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Products & Services Brand Management and Product Leadership Brand Teams: Structure, Staffing and Budgets

Designing Effective Pharmaceutical Brand Teams: Structure, Governance, Performance and Operations

ID: 4976


Features:

34 Metrics

46 Best Practices


Pages/Slides: 69


Published: Pre-2013


Delivery Format: Online PDF Document


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER
Non-members: to download a complimentary excerpt of this study, please click here.


STUDY OVERVIEW
Beyond a medication’s clinical effectiveness, high-performing pharmaceutical or biotech company’s brand teams are the engine behind commercialization and brand performance. This 69-slide study identifies key benchmarks and strategies for designing effective brand teams. The research provides pharmaceutical or biotech brand team leaders and product managers with benchmark metrics from 33 brands against which they can compare themselves and their organizations. Rich, qualitative insights are also included from many of these same brand team leaders and can be used to avoid common pitfalls in brand team management and governance.

KEY TOPICS AND INSIGHT AREAS
In addition to survey-based metrics, qualitative insights from interviews were derived in the following areas:

  • Brand Team Size
  • Functional Representation of Brand Team
  • Brand Team Leadership
  • Meeting Frequencies and Agendas
  • Accountability and Responsibilities (Governance & Decision Rights)
  • Brand Team Performance
  • Communications and Decision-Making

KEY METRICS
Each of the topic areas above has associated metrics, including:
Brand Team Size Metrics:
  • Average and Median of Core and Extended Teams
  • Average Core & Extended Teams by Revenue Class
  • Average Core & Extended Teams by Product Age
  • Average Core & Extended Teams by Product Type (Specialty or Primary)
  • Average Core and Extended Teams by Type of Brand (Co-promoted or Regular)Meeting Frequencies and Agendas
Functional Representation of Brand Team Metrics:
  • Percent of Companies with Various Functions on Core Brand Teams by Product Type
  • Percent of Companies with Various Functions on Extended Brand Teams by Product Type
  • Percent of Companies Where Function is on Core Team and/or Extended Team
  • Percent of Functions Represented through a Shared Services Model
Brand Team Leadership Metrics:
  • Percent of Leaders by Functional Area
  • Percent of Leaders by Title/Level
  • Percent of Leaders by Function to Whom they Report
  • Percent of Leaders by Title to Whom they Report
Meeting Frequency and Agendas Metrics:
  • Frequency of Meetings of Core and Extended Brand Teams
  • Percent of Meetings with Standing Agendas
Accountability and Responsibility Metrics:
  • Percent of Brand Teams Accountable and/or Responsible for Various Activities
  • Percent of Brand Teams with Various Decision Review Bodies
Brand Team Performance Metrics:
  • Percent of Brand Teams with Special Incentives Related to Brand Performance
  • Recent Average Product Growth Rates by Brand Team Incentive Structure
  • Percent of Brand Teams that Contribute to Performance Evaluations for Members
  • Top Three Performance Metrics Used to Monitor Brand Performance
  • Frequency of Communicating Brand Team Metrics
Communications and Decision-Making Metrics:
  • Percent of Teams with Formal Process for Escalating/Resolving Conflicts
  • Percent of Brand Teams Using Various Decision Tools to Forge Consensus
  • Channel and Frequency for Communicating Brand Team Decisions

SAMPLE KEY FINDINGS
Most brands recognize a core team of three to 10 people, usually concentrated around the marketing function, who handle tactical matters and “organic problem solving”
  • Other members of the core team are drawn most commonly from Medical Affairs, Strategy, Managed Care, and Clinical areas
  • Extended teams, usually made up of six to 22 members, augment representation from core team membership and add other critical areas: Sales, Market Research, Regulatory, Product Development, Manufacturing and Supply Chain, Safety, Customer Service, etc.
  • Several respondents underscored the importance of the collaboration between sales and marketing

METHODOLOGY
Best Practices, LLC research analysts used a two-pronged approach to produce this study: surveys and interviews with pharmaceutical and biotech company brand leaders. The survey component included responses from managers and executives representing 33 brands across 26 different companies. Qualitative insights are taken from 10 interviewed managers among the benchmark partners.

Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Biotech; Chemical; Medical Device; Manufacturing; Consumer Products


Companies Profiled:
Abbott; Bayer Schering AG; Cephalon; Merial; Inc.; Orchid; Alcon Laboratories; Eli Lilly; Amylin; Genentech; Baxter Healthcare; GlaxoSmithKline; Bayer; Johnson & Johnson; Biogen Idec; Novartis; Novo Nordisk; Purdue Pharma; Roche; Schwarz Pharmaceuticals; Shire; Stiefel; Takeda Pharmaceuticals


If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.