全球生命科學產業會議管理策略之進化

全球生命科學產業會議管理策略之進化 是由出版商Cutting Edge Information在2008年07月所出版的。 這份英文市場調查報告書包含138 Pages 價格從美金1995起跳。

簡介

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目錄

In today' s competitive environment, meeting planners in the life sciences industries are increasingly required to take on greater responsibilities. No longer relegated to marketing support personnel, meeting planners now play a strategic role. To bolster this transition, most companies employ centralized structures for their meeting planning departments. More than ever before, meeting planners interact with and serve an entire organization.

Becoming a strategic function provides key advantages for meeting management, but the change also brings new challenges on top of complex compliance-related issues. By and large, regulatory pressures have dramatically altered companies' meeting management practices - from selecting meeting sites, to tracking physician spending, and attracting doctors to attend.

This study culminates a yearlong collaboration between Cutting Edge Information, Medical Meetings magazine and the Center for Business Intelligence. The report reveals critical trends across the pharmaceutical, biotech, and medical device industries. Use the report' s hard-to-find benchmarking data and in-depth analysis to take meeting management to the next level:

• Overcome compliance-related roadblocks
• Coordinate global compliance
• Balance internal and external customer demands
• Boost meeting attendance and participation
• Forge successful relationships with vendors

• Pages :138
• Metrics :250+
• Charts and Diagrams :106

• Abbott Laboratories
• Amgen
• BARD Urological Division
• Biogen Idec
• Bristol-Myers Squibb
• Eli Lilly
• EMD Serono
• Holland & Knight
• Hospira
• Human Genome Sciences
• Johnson & Johnson
• Medtronic
• Merck
• Merck Serono
• Pioneer Surgical Technology
• Roche
• Schering-Plough
• Stiefel Labs
• Stryker Spine
• Takeda
• Wyeth

Executive Summary

• Study Methodology
• Profiled Companies
• Five Key Findings: Strategic Meetings Management

Regulations and Guidelines

• Coordinating Compliance on a Global Scale
• Best Practices for Global Compliance

Structure and Strategic Positioning

• Structure, Leadership and Reporting Relationships
• Activities, Timelines and Processes
• Technological Tools

Meeting Planning Resource Allocation

• Figure 1.1: Self-Rating of Company Compliance Policies
• Figure 1.2: The Impact of Regulations on Meeting Planning Efforts
• Figure 1.3: Percentage of Companies Prohibited from Specific Meeting Venues
• Figure 1.4: Meeting Venues in 2007
• Figure 1.5: Meeting Venues in 2007: Medical Device Companies
• Figure 1.6: Meeting Venues in 2007: Biotechnology Companies
• Figure 1.7: Meeting Venues in 2007: Pharmaceutical Companies

• Figure 1.8: Percentage of Domestic Meetings vs. International Meetings
• Figure 1.9: Percentage of Domestic Meetings vs. International Meetings by Company Type
• Figure 1.10: Regions Where Participants Held International Meetings in 2007
• Figure 1.11: Regions Where Medical Device Companies Held International Meetings in 2007
• Figure 1.12: Regions Where Biotechnology Companies Held International Meetings in 2007
• Figure 1.13: Regions Where Pharmaceutical Companies Held International Meetings in 2007
• Figure 1.14: Meeting Locations in 2007
• Figure 1.15: Meeting Locations in 2008

• Figure 2.1: Percentage of Companies with a Meeting Planning Department

• Figure 2.2: Percentage of Companies with Have a Centralized Meeting Planning Department
• Figure 2.3: Meetings that Centralized Teams are Responsible for Planning for Planning
• Figure 2.4: Meetings that Centralized Teams are Responsible for Planning: Medical Device Companies
• Figure 2.5: Meetings that Centralized Teams are Responsible for Planning: Biotechnology Companies
• Figure 2.6: Meetings that Centralized Teams are Responsible for Planning: Pharmaceutical Companies
• Figure 2.7: Departments Overseeing Meeting Planning
• Figure 2.8: Departments Overseeing Meeting Planning: Medical Device Companies
• Figure 2.9: Departments Overseeing Meeting Planning: Biotechnology Companies
• Figure 2.1O: Departments Overseeing Meeting Planning: Pharmaceutical Company
• Figure 2.11: Departments Involved in Decision Making
• Figure 2.12: Departments Involved in Decision Making: Medical Device Companies
• Figure 2.13: Departments Involved in Decision Making: Biotechnology Companies
• Figure 2.14: Departments Involved in Decision Making: Pharmaceutical Companies
• Figure 2.15: Department Lifespan by Company Type
• Figure 2.16: Average Department Lifespan by Company Type
• Figure 2.17: Department Lifespan: Medical Device Companies
• Figure 2.18: Department Lifespan: Biotech Companies
• Figure 2.19: Department Lifespan: Pharmaceutical Companies
• Figure 2.20: Meeting Planning Department Leadership
• Figure 2.21: Meeting Planning Leadership by Department Age
• Figure 2.22: Department Leadership: Medical Device Companies
• Figure 2.23: Department Leadership: Biotechnology Companies
• Figure 2.24: Department Leadership: Pharmaceutical Companies
• Figure 2.25: Department Leadership by Industry Average
• Figure 2.26: Scheduling through the Meeting Planning Department Across All Company Types
• Figure 2.27: Scheduling through the Meeting Planning Department by Company Type

