1<!DOCTYPE html>
2
3Anonymous
4/bestp
5/bestp/domrep.nsf
672EE0B3C10817DBE85256EAC0063D0B2
8
9
10
11
12
13
140
15
16
17/bestp/domrep.nsf/products/how-to-build-a-pharmaceutical-company-thought-leader-relationships?opendocument
18
19opendocument
2018.206.48.142
21
22
23www.best-in-class.com
24/bestp/domrep.nsf
25DB




Products & Services Product Launch Thought Leader Development

Key Factors in Building Pharmaceutical Business Through Thought Leader Relationships

DB Image

ID: 4642


Features:

Graphics, Summary Matrix, Detailed Process Map


Pages/Slides: 12


Published: Pre-2014


Delivery Format: Online PDF Document


 

License Options:
close

Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




Buy Now

 

919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER
Study Overview

Primary medical thought leader relationships are the keystone to every successful new product launch. Pharmaceutical launch teams can use this document to improve their maintainence and expansion of key thought leader relationships to drive future new product sales. This 11-page document summarizes the key findings to maintain effective thought leader relationships and successfully manage new product launches. This document contains a detailed field-based medical management process map, a matrix of efforts from researched companies to maintain successful product launches through thought leader relationships, and another matrix of main lessons learned and challenges encountered by these companies throughout this process.

Key Findings

  • Aligning field-based medical activities with overall corporate strategy. Benchmark partners noted that companies must create field-based medical processes that uphold and strengthen corporate strategy, goals and values. Such alignment allows top programs to develop long-term thought leader relationships that support superior product shaping and development - and such alignment also produces near-term product growth and market penetration benefits.
  • Building strong infrastructure to maximize the time that field-based medical specialists dedicate to value-added interactions with key physicians. Some top companies have eliminated all administrative tasks from their field-based medical specialists’ schedules and all companies are working to increase the percentage of time spent with “clients.”
  • Establish a distinct recruitment process to ensure that top candidates who balance scientific and business experience fill field-based medical-specialist positions. The inability to recruit and hire enough motivated, highly skilled specialists through the standard sales recruitment processes has hampered several top field-based medical programs’ efforts to expand. As a result, some programs are putting in place separate recruitment processes from regular recruitment efforts.

Methodology
The findings are based on a Best Practices, LLC benchmark consulting project that researched the most effective and innovative practices of seven top pharmaceutical competitors.

Industries Profiled:
Pharmaceutical; Health Care; Biotech


Companies Profiled:
AstraZeneca; Sanofi-aventis; Merck; Schering-Plough; Pharmacia & Upjohn; GlaxoSmithKline; Pfizer

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.