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25DB




Products & Services Marketing Management Marketing in Oncology

Oncology Global Strategic Marketing: Benchmarking Staffing, Structure & Service Scope

ID: 5161


Features:

9 Info Graphics

24 Data Graphics

160+ Metrics

1 Narratives


Pages/Slides: 43


Published: Pre-2013


Delivery Format: Online PDF Document


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER
Non-members: Click here to review a complimentary excerpt from "Oncology Global Strategic Marketing: Benchmarking Staffing, Structure & Service Scope"

STUDY OVERVIEW
Charged with overseeing global marketing and early product commercialization activities, Global Strategic Marketing (GSM) organizations in oncology face crowded markets that require high performance to be successful. Other challenges facing GSM groups include regulatory issues, regional differences and the competitive nature of the oncology marketplace. The evolving nature of these challenges pushes GSM organizations to continually assess their staffing, structure and scope of services. This study presents GSM staffing benchmarks by role, by development phase, by number of oncology programs and per $100M in oncology sales. Other staffing benchmarks reflect contract labor and FTEs dedicated to traditional and emerging markets. The study also provides benchmarks around GSM organizational structure and leadership roles for key oncology GSM activities such as market intelligence, marketing, advocacy and KOL management. Global Strategic Marketing executives can use this study to compare their Oncology-GSM staffing, structure and services levels with industry averages.

Note: Data are presented in two segments: Large pharma companies and emerging companies.

KEY TOPICS

  • Comparative FTE Levels & Staffing Practices
  • Structure of Oncology-GSM Organizations
  • Leadership Roles in Key Oncology-GSM Activities
  • Success Factors & Pitfalls in Oncology-GSM

SAMPLE METRICS
  • Total number of FTEs performing Oncology-GSM roles, including contract employees.
  • Percentage of FTEs performing key Oncology-GSM activities.
  • Number of pipeline programs supported by Oncology GSM during the last fiscal year (by phase).
  • Number of in-market oncology products & in-market labels supported by GSM during last fiscal year.
  • Percentage of contract FTEs in Oncology-GSM
  • Percentage of oncology GSM staff dedicated to mature markets vs. emerging markets.
  • Does your company outsource any of its key Oncology GSM activities to lower cost/ discounted labor sources in emerging markets (e.g., India or China)?
  • Is the GSM function supporting Oncology a part of a stand-alone Oncology business unit?
SAMPLE KEY FINDING
  • GSM Key Leadership Areas Are Market Intelligence & Marketing: In the early phases of product development, Oncology-GSM most often takes a lead role in Market Intelligence activities. After Phase II, Marketing is the area where GSM most frequently leads.
  • Up to 42% Expect GSM Increases for In-Line Product Marketing: More benchmark participants anticipate GSM investment level decreases and fewer anticipate increases for in-line products than for pipeline products. Marketing is projected as the top area for funding increases, and the top area for cuts is Congresses. Interestingly, companies are evenly split at 33% on whether funding for Ad Boards will go up, down or remain unchanged.
METHODOLOGY

The research employed a data gathering approach that gleaned quantitative data from a representative sample of 17 leading pharmaceutical companies with Oncology programs and portfolios.


Industries Profiled:
Pharmaceutical; Manufacturing; Biotech; Consumer Products; Diagnostic; Medical Device; Health Care; Biopharmaceutical; Clinical Research; Laboratories; Service


Companies Profiled:
Abbott Laboratories; Astellas; AstraZeneca; Baxter Oncology GmbH; Bayer; Boehringer Ingelheim; Bristol-Meyers Squibb; Eisai Inc; Exelixis; Gilead Sciences Inc; MedImmune; Merck Serono; Monogram Biosciences; Onyx Pharmaceuticals; Sanofi; Selvita S.A.; Takeda


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