It's twelve o'clock-do you know where your reps are? According to research from Health Strategies Group, lunches provide one of the few opportunities in today's short-call environment for sit-down discussions with doctors. The average length of a lunch is 13 minutes, with an average of three physicians per meeting.
"The worst thing in the world that any of us could do would be for one part of our CME enterprise to interfere with either the professional or legal obligations of other parts of the enterprise," Murray Kopelow, chief executive of the Accreditation Council for Continuing Medical Education (ACCME), said in his opening remarks as he addressed an initially antagonistic-if not hostile-crowd on the second day of Pharmaceutical Executive's Second Annual Med Ed Forum last month in Philadelphia.
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.
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.
Fifty years ago, Watson and Crick changed the world by discovering the structure and function of DNA. Twenty-five years ago, Biogen opened its doors as one of the world's first global biotechnology companies. Thirteen years ago, James Mullen joined the company as director of facilities engineering and seven years later was promoted to international vice-president. Four years after that, in June, 2000, Biogen appointed Mullen president and CEO, and-in an uncanny continuation of its half-life evolution-named him chairman of the board after James Vincent vacated that seat midway through 2002.
As a chemist, a vice-president, and just about everything in between, Sarah Harrison has spent 25 years delivering business excellence and predicting the impact of radical changes in the healthcare environment. Now she leads AstraZeneca in its own multi-faceted transformation.