Major publications around the world look to Best Practices, LLC for insight into current business trends, including:

• The Wall Street Journal
• The Washington Post
• The New York Times
• Fortune
• Inc. Magazine
• Pharmaceutical Executive
• MedAd News
• Pharma Voice
• destination CRM
• CRM Today
• United Press International

Download E-catalog: "Insights & Intelligence: Best Practices, LLC's Research Partnership with Business Media"

Cingular's Sigman Faces Huge Task Jesse Drucker, Joann S. Lublin and Almar Latour. Feb. 18 2004	Cingular's expected aggressive personnel strategy could impair productivity and slow consolidation efforts, management experts warn. "Retention bonuses are absolutely critical if you want to keep the right people" until a takeover's completion, says Keith Symmers, a vice president of consultants Best Practices LLC in Chapel Hill, N.C., which studies postmerger integration. To ensure a smooth transfer of customers and technology, he adds, "you have to maintain continuity."
Hewlett-Packard, Compaq Present New Company, Sales Plans, Leaders Pui-Wing Tam and Scott Thurm. May 8, 2002	Such uncertainty can hurt: Productivity can fall by as much as 50% while employees are in limbo awaiting new assignments, said Keith Symmers, vice president at consultant Best Practices LLC in Chapel Hill, N.C., which studies post merger integration. The companies have promised more than $600 million in retention bonuses to employees who stay for a year, but that might not be enough. Best Practices says that 47% of top managers at acquired companies leave within three years.
Cisco Defies the System with Mergers that Work  Scott Thurm. March 1, 2000	Cisco ranked No. 1 last fall when consultant Best Practices, Chapel Hill, N.C., surveyed 12 clients about successful merger-and-acquisition policies.That's not unusual; the Best Practices survey found that more than a third of managers and key technical employees typically leave after a company is acquired.

Company Carefully Cultivates Leaders within the Ranks  Sarah Schafer. Nov. 28, 2000	GE's search for its new chairman-elect was early on dubbed a "horse race," in which the winner would have met clear objectives. "The test has been whether these individuals move into diverse sets of assignments and handle them well," said Chris Bogan, chief executive for Best Practices LLC, a Chapel Hill, N.C., research firm. The goals are clear, he added, and include "producing the double-digit growth that is required by all of [GE's] business units.

Boundaries to Stealing All Those Bright Ideas. Jeffrey L. Seglin. January 17, 1999	According to Christopher E. Bogan, chief executive of Best Practices, a management consulting firm in Chapel Hill, N.C.: "The concept of 'steal shamelessly' is really grounded on the concept of 'don't be afraid to borrow.' It's a dramatic statement that no individual, no company, no team, no industry can corner all good ideas. It doesn't for a minute suppose that you should steal proprietary information or trade secrets."

