本報告已在2011年12月09日停止出版。
製藥企業目前正嘗試透過整合研發及行銷這兩個最重要的經營環節，達到早期研發階段商業決策最適化的目的。
專門提供製藥產業相關創新且實用調查及顧問服務的市調公司 Cutting Edge Information（總公司：America, North Carolina State），針對藥物研發及行銷之整合進行調查分析，並出版報告書 "Uniting R&D and Marketing for Integrated Early-Stage Market Preparation" 。
本報告書內容包括：製藥產業的計畫管理、財務組合規劃、資源分配等層面中研發及行銷的整合策略及戰術，以及最佳參考典範的個案研究等。包含圖表共計132頁的內容綱要摘記如下：
實施概要
在財務組合規劃及資源分配層面，研發及行銷的關聯
為有效整合研發及行銷，減少文化上差異的橋樑
- 建立行銷及研發工作的界面
- 從研發到商業所有權的品牌移轉
透過組織架構整合研發及行銷
- 透過開發的藥物利用：計畫、產品小組相關研發及行銷的整合
- 在計畫管理小組中建立研發和行銷的溝通界面
- 早期行銷活動的調整
附錄
圖表
封面圖片：
Abstract
Bridge the structural, cultural, process and communications gaps between R&D and marketing in early-stage drug development:
Early-stage product commercialization continues to challenge even the most
skilled and highly respected marketing and drug development organizations.
Changing government regulations, pharmacoeconomics, health care practices, and
scientific innovations have transformed the drug development landscape in the
past decade. As patent protection narrows on many companies' top-selling
brands, the race to market profitable products in record time is intensifying.
These transformations have been met concurrently with rising drug development
costs and diminishing R&D productivity.
These business drivers require organizational and cultural changes within drug
companies in order to unite R&D and marketing - and to direct them toward
shared objectives early in development. Injecting market input into drug
discovery and early clinical development enables marketing and R&D to focus
limited resources on the most promising drug candidates. With market
information, R&D can develop drug target libraries and hone in on endpoints
with the greatest likelihood of fulfilling unmet medical needs. Ultimately, a
continuous exchange of information between R&D and marketing enables companies
to make more informed portfolio decisions, to serve their markets better, and
to achieve higher profits.
This report covers the critical areas in which R&D and marketing need to work
together, including portfolio planning, resource allocation, product hand-offs
and ownership, and project and product team structures. Best practices and
case studies illustrate numerous tools, tactics, organizational structures and
strategies used by top-performing pharmaceutical and biotech companies to
bridge the gaps between R&D and marketing in early-stage drug development
Best practices and case studies illustrate a variety of tools, tactics,
organizational structures and strategies used by top-performing pharmaceutical
and biotech companies to bridge the gaps between R&D and marketing in
early-stage drug development. This report covers all the critical areas in
which R&D and marketing need to work together, including portfolio planning,
resource allocation, product hand-offs and ownership, and project and product
team structures.
Table of Contents
Executive Summary
Connecting R&D and Marketing in Portfolio Planning and Resource Allocation
Bridging the Cultural Gap to Unite R&D and Marketing
- Building a Marketing-R&D Interface
- Transitioning Brands from R&D to Commercial Ownership
lntegrating R&D and Markefing through Organizational Structure
- Shepherding Drugs through Development: R&D-Marketing lntegration on
Project and Product Teams
- Enhancing the R&D-Marketing lnterface on Project Management Teams
- Coordinating Early-Stage Marketing Activtties
APPENDIX
- Appendix: New Product Pre-Marketing Plan Sample
CHART AND GRAPHICS
Executive Summary
Connecting R&D and Marketing in Portfolio Planning and Resource Allocation
- Figure l.1: Portfolio Management Challenges
- Figure 1.2: Factors that lnfluence Resource Allocation Processes
- Figure l.3: Resource Allocation Process at Company B
- Figure 1.4: Five Objectives of Early-Stage Product Marketing Funding
Requests
BridgingtheCulivralGaptoUniteR&DandMarkefing
- Figure 2.1: Uniting R&D and Marketing for Market-Focused Product
Development
- Building a Marketing-R&D lnterface
- Figure 2.2: Begin with the End in Mind:Marketers on R&D Teams
- Figure 2.3: Bridging the Development-Commercialization Gap
- Figure 2.4: R&D-Marketing Co-Governance Structures
- Figure 2.5: Relationship-Building Structures
- Transitioning Brands from R&D to Commercial Ownership
- Figure 2.6: Company A' s Five-Point Decision Process
- Figure 2.7: R&D lnvolvement in Commercial Assessments
- Figure 2.8: Balancing Clinical and Commercial Data in Go/No-go Decisions
CHARTS AND GRAPHICS
lntegrating R&D and Marketing through Organizational Structure
- Shepherding Drugs through Development: R&D-Marketing lntegrdion on
Project and Product Teams
- Figure 3.1: Company D' s Commercial Structure
- Figure 3.2: Project Steering Committee Composition at Company F
- Figure 3.3: Lifecycle Management Team Membership
- Figure 3.4: Early-Stage Commercialization Teams at Company A
- Enhancing the R&D-Marketing lnterface on Project Management Teams
- Figure 3.5: Company E' s Matrixed Structure
- Coordinating Early-Stage Marketing Activities
- Figure 3.6: Functional Contributions to Product Marketing throughout
Early-Stage Development
- Figure 3.7: Stage-Gate Decision-Making Process at Company C
