Key Concepts Mentioned:
- Advantage of scale
- Alliance management
- Brain babies
- Business intelligence
- Buying-in
- Cash cow brands
- Commercial threshold
- Company culture
- Competitive advantage
- Consolidation
- Copromotion
- Cost-cutting
- Cost-effectiveness
- Cultural mindset
- Customer economics
- Customer relevance
- Cycle time
- Decision-making process
- Developed markets
- Distribution deals
- Esoteric diseases
- Evidence-based medicine
- Feedback loops
- Fit for Purpose
- Fit with Strategy
- Fixed combinations
- Follow-on products
- Fully integrated pharmaceutical
companies (FIPCO)
- Generics substitution
- Genetic engineering
- “Go/no go” decision
- Health technology assessment
- Indigenous companies
- Inlicensing
- Innovation gap
- Joint ventures
- Knowledge networks
- Legacy practices
- Leverage
- Low-value brands
- Management and control
systems
- Market research
- Mergers & acquisitions
- “Me too” products
- Middle management
- Milestones
- Mittelstand
- Molecular differentiation
- Net Present Value (NPV)
- New molecular entities
(NMEs)
- Next-generation drugs
- Not invented here syndrome
- Organizational hierarchy
- Outlicensing
- Outsourcing
- Partner of Choice
- Patent expiry
- Pharmacogenomics
- Population aging
- Product acquisition
- Productivity decline
- Profi t-sharing mechanisms
- Program champion
- Proof of concept
- Protein-based therapeutics
- R&D productivity
- Range extension
- Relationship management
- Resource allocation
- Restructuring
- Revitalizing, repurposing, or
repositioning
- Risk avoidance
- Royalty obligations
- Short-term earnings
- Social networks
- Spin-offs
- Start-ups
- Technology gap
- Transformational change
- Translational block
- Up-front payments
- Value chain
- Value for money
- Venture capital


Contents: Executive Summary
Strategic Considerations
Stakeholder Implications
Business Development as an Indispensable Strategic Lifeline
Pharma Enters the Real World in the 1990s
Technology Tribulations
Two Is Not a Trend
The Translational Blocks
Customer Economics
Graying of the Population
End of a Charmed Way of Life
Consolidation: The Band-Aid Approach of the 1990s
From Squeeze to Crush at the Turn of the Millennium
A Schizophrenic Approach to Business Development
What Is Going Wrong with Today’s Pharmaceutical Business Development?
Business Development Success Principles Going Forward
An Achievable Vision: Identifying Future Customers’ Needs and Wants
Evolving to More Complex Strategies
Externalizing Internal Assets
Internalizing External Opportunities
Components of Successful Business Development Operations
A New Mind-Set and Culture in the Decision-Making Process
Bringing Organizational Structure In-Line With Expectations
Anticipating Necessary Levels of Resource Allocation
Creating Internal Support for the Business Development Function
Positioning the Company as the Partner of Choice
The Fundamental Importance of Knowledge Networks
Feedback Loops
Updating Corporate Communication Practices
The Bottom Line
Spectrum Expert Commentary
Esoteric Diseases—Accommodating the Unfamiliar
Avoiding the Mundane

Expert Featured
John Ansell, M.A., principal, John Ansell Consultancy

Tables
1. The Accelerating Aging of the Population and the Decline in the Rate of Population
Replacement
2. Projected Impact of Key Brand Patent Expiry on Leading Big Pharma Companies

Figures
1. Business Development Tool Kit
2. Research & Development Expenses, Total NDAs, and NDAs for NME Submissions,
1993-2004
3. Big Pharma at the Millennium: Caught in a Gap Between Technology Cycles
4. Successful Pharma Research & Development Today: The Integration of New
Disciplines and Technologies
5. Pressures Intensify on Big Pharma
6. Pharma: Evolving from Simplistic Strategies to Complex Strategic Maneuvers
7. Big Pharma’s New R&D Model
8. Advanced Organization Structures in Pharma Business Development: Now Using
3-Dimensional Matrices




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