Articles by Sibyl Shalo - Pharmaceutical Executive

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Articles by Sibyl Shalo

Fruitful and Prosperous

The productive partnership between Memory and Roche illustrates the value of (modified) laissez faire.
Oct 1, 2004

EVERYONE KNOWS THAT ROCHE WAS, AND ARGUABLY STILL is, the driver of Genentech's success. But not everyone knows that Roche owns a majority stake in the biotech behemoth, as it does in Japanese powerhouse Chugai. And that's by design. Roche's management has long held that the best way to derive good and lasting results from its smaller partners is to let them do what they do best and leave them alone while they do it. That philosophy has served them well, especially when revenues of some of their codeveloped and comarketed blockbuster products are considered. Just two, Genentech's Herceptin (trastuzumab) and Chugai's Epogin (epoetin beta), have earned billions.

Oiling the Engines of Invention

Big Pharma-biotech alliances
Oct 1, 2004

Big Pharma execs bring to biotech the knowledge of what it takes to make something a commercial success—not getting to market, but to Phase I.

Cross -Training for the Future

Be a product manager or just think like one.
Sep 1, 2004

We've heard some interesting feedback since we published the first volume of this supplement in March. Most important was the fact that many of you used it-and some of our other supplements-as training tools for new product managers or for those aspiring to such positions. With that in mind, we're covering the remainder of the subjects you identified as most pressing in last spring's survey at a more basic level than we usually do.

The Lifecycle of Cipro

A cross-functional team of medical, clinical, marketing, and regulatory experts has kept Cipro's lifecycle going for an impressive 17 years--and counting.
Aug 1, 2004

Blockbusters may not grow on trees, but sometimes they hide in desk drawers. At least that's how it was for one of pharma's most enduring brands--one which, near the end of its patent life, boasts 16 indications, four formulations, and three (recent) billion-dollar years in a row.

Built for Speed

Aventis' goals are no different from those of its Big Pharma competitors. That it has already delivered on many of them is what sets the company apart.
Feb 1, 2004

Trying to keep pace with news about Aventis is like trying to bail water out of a canoe with a teaspoon. In December alone, during the time of year when most corporate offices look like ghost towns except for the blinking lights of Christmas trees, the company submitted four new drug applications (NDAs), announced a major oncology research collaboration deal, revealed positive clinical trial results supporting a new indication for its flagship brand, and sold two business units to the tune of nearly $1 billion. So although fourth quarter financial results weren't available at press time, 2003 appears to have been a banner year for Aventis, a merged company that was barely a year old the last time it was profiled in the pages of Pharmaceutical Executive, in December 2000.

Through Patients' Eyes

Using ethnographic research, pharma can learn what goes on behind patients' closed doors.
Nov 1, 2003

Say the word "anthropologist" and most people think of Margaret Mead studying mating rituals in New Guinea. But for pharma, the techniques of anthropology are becoming an important source of information about how patients actually use medicines and how they feel about their physicians, their diseases, and their post-diagnosis lifestyles.

Keep It SIMPLE

Novartis believes simplicity is key to online success with consumers.
Nov 1, 2003

The internet has grown to the point that it reaches consumers at most socioeconomic levels, expanding the market and creating new opportunities for pharma. According to Paulo Costa, Novartis' CEO and president, that means the industry must do all it can to meet the increasingly sophisticated needs of millions of e-health consumers-and the millions more that they influence.

Teaching Doctors to Talk

The first step in improving patients' health literacy is getting doctors to realize that it's their problem, too.
Sep 1, 2003

A recent study shows that patients forget most of what their doctor tells them less than six minutes after walking out the door. That's a serious problem if they were just given a new prescription or instructions to prepare for surgery. But even patients, whose physicians give them advice about something less urgent like preventive care, may not be getting enough out of their office visits because they simply don't understand what they were told and they're too embarrassed to admit it.

Picking a Place to Grow

Where in the world should you locate your next facility? For most companies today, the deciding factor is people.
Jun 1, 2003

Point a finger at a map of the United States and try to find a state that's not competing to attract pharma and biotech business. It's nearly impossible. The story is the same in Europe and Asia. Around the world, countries, regions, and cities are trying to build their economies, and the life sciences are a key element in their plans.

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