Strategy

Timely engagement is the key to expanding the use of companion diagnostics.

New research sheds fresh light on a trend with serious consequences for the public health-not only in the United States but for patients worldwide.

Unified payer research planning is of top import.

Chinese start-ups have realized that they need to recruit highly skilled and globally oriented general managers from foreign multinationals when they reach a critical size.

Pharm Exec takes a look at how a mid tier player - Denmark's Lundbeck - is counting on the momentum of the big US market to vault it to global leadership position.

Pharmaceutical companies looking to wrest market share in high growth markets of tomorrow must overcome challenges from a new crop of national champions.

Shareholder value now depends on finding pockets of "good" growth, in segments with fewer players, and where expenses can be tightly controlled.

High priced biologics may have a bright future in emerging markets, but winning access in the short term will be a hard sell.

world to improve the real world. The group brings value to over 150,000 customers of all sizes, in all industries, in more than 80 countries. For more information, visit www.3ds.com.

Andrew Parrett argues that strategic partnerships are neither strategic nor are they partnerships. And they don't add value to clinical trial outsourcing.

Albert Wertheimer looks beyond today's dark clouds with a comparatively sunny forecast for the biopharm industry in 2020-just watch out for the harsh light of complacency.

Creative non-pharmaceutical partnerships can offer innovators unique capabilities against the competition in a new era where challenges to market leadership are coming from every direction.

Planning for the long term is increasingly seen as an abstract absurdity. But a lasting business model is still possible-if you learn to adapt.

As the scope and complexity of registration information demanded by regulators increases, protection of that know-how has become a critical differentiator in the "go" or "no go" calculation on whether to invest in a new medicine.

Mastery of the clinical trial process has become essential to positioning new therapies for leadership in an increasingly crowded-and lengthy-race to registration.

In a wake up call to this year's Emerging Leaders a group of St. Joseph's Business School Health Management alumni say time has no limit on surprises-change for pharma is here and its good.

As brands are required to produce more and more data to convince not only regulators, but payers, physicians, and patients, Jeffrey Jonas is pushing Shire's "search and develop" R&D model into new and sometimes uncomfortable territory.

Pharm Exec convened a panel of heavy hitters in business development to crack the bat on best practices in licensing and M&A for the year ahead.

No matter how the Supreme Court rules on healthcare reform, the accountable care model will stick around. To play ball with ACOs, drug companies will need to throw a different pitch.

Will changes to the P&R system in the UK finally put some real metrics behind the elusive concept of value?

Too often in M&A or product-linked carve-outs, executives overlook the complexities of disentangling operations and the effort required for regulatory re-registration and labeling changes.

With growth as its guiding light, Novartis has big plans for the emerging markets. Pharm Exec sits down with CEO Joe Jimenez to understand what it will take the company to best the competition.

Our annual press audit finds that the big news in 2011 for pharma was ... no news.

Making real connections that resonate with audiences in a digital world is a fine art, especially in the heavily regulated world of Big Pharma

Pharm Exec's Brand of the Year: Abbott's Humira

Pharma must coordinate the efforts of medical, legal, HR, global partners and many other players in the regulatory compliance space to keep itself afloat in choppy seas.

Mason Tenaglia offers empirical defense of coupons and copay offset programs.

The challenge for 2012 is that many new treatments may not complete the move from 'bench to bedside' in time to plug the yawning revenue gap.

It's a neck and neck race toward safer, faster, and medically superior treatments. Which organizations have what it takes to jockey their products into the winner's circle?