Supplements - Pharmaceutical Executive

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Supplements

Mark Kolb, Patni Life Sciences

November 3, 2007

CONSULTANTS MUST POSSESS both domain knowledge and information technology knowledge. It is most important that pharma consultants truly understand the business model and the unique challenges of the industry. The consultant also must be expert in the application and technologies that are generally found in the pharmaceutical industry.

Mason Tenaglia, Amundsen Group

November 3, 2007

NEW CHALLENGES, such as the best way to measure the performance of products under Medicare Part D, are often best solved through incremental improvement. Consultants who work the same problem in four or five companies simultaneously will have the ability to complete more "cycles" than a particular client organization. My belief is that consultants can take on these issues faster, better, and cheaper than any single pharmaceutical company.

Dan Walsh, PA Consultants

November 3, 2007

THE BEST CONSULTING has a point of view. We don't earn our money if we don't come to the table having listened to the data with that point of view.

Sander Flaum, Cary Lemkowitz, Flaum Partners

November 3, 2007

CHANGES ARE ROCKING the industry, and companies need to respond in kind. Generics are flooding the marketplace. Foreign protocols are making new-product development more demanding than ever. And we can only guess at the future of pricing. But revolutionary opportunities are just as powerful. Look at the growth of personalized medicine, biologics, and the exciting pipelines in oncology, Alzheimer's disease, diabetes, HIV, and other therapeutic areas. The revolution is here, and the smartest companies are right in the front lines.

Rick Mann, MarketBridge

November 3, 2007

DUE TO THE past successes of the feet-on-the-street model, the pharmaceutical industry has been slow to transform its go-to-market model and adopt a more multichannel approach. Engineering such a transformation not only requires deep pharma industry expertise, but also extensive knowledge of the relationship between sales and marketing organizations. The full integration of marketing and sales—plus the ability to design, build, and manage cost-effective multichannel go-to-market programs—is the key to achieving growth in this industry.

Ray Hill, IMS Health

November 3, 2007

I AM CONVINCED that pharmaceutical companies must execute well on three fronts by

James Featherstone, Wood Mackenzie

November 3, 2007

THE REAL 'VALUE ADD' a consultant can provide is the ability to independently challenge internal perceptions within the client organization. It is unavoidable that a client's view of the future can become colored with bullish or pessimistic views of the environment, and having an independent, third-party challenge to these perceptions or views is increasingly important. Content-driven strategic consulting houses are well placed to do this. They can provide a positive alternative to process houses that, in some ways, perpetuate internal thinking, which is sometimes misguided, with no objective discussion.

The Future is Now: Consultants Spotlight

November 3, 2007

DIRE PREDICTIONS ABOUT the pharmaceutical industry have been made before. Indeed, they're made so often it's begun to resemble a chorus in a Greek tragedy: The industry is in trouble, really big trouble. The pipeline is dry, share value performance poor, sales and marketing spending on the rise, legal and regulatory constraints are tightening, and its image...well, think tobacco industry.

Bruce Babbitt, Peter Smith, Marta Jimenez, Parexel

November 3, 2007

CONSULTANTS CAN HELP companies when they need to

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