• Figure 2.28: Planned Meetings by Company Type
• Figure 2.29: Planned Meetings: Pharmaceutical Companies
• Figure 2.30: Planned Meetings: Biotechnology Companies
• Figure 2.31: Planned Meetings: Medical Device Companies
• Figure 2.32: Percentage of Meetings Managed by the Meeting Planning Department
• Figure 2.33: Percentage of Meetings Managed by the Meeting Planning Department in 2007, by Company Type
• Figure 2.34: Planned Internal and External Meetings in 2007
• Figure 2.35: Planned Internal and External Meetings in 2007: Medical Device Companies
• Figure 2.36: Planned Internal and External Meetings in 2007: Biotechnology Companies
• Figure 2.37: Planned Internal and External Meetings in 2007: Pharmaceutical Companies
• Figure 2.38: Planned Internal and External Meetings in 2007: Medical Device Companies
• Figure 2.39: Breakdown of Internal Meetings in 2007 by Company Type
• Figure 2.40: Breakdown of External Meetings in 2007 by Company Type
• Figure 2.41: External Meetings in 2007: Medical Device Companies
• Figure 2.42: External Meetings in 2007: Pharmaceutical Companies
• Figure 2.43: External Meetings in 2007: Biotechnology Companies
• Figure 2.44: Determining ROI on Meetings

• Figure 2.45: Technological Tools Leveraged by Meeting Planning Departments
• Figure 2.46: Technological Tools: Medical Device Companies
• Figure 2.46: Technological Tools: Biotechnology Companies
• Figure 2.48: Technological Tools: Pharmaceutical Companies
• Figure 2.49: Percentage of External Meetings in Varying Formats in 2007
• Figure 2.50: External Meeting Formats used in 2007, by Company Type
• Figure 2.51: Internal Meeting Formats used in 2007, by Company Type

• Figure 3.1: Meeting Planning Staffing in 2007 by Company
• Figure 3.2: Meeting Planning Staffing in 2007 by Company
• Figure 3.3: Meeting Planning Staffing Levels in 2007 vs. 2008
• Figure 3.4: Meeting Planning Staffing in 2007 vs. 2008: Medical Device Companies
• Figure 3.5: Meeting Planning Staffing in 2007 vs. 2008: Biotechnology Companies
• Figure 3.6: Meeting Planning Staffing in 2007 vs. 2008: Pharmaceutical Companies
• Figure 3.7: Average Meeting Planning Staffing By Company Type
• Figure 3.8: Department Age by Company Type
• Figure 3.9: Department Age: Medical Device Companies
• Figure 3.10: Department Age: Biotechnology Companies
• Figure 3.11: Department Age: Pharmaceutical Companies
• Figure 3.12: Meeting Planning Staffing in 2007 by Department Age
• Figure 3.13: Average Department Age by Company Type
• Figure 3.14: Spending Changes from 2007 to 2008
• Figure 3.15: Average Spending Changes for 2008 by Company Type
• Figure 3.16: Average Spending Levels by Department Age
• Figure 3.17: Average Spending Levels by Leadership Category
• Figure 3.18: Meeting Planning Spending Levels in 2007 vs. 2008 by Company
• Figure 3.19: Meetings Spending in 2007 vs. 2008: Medical Devices Companies
• Figure 3.20: Meetings Spending in 2007 vs. 2008: Biotechnology Companies
• Figure 3.21: Meetings Spending in 2007 vs. 2008: Pharmaceutical Companies
• Figure 3.22: Average Meeting Planning Spending in 2007 vs. 2008 by Company Type
• Figure 3.23: Average Spend per Meeting in 2007 vs. 2008 by Company Type
• Figure 3.24: Internal Meeting formats Used in 2007, by Company Type
• Figure 3.25: External Meeting Formats Used in 2007, by Company Type
• Figure 3.26: Functions Contributing to Meeting Planning Budget
• Figure 3.27: Meeting Planning Funding Contributions: Medical Devices Companies
• Figure 3.28: Meeting Planning Funding Contributions: Biotechnology Companies
• Figure 3.29: Meeting Planning Funding Contributions: Pharmaceutical Companies
• Figure 3.30: Meeting Planning Funding Contributions by Company Type
• Figure 3.31: Percentage of Companies that Outsource Meeting Planning Activities
• Figure 3.32: Percentage of Meeting Budgets that are Outsourced: Medical Device Companies
• Figure 3.33: Percentage of Meeting Budgets that are Outsourced: Biotechnology Companies
• Figure 3.34: Percentage of Meeting Budgets that are Outsourced: Pharmaceutical Companies
• Figure 3.35: Meeting Planning Outsourcing by Company Type
• Figure 3.36: Outsourced Activities for Meeting Planners
• Figure 3.37: Outsourced Activities: Medical Device Companies
• Figure 3.38: Outsourced Activities: Biotechnology Companies
• Figure 3.39: Outsourced Activities: Pharmaceutical Companies
• Figure 3.40: Percentage of Companies with Preferred Vendor Agreements

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