Marketing and Sales Organization Best Practices for Biotech and Specialized Pharma

This publication has been discontinued on December 21, 2011.

Introduction

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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