Overview

Companies

Content

Purchase

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

• Early-stage marketing organizational structure
  • Case Study: Company A coordinates early marketing activities through marketing sub-teams
• Early-stage product development and commercialization: Evolving from project management to product marketing teams
• Phase 1: The trial management team forms to oversee clinical trials and marketing
• Phase 2: The emergence of the product marketing team
• Phase 3: Commercial strategic sub-teams form to complete tactical transition from R&D to marketing
• Coordinating among multiple functions on project management teams
  • Case Study: Company D empowers the project management function to coordinate pre-launch commercial development activities
  • Case Study: Company B manages project team personnel transitions
  • Case Study: Company E balances matrixed project management team with dedicated resources
• Early-stage commercialization activities
  • Case Study: Company A’s phase-by-phase marketing activities for the early development stages
• Strategies, tools and tactics for cross-functional coordination of early-stage commercialization activities
  • Case Study: Company B leverages its matrixed structure for functional expertise
  • Case Study: Company E builds knowledge-sharing centers of excellence
  • Case Study: Company B utilizes a common language to facilitate cross-functional communication
  • Case Studies: Companies use IT tools to inject competitive intelligence into marketing and R&D collaborations
• Communication is the key to coordination in early development
  • Case Study: Company C gathers input from support functions to inform early commercial team decisions
  • Case Study: Company G engages key players to identify market needs and characteristics
• Stage-gate decision making process
  • Case Study: Company C’s stage-gate decision-making process