Strategy

Oct 01, 2005
Pharmaceutical Executive
There comes a point when people have enough stuff in their lives, but they can never have enough meaning. Leaders have to find opportunities for their eams to do more than turn the machine of profit.
Oct 01, 2005
Pharmaceutical Executive
To get along with the CFO, drug companies need to express more data in units that a health plan can integrate into its own internal actuarial analysis. The financial decision makers at a health plan want to know how a new drug affects the value of expected claims on the whole.
Oct 01, 2005
Pharmaceutical Executive
No brand manufacturers plan to market generic versions of their own product, at least not until the patent expires. And why would they? As long as the branded version enjoys patent protection, marketing a cut-rate product would eat away profit margin during the years when a drug makes the most money.
Oct 01, 2005
Pharmaceutical Executive
By Pharmaceutical Executive Editors
Poker has become one on the most popular attractions on television and the Internet, right up there with online auctions. And if the two were ever combined—so that players could auction off their hand early in a game, with several rounds of cards remaining to be dealt—bidders might seek advice from folks in pharmaceutical business development. Because that's what we do. When we buy or sell the rights to a compound in development, we are putting a price on a gamble.
Oct 01, 2005
Pharmaceutical Executive
By Pharmaceutical Executive Editors
In some cases simply contemplating a potential partnership will lead a company to reconsider some of its basic business strategies. That's fine, as long as everyone is clear on one thing: The important goal isn't to make a partnership. The important goal is to advance the business.
Oct 01, 2005
Pharmaceutical Executive
By Pharmaceutical Executive Editors
Martin Soeters (pronounced soo't rs) has dedicated a quarter century—almost half his life—to the company at which he's now president of US operations. Novo Nordisk, where Soeters has worked since 1980—in various executive roles and locations, from The Netherlands (his homeland) to Belgium to France—is a leader in diabetes treatment, with the largest portfolio in the industry.
Oct 01, 2005
Pharmaceutical Executive
By Pharmaceutical Executive Editors
Academic institutions look for a strong committment from the company's senior management, favorable deal terms, market depth in a specific therapeutic area, and alignment with the partner's core strategy.
Oct 01, 2005
Pharmaceutical Executive
By Pharmaceutical Executive Editors
Growing by Indication, Genentech Has a New Type of Blockbuster
Sep 01, 2005
Pharmaceutical Executive
When rebate strategies are coupled with sales force and DTC spending, it results in "margin-negative" business—that is, sales that bring in less than the marginal cost of selling, promoting, and manufacturing the drug.
Sep 01, 2005
Pharmaceutical Executive
By Pharmaceutical Executive Editors
Not surprisingly, the biotechs hold three of the top five rankings in percent of sales invested in R&D. Even more impressive, then, are the ratios for Big Pharmas like Schering-Plough and Eli Lilly, in third and fourth place, both at a bit more than 19 percent.
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