Report: Marketing and Sales Organization Best Practices for Biotech and Specialized Pharma TOC

High-Performing Biotech and Specialized Pharmaceutical Companies
Marketing and Sales Organization Survey
Operational Models for Marketing and Sales
Criteria for Choosing a Partner
Establishing Country Affiliates
Organizational Structure
Retained European Headquarters Model
Reduced European Headquarters Model
Best Practices in Allocating Roles and Responsibilities when Expanding into EU-5 Markets
Portfolio and Marketing Strategies Need Global Control
Clinical Trials, Health Economics, and KOL Management
Synergistic Benefits from Regulatory Affairs and Marketing and Sales Support
Country-Specific Requirements at the Local Level
Common Mistakes when Expanding into EU-5 Markets
Path for Evaluating an Optimal Organization

Figure 1 Biotech and Specialized Pharma Companies Taking Part in the Survey
Figure 2 Organization Choices for Marketing and Sales
Figure 3 Predominant Operational Marketing and Sales Models Used by Biotech and Midsize Specialized Pharma Companies in Europe
Figure 4 Drivers Behind the Choice of Operational Models for Marketing and Sales in the European Union
Figure 5 Two Models of European Union Headquarters Development Over Time
Figure 6 Perceived Best Practices for Allocation of Marketing and Sales Functions
Figure 7 Bottom-Up Evaluation Process for an Optimal Organizational Development Plan
Table 1 Preferences in Choosing the Size of an External Sales and Marketing Partner
Table 2 Profile of the "Ideal" European General Manager
Table 3 Most Common Mistakes when Expanding into the European Union-5

Marketing and Sales Organization Best Practices for Biotech and Specialized Pharma