Table of Contents
- Executive Summary
- Strategic Considerations
- Stakeholder Implications
- Companies Have Been Getting Execution Wrong
- Basic Concepts
- Strategy and Execution
- Behavior
- Attitude
- Strategy-Execution Disconnect
- A Vicious Cycle Arises from Shedding Employees to Cut Costs
- Knowledge/Organizational Size Disconnect
- Effi ciency
- Effectiveness
- Effi ciency and Effectiveness in Pharmaceutical R&D
- Wars of Attrition Over Salesforces
- Direct-to-Consumer (DTC)
- Getting Execution Right Now Matters More Than Ever
- Prescription for Pfi zer
- Pfi zer in a Nutshell
- Falling on Your Sword
- Victim of Its Own Success
- Look Beyond Simplistic Downsizing
- Pfi zer’s Current Predicament
- Lipitor as a Litmus Test for the Impact of Promotion on Sales
- Pfi zer’s Pipeline Progress
- Pressure to Find Suffi cient New Products
- Corporate Size Limits Available Targets for Development
- Increased Product Opportunities for Smaller Companies
- What Pharmaceutical Companies Can Learn From Pfizer’s Current
Predicament
- Five Quick Wins for Pharma
- Downsizing the Salesforce
- Changing the Focus of DTC Promotion
- Zero-Based Budgeting
- Return-on-Investment (ROI)
- Cultural Audit
- The Bottom Line
- The Curse of the Margin
- The False Prophets of Outsourcing and Offshoring
Figures
- 1. Execution: Many Strive, Few Succeed
- 2. Components Central to Outstanding Execution
- 3. Strategy & Execution: Massive Imbalance of Effort and Effect
- 4. Pharma Industry Cost Structures: Major Changes Driven by the Need to
Find and Sell Product
- 5. Pfizer’s 2005 Drug Sales by Therapeutic Area
- 6. Pfizer’s 2005 Pharmaceutical Sales by Business Category
- 7. Pfizer’s Forecasted Sales from R&D Pipeline Products, 2006-2010
- 8. Pfizer’s Worldwide Product Sales Categorized by Technology, 2005
- A. Competition in the U.S. Statin Market, 2005-2006
- B. Ranked Sales of Global Best-Selling Pharmaceutical Products, 2005
- C. Percentage of Global Sales Represented by Best-Selling Pharmaceutical
Products, 2005
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