Abstract
What will pharmaceutical management see when it looks in the mirror in 2008?
Amid the pressures and shortcomings of recent industry performance, will
management recognize and act upon the opportunities that already exist?
Adhering to the status quo is not propelling this industry forward; only real
change can accomplish that goal. What should the industry do to improve its
performance and outlook? We asked industry leaders-both within and outside of
Decision Resources-to offer their opinions on the issues that will both
concern and excite the pharmaceutical industry in 2008. Herein you will fi nd
their expert commentary, their recommendations, and a Spectrum Scorecard
assessing the actions the industry should consider going forward.
Get the Answers You Need to Shape Your Strategy
- Pharmaceutical margins will come under extreme pressures in 2008 and
beyond. What major challenges are critically important for the industry to
solve? What are potentially the best solutions to address these challenges?
- Pharma is losing ground in the supply and control of information about
drugs. What new concepts in information delivery are developing? How has
the control of personalized information delivery gripped stakeholders, and how
are they using this approach to their advantage?
- Globalization of the pharmaceutical and biotechnology industries in an
exciting prospect for change. Why is globalization a double-edged sword?
Why will it cost some companies their livelihood and independence, and what
implications does this have for Western companies?
Scope
- Opinions from industry experts and thought leaders: expert
commentary and analysis from four internal experts including Decision
Resources' president Sarah Fuller and ten external industry consultants and
professionals.
- The pharmaceutical Haves and Have-Nots: dwindling pipelines,
looming patent expiries, and generics challenges; companies' coping
strategies; and potential changes for former market leaders.
- Communicating information on drugs and health care-the control of
information is allpowerful: personalized information, social networking,
balanced drug information, evidence-based medicine, counter-detailing.
- Globalization: mature (G7) versus emerging (E7) pharmaceutical
markets; offshoring and outsourcing to China versus India; a survey of
executives at 40 companies in China and India; the impact of Western
multinational companies doing business abroad; contract research organization
activities; and Japan' s evolving marketplace.
- Pharmaceutical pricing models: industry pressures and traditional
defenses; customer demands for value-for-money, cost-effectiveness models, and
evidence-based medicine; what can be gained if companies and health technology
assessment agencies work together; a case study of Alzheimer' s drug HTAs;
lessons to be learned and new approaches to take.
- Convergence: coalescing technologies and opportunities point to the
need to develop new industry business models; human genome sequencing,
biomarkers, and targeted therapies; biotech as the innovation engine for
pharma; disruptive technology; the need for a clear-cut personalized medicine
business model.
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