Consultants Confidential - Pharmaceutical Executive

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Consultants Confidential

Jan Heybroek, The Arcas Group

November 3, 2007

PHARMACEUTICAL COMPANIES are operating within a system that does not have direct purchasing as its main transactional platform (i.e., the one who makes the purchasing decision pays for the product). Therefore, it is imperative for pharmaceutical companies to directly and indirectly engage with all stakeholders and actively coordinate and manage these complicated relationships.

John Campbell, Campbell Alliance

November 3, 2007

PHARMA CAN STAVE OFF THREATS. I'll give you two examples—one on the commercial side and one in R&D:

Laura Montocchio, Corporate Training Consultants, Inc.

November 3, 2007

UNTIL RECENTLY the pharmaceutical industry regularly outperformed the S&P 500. So, historically, one could argue that pharmaceutical companies have been well managed. In the past few years, however, that trend has reversed, with the S&P 500 regularly outperforming the pharmaceutical industry. One has to wonder if the industry as a whole is as nimble and efficient as it needs to be to deal with the challenges and opportunities presented by the increasingly rapid rate of change within the marketplace.

Susan Cypra, Archstone Consulting

November 3, 2007

MANY COMPANIES ARE doing a good job evolving their strategies to take advantage of new technoligies and merging global healthcare models. However, some need revolutionary change to respond to the challenges brought by emerging customers and generic competition (especially follow-on biologics).

Stephen E. Gerard, TGaS Advisors

November 3, 2007

CONSULTANTS AND ADVISERS to pharma deal with a high degree of complexity because of the intense scrutiny on all industry activities, particularly commercial operations. The regulatory environment, the challenges of bringing a drug to market and keeping it viable, and the number of moving parts in a pharma company drive the complexity, which makes decisions more complicated. Pharmaceutical-industry consultants also need to consider public perception, impact on patients, and privacy boundaries when advising on strategy and tactics.

Lynda McDermott, EquiPro International

November 3, 2007

COMPANIES SHOULD NOT rely on consultants so much as use them for special and sensitive projects where a third-party perspective can be helpful and add value. A consultant's project in a company should have a clear scope of objectives and business outcomes (even for soft-skill consultants who consult on people, management, team, or organizational skills and processes).

Mark Kolb, Patni Life Sciences

November 3, 2007

CONSULTANTS MUST POSSESS both domain knowledge and information technology knowledge. It is most important that pharma consultants truly understand the business model and the unique challenges of the industry. The consultant also must be expert in the application and technologies that are generally found in the pharmaceutical industry.

Jaideep Bajaj, ZS Associates

November 3, 2007

THE REAL TEST FOR PHARMA will come in next few years, as many promising sales model innovations are being rolled out on a large scale. Will these changes take hold and be ultimately perceived as successful? Will the sales culture evolve to match the new business model? Will the public image of pharmaceutical companies improve as a result of these innovations?

David J. Winigrad, The Hal Lewis Group

November 3, 2007

EVERYONE IN OUR INDUSTRY risks being left behind by the revolution already underway as digital media enables new and different conversations between companies and different stakeholder groups.

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