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Nobody Does it BetterIf you work for a company that isn't interested in increasing sales across your portfolio, don't read this article. Otherwise, you'll learn that your district managers (DM) are the keys to doing just that. DMs select and hire new sales reps, guide product knowledge, develop selling skills, provide feedback, and take action to turn around or terminate poor performers. The average industry DM is responsible for generating tens of millions of dollars in sales through his or her teams. But, only 45 percent of industry DMs achieve their sales goals. Companies that succeed in raising the overall effectiveness of their DMs will create sustainable competitive advantage.
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Invisible Prescribers: What You Do and Don't Know About NPs and PAsBefore a pharmaceutical company dispatches a sales rep to a medical practice, the marketing department learns some basic facts about the physician: how many new prescriptions she's written, how many refills, and how much upside prescribing growth she might generate. What the rep usually doesn't know: who else-nurse practitioners and physician assistants-prescribes medications in the office, at a nearby clinic, or sometimes in a separate practice just down the hall.
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The Changing OTC LandscapeMarketers Face A Slew of New Challenges as FDA Examines the Rx-to-OTC Switch
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Implementing a Customer-Centric Mindset in Medical AffairsThe Medical Affairs Digital Strategy Council's Mary Alice Dwyer and Indegene's Sameer Lal talk to Pharm Exec about how digital solutions can help the Medical Affairs function take a leadership role in ensuring fast, efficient, and meaningful responses to all stakeholders at a time of intense pressure.
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Beyond the CallHaving an efficient, integrated call center can be a matter of life or death. Imagine a pharma company not knowing for several weeks that the active ingredient in a life-saving drug was left out of the final product? How would they learn of the error if the quality control at the manufacturing plant failed to identify the problem? Most likely, the next opportunity for identifying such a crisis is through the call center-the key interface between healthcare professionals, consumers, and the company. However, it's not enough to log complaints about a product's efficacy. Once documented, complaints need to be routed to the right department, evaluated, and consolidated. If a streamlined process isn't in place, weeks could pass without anyone ever taking any action-even as adverse event records pile up.
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Legal: Shifting Perspective on Off-Label PromotionThe omission of criminal charges for off-label promotion of Serostim is surprising, because the government's earlier plea with Pfizer sent a strong signal that it would criminally charge companies engaged in off-label marketing.
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Docs of ShanghaiWestern pharma companies call on only China's largest hospitals in the biggest cities. By some estimates, this amounts to only 20,000 doctors.
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Custom Medicine for the MassesInvestor expectations, fueled by promises of genetic breakthroughs, are at an all-time high. Markets segmented by genetics-based diagnoses and rising demand for individualized care will soon make their mark on the industry's dominant blockbuster strategy. Rather than losing sleep over that, pharmaceutical executives can secure competitive advantage by capitalizing on the combination of consumers' rising power, increased access to information, and rejection of one-size-fits-all treatment regimens.
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Study RescuePharma companies must quit wasting money and get strategic when mapping out their clinical study strategies
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Legal Forum: Loss CausationPlantiffs did not try to establish a link between the purported misconduct and the decline in share price. Rather, their sole allegation was that they had paid artificially inflated prices for Dura securities.
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Marketing to Professionals: Appealing to Doctor's EmotionsSanofi-Aventis' campaign for Taxotere elicits an emotional response from oncologists.
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Thought Leader: Getting "Sirius" About SpecialtyGarry Barnes says he joined the pharma industry for job security-but don't believe him. During the last 25 years, Barnes has worked for four pharma companies and built five sales forces in therapeutic areas ranging from contraception to organ transplantation.
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Sales Management: Pay-for-PerformanceAfter the merger, Wyeth had dozens of incentive plans for several thousand employees.
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Setting the StandardHome and abroad, the US Pharmacopeia is stepping up to maintain quality control. But it's not so easy. USP's Roger Williams discusses Medicare formularies, drug safety, international drug production, and the organization's changing role.
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Media Spend Trends: Change the ChannelIt's not closing time, but it does seem like the nine-year, direct-to-consumer (DTC) advertising happy hour is winding down. PhRMA's new Guiding Principles are dimming the lights, and television, the most glamorous and visible media channel for DTC, will have to turn down the volume.
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Under the InfluenceSales 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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Q&A: Gain Therapeutics CEO Discusses AI-Driven Drug Discovery, Strategic Growth PlansGene Mack, Gain Therapeutics CEO, provides a look into the future of the company and the use of physics-based artificial intelligence in the drug discovery process.
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A Survey of Medical Science LiaisonsMSLs tend to stay put. Just three in 10 left a job after less than a year. Half held their current position for more than three years.
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Marketing to Professionals: Senior-Care Specialists SurgePartnerships with geriatric pharmacists will be critical for brand teams that market products specifically to seniors.
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Keys to SuccessJohnson & Johnson's pharmaceutical group builds team and relationship skills into performance evaluations. J&J's Robert Wills says, "Such skills are a built-in expectation. It's how people are supposed to do their job. Everyone who participates in an alliance is compensated for behaviors that contribute to mutual success."
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Pharma's Next Top Model: Slimmer Business ModelsThe disease profiles pharma companies pursue should shape the business models that enable them to grow.
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Forward-Looking IntelligencePharma companies spend the most money looking at what their competitors have already done. Here, three companies explain how competitive intelligence should work.
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The SecretWhen it comes to corporate reputations, it's clear the pharmaceutical industry doesn't quite get it. (Just pick up any newspaper.) But here's the latest newsflash when it comes to managing a bad rap: You get what you pay for.
