Transforming Pharma's Commercial Capabilities to Drive Maximum Value
Large pharmaceutical companies need to accelerate their changing competitive strategies, commercial capabilities, and organizational models to respond adequately to new market conditions. To maximize the value of products, consulting firm Booz Allen proposes aligning commercial operations along three distinct businesses, which cut across specialty and primary care segmentation and which are differentiated based on competitive strategies.
You may also be interested in...
The pending purchase of Wyeth will accelerate Pfizer's transformation from a mass marketer of superstar drugs into a diversified supplier of targeted therapies, consumer health, and other health care products. It is a major but incomplete step in the search for new growth drivers as Pfizer's cholesterol drug Lipitor--worth a quarter of the Big Pharma's 2008 revenues--loses exclusivity. The company has also restructured existing operations into six business units, the most intriguing of which is the Established Products Business Unit. That division has pulled together Pfizer's off-patent and branded older products into a $10 billion business, albeit one with declining sales. Its leader, David Simmons has the job of reversing the decline and creating a growth story.
Public Company Edition: The German mRNA-focused company could raise up to $245m based on its proposed price range, but investor interest could drive the offering’s total higher. Also, Perceptive launches another SPAC, Regeneron sells $2bn in debt and Biohaven secures up to $950m.
Agency commissioner appeals to AMA audience to communicate message that FDA review decisions are based on good science.