A growing number of physicians are expressing interest in working in the pharmaceutical industry. Many are motivated by the desire to get as far away from managed clinical care as possible. Others want to broaden their sphere of influence in healthcare-to move from treating one patient at a time to helping an entire patient population. Still others are excited by the chance to participate in well funded cutting-edge innovation or are influenced by colleagues who have moved into pharmaceutical medicine and are vocal about their enhanced career satisfaction.
Milan Kalawadia, CEO, North America, at Dr. Reddy’s Laboratories, goes inside the company’s new growth initiatives—and stretching the boundaries in healthcare exploration.
The quality of our voice can say more about us then the words we speak.
Real-world pharmacoeconomic data can provide critical insight for maximizing US market access and oncology product differentiation, and should be central to the overall brand strategy of any oncology product
Real-world pharmacoeconomic data can provide critical insight for maximizing US market access and oncology product differentiation, and should be central to the overall brand strategy of any oncology product
The Brazilian economy is being impacted by internal and external factors, and forecast figures are being quickly revised downwards. Market research released by Brazil’s Central Bank revised average analysts’ projections for economic growth in 2014 down to 0.70% from 0.90% four weeks earlier(1).
Since sales success starts by reaching the decision-maker, sales representatives must find creative ways to penetrate the barriers that surround the toughest accounts.
Cancer makes neurology seem almost simple by comparison. Cancers come in a nearly infinite variety. Yet their mechanisms, scientists now surmise, may reside in the same place-deep inside the cell. DNA, genes, and cellular proteins play key roles in both disease areas.
New drug delivery mechanisms and devices are an opportunity to build relationship with the ultimate customer: the patient.
As growth in the BRICs and other emerging economies begins to stabilize, companies are finally turning their attention to Africa-a hidden trove of potential that is only as good as you make it.
Product managers would be less disrupted if compliance activities at pharma companies were more anticipatory than reactionary.
Lifecycle management and line extensions helped the Percocet franchise generate steady annual growth, rising from $40 million in 1997 sales to $214 million in 2003, despite the fact that it had no patent protection.
In our second Q&A installment previewing next month’s iPharma2014 conference in New York City, we spoke with David Stern.
Just a few years ago, financiers were celebrating the "recession-proof" US economy, betting on the success of dot-coms and ridiculing the cautious few. Today, pharma industry experts tout mergers and acquisitions as a panacea to solve growth problems, reduce costs, increase sales, and renew R&D productivity.
Dr. Steven Fox, CEO of Akelos Inc., discusses the challenges of developing new non-opioid medical products as the need intensifies as the crisis worsens.
In 2003, Big Pharma produced only a dozen new drugs. At the same time, it came under new pressure to create value from those thin pipelines. In that "hot squeeze" of a climate, pharma companies needed price premiums for every product in every market. They were more successful in some countries than in others. Other pricing trends also took their toll.