Strategy

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.
Aug 01, 2005
Pharmaceutical Executive
Eyes in the Back of Your Head
Aug 01, 2005
Pharmaceutical Executive
Leadership evolves from the dynamic of particular situations. Without Adolf Hitler, Winston Churchill may have been remembered as a quirky backbencher.
Aug 01, 2005
Pharmaceutical Executive
Western pharma companies call on only China's largest hospitals in the biggest cities. By some estimates, this amounts to only 20,000 doctors.
Aug 01, 2005
Pharmaceutical Executive
BMS' use of investigational toxicology puts it in good stead with FDA, which, under its Critical Path initiative, is pushing for more complete toxicology packages.
Jul 01, 2005
Pharmaceutical Executive
Accept distortions and untruths. Don't try to undo them. The point is not to win an argument; your critics' views are legitimate, irreversible realities. It's time to give the public something new to think about.
Jul 01, 2005
Pharmaceutical Executive
Without common reporting standards in place, researchers have little incentive to share data with scientists elsewhere in the company. When researchers don't sharedata on a regular basis, they can begin to feel proprietary about their work—and even less inclined to disclose their results.
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