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市場調査レポート
バイオテクノロジー企業および専門製薬会社におけるマーケティングおよび販売ベストプラクティス
Marketing and Sales Organization Best Practices for Biotech and Specialized Pharma
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当商品の販売は、2011年12月21日を持ちまして終了しました。
Abstract
In this report, we present the results of a study we performed in Europe in
2005 to identify best practices in marketing and sales strategies among
high-performing and profitably growing biotech and midsize specialized
pharmaceutical companies. The survey stressed the importance of a company's
commercialization model, its organizational structure, and its allocation of
marketing and sales functions during different stages of business development
and at different corporate levels (i.e., globally, regionally across Europe,
and at the local country level). We surveyed 18 high-performing companies
with annual revenues of more than $100 million and gained valuable insight
into the optimal methods of pharmaceutical and biotech commercial organization
in Europe.
Table of Contents
- 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
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