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Products & Services New Product Development New Product Development: Structure and Functions

Pharmaceutical Early-Stage Commercialization: Structure & Functions That Lead to Success

ID: 5020


Features:

4 Info Graphics

21 Data Graphics

11 Best Practices


Pages/Slides: 45


Published: Pre-2014


Delivery Format: Online PDF Document


 

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  • STUDY OVERVIEW
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"Pharmaceutical Early-Stage Commercialization: Structure & Functions that Lead to Success"

STUDY OVERVIEW

Long and costly product development cycles make it essential for pharmaceutical companies to maximize limited staff and resources to the development of compounds with the greatest potential market value. Leading companies are integrating commercial insights earlier into the new product process in an effort to identify and target promising compounds, reduce development cycle time, focus resources for greatest impact and increase their potential for launching a blockbuster drug.


Early-Stage Commercialization functions/activities take place during pre-clinical and Phases I and II development. The activities range from therapeutic opportunity and competitive landscape assessments to thought-leader focus groups and initial pricing studies.

Best Practices, LLC conducted research for this study to identify organizational structures that optimize the early-stage commercialization process and when in the product development cycle key commercialization functions/activities are conducted. The research also investigated when organizations most often transition commercialization responsibilities from early-stage groups to in-line groups.

Through this study, pharmaceutical executives involved with early-stage commercialization activities can improve early-stage decision making and enhance product design to gain an overall competitive advantage in the marketplace.
NOTE: The data in this research are segmented into two parts: Large Pharma and Full Benchmark Class.

KEY TOPICS

  • Key Findings across the Early-Stage Commercialization Process - Structure, Functions, Relationships and Portfolio Management
  • Structuring Early-Stage Commercialization for Optimal Impact
  • Alignment of Global Marketing in Early-Stage Commercialization
  • Early-Stage Commercialization Corporate Structural Models
  • Functions of Early-Stage Commercialization Organizations
  • Functional Involvement
  • Transitioning of Commercialization Roles
  • Best Practices for Transitioning Responsibilities
KEY METRICS
  • Global Marketing Responsibility for Early-Stage Commercialization
  • Development Investment Decisions by Functional Group (Large Pharma)
  • Commercialization Function Oversight (Full Benchmark Class)
  • Organizational Structure of Early-Stage Commercialization Function (Full Benchmark Class and Large Pharma)
  • Job Title of ESC Leader (Full Benchmark Class and Large Pharma)
  • Corporate Function and Management Level that ESC Head Reports to (Full Class and Large Pharma)
  • Duration of Global Marketing Commercialization Involvement (Large Pharma)
  • Functions Involved with Early-Stage Commercialization (Full Class)
  • Functions with Most Involvement at Phase I, IIB, III and Launch (Full Class and Large Pharma)
  • Percent Functions Transitioning Commercial Roles Per Phase (Full Class and Large Pharma)
SAMPLE KEY FINDINGS
  • The commercialization and portfolio management functions are typically centralized and report through marketing or new product planning functions. Centralization helps establish and ensure common process, performance and evaluation standards for projects, programs and product development.
  • Smooth transition of responsibilities from early commercialization to in-line marketing is a key concern of study participants. Most have adopted practices to maximize continuity and productivity during the transition process.
METHODOLOGY

This report is based on a biopharmaceutical benchmarking study involving various functions working in the early-stage commercialization space at 20 different biopharma companies. Surveys focused on collecting quantitative data while 11 deep-dive interviews collected qualitative data and management insights.

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


Companies Profiled:
Abbott Laboratories; Allergan; Alexion Pharmaceuticals; Altus Biologics; Amgen; AstraZeneca Pharmaceuticals; Bayer; Eli Lilly; Genentech; GlaxoSmithKline; Human Genome Sciences; Intervet International (part of Schering-Plough); Merck; Neurocrine Biosciences; Novartis; Roche; Shire; Solvay Pharmaceuticals; Teva Pharmaceutical Industries Ltd; Vertex 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.