How To Steal The Best Ideas Around Jeremy Main. October 19, 1992	Kearney, and Towers Perrin have set up groups of companies that benchmark each other regularly. Since the members often compete, these groups pass information through the consultant so members can find out about the best practices without the sources being identified. Specialized consulting firms like Best Practices Benchmarking & Consulting Inc. of Lexington, Massachusetts, are also springing up.
Steal this Strategy Ilan Mochari. July 1, 2001	Ideas. Strategies. Statistics. Given the explosion in business information that’s taken place over the past decade, you should have no trouble finding them. But you don’t need us to tell you that the abundance of sources of business ideas hasn’t made finding practical ideas any easier. And what’s the point of combining through business books, magazines, case studies—this very article—if you can’t implement your findings at your own company? But a few folks have mastered the fine art of filtering useful wisdom out of oceans of hype. Led by CEO Chris Bogan, the staff at the appropriately labeled Best Practices LLC (BP), a benchmarking group-cum-consultancy in Chapel Hill, N.C., has been spotting—and swiping—fruitful best practices since 1992. BP efficiently implements and monitors the results of the new ideas too. How the company does all that is a practical strategy in itself.
How to Make Rx-Dx Alliances Work Peter Keeling and Paul Meade. July 1, 2003	Partnerships between pharmaceutical (Rx) and diagnostic (Dx) companies are difficult to achieve because most managers don’t understand what it takes to make them work. Some pharma executives see diagnostic tests as a double-edged sword. On the one hand, tests can diagnose patients who should take a particular medication, thereby expanding market share. Yet, diagnostics threaten to limit market share by inhibiting doctors from prescribing a medication without a confirmed diagnosis.
The Right Staff Keith Symmers. March 1, 2003	A quality-control department under fire can do immense damage to a company's reputation and shareholder value-and may even affect patient health if substandard products reach the market, new products are delayed, or products become unavailable. Such a department, if understaffed or poorly directed, can bring an entire pharma company to its knees. Although manufacturing design and production procedures have a sizable bearing on consistent product quality, the single most important factor in maintaining consistency is the staff. Many companies have faced FDA scrutiny for quality issues in recent years, but others consistently maintain exceptional reputations with few or no major observations or "483" warning letters. Understanding what those companies are doing right is critical to staying on the leading edge of product quality and avoiding the pitfalls of sub-par performance.
Toward Competitive Intelligence Denis Myshko. September 1, 2002	Paul Meade, vice-president of the consulting company Best Practices and a 23-year pharma industry veteran, discusses a study of CI practices at 19 companies, 15 of which are pharma. He says companies can empower CI personnel to help them more effectively manage the competitive environment.
Global Fundamentals Rebecca Mayer. February 2006	Best Practices research revealed that the number of physicians within a typical sales territory in the European and Asian markets was a lot higher than in Canada or the United States. There are more than 400 physicians in Europe that each sales representative is responsible for managing, according to Jon Easter, executive director, health-care sector research, Best Practices (best-in-class.com).
A prescription for future success Eric Ladley. February 2006	After launch, companies need to drive adoption through recruiting additional physicians and then preserve revenue as a product’s patent expires. Even with the increasing competitive pressures, the most popular life-cycle management strategies that companies use in the later stages of a product’s life are new formulations and new indications. Development of new formulations is the most frequently deployed life-cycle management tactic, with 71% of companies using this strategy, according to Jon Easter, executive director, health-care sector research, Best Practices LLC (best-in-class.com). New indications came in second, with 60% of companies following this plan of action.
The Newest Sales Channel John King. January 2003	"There are large numbers of docs who are not high prescribers and are not always the ones they are trying to get to see," says Chris Bogan, president and CEO of Best Practices LLC, a pharmaceutical research company that conducts work based on the principle that organizations can chart a course to superior economic performance by studying the best business practices, operating tactics, and winning strategies. "Theoretically, with e-Detail they can get in there and have the opportunity to better serve large volumes of lower-prescribing doctors."
Pharma Voice
Applied Competitive Intelligence Denise Myshko. September, 2004	"The Internet offers tremendous opportunities for gathering information. Companies can listen and watch local market activities in a way they never previously could. For example, if there is a key competitor that has a facility in Minneapolis, a competitive intelligence official can set news alerts and review coverage in local newspapers," said Chris Bogan.
Behind the Mirror: The Science and Art of Market Research Denise Myshko. March, 2003	"Pharmaceutical companies that get the most for their market research dollar have several things in common," says Chris Bogan, president and CEO of Best Practices, LLC. "What we're talking about is market research that is brand-specific, therapeutically relevant, and Designed to help the early design and development teams understand what doctors need," said Chris Bogan.
CRM Initiatives Are Not Meeting Predefined Goals
Colin Beasty. April 14, 2005	Seventy percent of CRM initiatives do not meet project goals defined prior to the start of the implementation, according to a study conducted by industry research and consulting firm Best Practices. The study, "Customer Relationship Management: Changing your Cultural Focus from Products to Customers," found that more companies are realizing that success with CRM initiatives is not only determined by selection and implementation of an appropriate CRM system, but also by the capabilities of a company to effectively manage the associated organizational change. "The real value drivers of a successful CRM initiative start with an awareness and appreciation for the organizational issues and employing proven best practices to effectively manage both technology and people," says Jonathan Tanz, Vice President of Research.

Customer Relationship Management Must Move Beyond Technology to Realize Real Returns April 14, 2005

"The real value drivers of successful CRM initiatives starts with an awareness and appreciation for the softer organizational issues and then employing proven best-practices to effectively manage both technology and people," states Jonathan Tanz, Best-Practices' LLC', Vice President of Research. According to a study conducted by Best Practices, LLC, 70 percent of CRM initiatives do not meet the project deliverables as defined prior to the commencement of the implementation. Organizations are recognizing that the success of CRM initiatives is not only determined by strategically identifying and selecting the appropriate CRM system (based on the organization's business needs), but also, by the capabilities of the organization to effectively manage the associated organizational change.

United Press International

Pharma, biotech alliances expected to rise Steve Mitchell. December 14, 2005

Strategic alliances between pharmaceutical and biotech companies will become increasingly necessary, and the deals could garner the companies billions of dollars, according to a new report from an analyst firm. The report, from Best Practices, stated that industry will likely increasingly turn to these alliances to overcome rising drug discovery costs and budget cutbacks. "As companies look for new innovative ways to drive profitability, the development of win-win relationships becomes increasingly important," said Chris Bogan, CEO of Best Practices. "Companies that understand how to build strong alliances will gain -- and by this I mean billions of dollars -- through well-managed co-promotions."

Download E-catalog: "Insights & Intelligence: Best Practices, LLC's Research Partnership with Business Media"