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Part D Phase 2
For many pharmaceutical and biotechnology companies, 2005 has been a hectic year as they work to understand the potential implications of and prepare for the new Medicare Part D prescription drug benefit. Earlier in the year, manufacturers were scrambling to make Part D-related contracting decisions. These decisions had to be made quickly, with limited information—a requirement that will continue for pharma and biotech for the rest of 2005 as they prepare for Part D.
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Bold Bets
From its origins as a small company making reproductive hormones to its current status as market leader in multiple sclerosis, Serono has always done things in a big way. The company created the infertility market with two early products: Pergonal (menotropins), used for the in vitro fertilization (IVF) of the first test-tube baby, and Profasi (chorionic gonadatropin), collected from the urine of 100,000 postmenopausal women. Serono later boldly put its MS drug Rebif (interferon beta1a) up against Biogen's Avonex, a similar interferon, in a head-to-head trial and proved Rebif's superiority.
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Shedding Wings
John Hagel III advocates outsourcing as a method for building capabilities within pharma companies. But the decision to partner should be driven, not by cost reduction, but pharma executives' willingness to let go.
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Clear Road Ahead
Increased availability of clinical-trials information allows patients to identify trials in which they may participate, assess safety issues, and easily register.
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Whose Afraid of Authorized Generics
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.
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Under the Influence
Sales reps should be able to access, in a central location, company-enerated influences that have affected a given physician. This type of closed-
loop marketing creates a more customer-centric approach that provides etter influencer-level insight by connecting each resource, providing direction and metrics, and continually re-evaluating key influences and ROI.
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