Uniting R&D and Marketing (PH100)
Integrated Early-Stage Market Preparation
-
CLICK TO DOWNLOAD
- Published 2006
- 132 Pages
- Metrics
- 19 Charts and Diagrams
-
Bridge gaps between R&D and marketing in early pharma 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.
These business drivers require organizational and cultural changes within drug companies in order to unite R&D and marketing — and to direct them toward shared objectives early in development. Injecting market input into drug discovery and early clinical development enables marketing and R&D to focus limited resources on the most promising drug candidates. With market information, R&D can develop drug target libraries and hone in on endpoints with the greatest likelihood of fulfilling unmet medical needs. Ultimately, a continuous exchange of information between R&D and marketing enables companies to make more informed portfolio decisions, to serve their markets better, and to achieve higher profits.
Topics Covered in Report
This report covers the critical areas in which R&D and marketing need to work together, including portfolio planning, resource allocation, product hand-offs and ownership, and project and product team structures. Best practices and case studies illustrate numerous tools, tactics, marketing organizational structures and strategies used by top-performing pharmaceutical and biotech companies to bridge the gaps between R&D and marketing in early-stage drug development.
Back to Top -
Companies Included in Pharma Drug Development Research
- Berlex
- Biovail
- Boehringer-Ingelheim
- Bristol-Myers Squibb
- Eli Lilly and Company
- GTC Therapeutics
- Merck & Co.
- Novartis
- Novo Nordisk
- Otsuka America Pharmaceuticals
- Pfizer
- Procter & Gamble Pharmaceuticals
- Sanofi-Aventis
- Two small pharmaceutical companies (names withheld by request)
- Back to Top
-
Pharma Drug Development Report Sample
The following case studies and best practices are included in the report:
Portfolio Planning & Resource Allocation:
- How resource allocation processes come to exist in drug companies
- Resource allocation process differences between business unit/franchise and matrixed organizations
- Connecting portfolio review to long-term commercial resource allocation planning
- Case Study: Company J emphasizes cross-functional input to build a comprehensive view of all development projects
- Case Study: Company H's high-level, cross-functional portfolio review/steering committee conducts annual portfolio assessments
- Case Study: Company F performs quarterly portfolio assessments but sets marketing budgets annually
- Risk assessments engender objectivity in marketing resource allocation planning
- Strategies for winning resources to support early-stage commercialization
Bridging the Culture Gap to Unite R&D and Marketing
- Blending marketing insights with discovery and development
- Assigning a marketing manager to the development team
- Assembling and integrated early-stage commercial development team
- Strengthening the global R&D-marketing interface
- Overcoming the R&D-marketing cultural gap
- Incorporating market research and competitive intelligence in clinical trial planning and label development
- Transitioning product ownership from R&D to marketing
Structural Integration of R&D and Marketing Organizational Structures
- Early-stage marketing organizational structures
- Early-stage product development and commercialization Evolving from project management to product marketing teams
- Coordinating among multiple functions on project management teams
- Early-stage commercialization activities
- Strategies, tools and tactics for cross-functional coordination of early-stage commercialization activities
- Communication is the key to coordination in early development
- Stage-gate decision making process
