Pharma Marketing Network

Balance Scientific Discussion with Promotion in an Environment of Increased Regulatory Scrutiny

It's one thing to criticize pharmaceutical marketing techniques like we have seen in the press, in Congress, on this Blog, and elsewhere. But attempting...

Last week's post "Fake Pharma Advertising" elicited a number of responses from members of the PHARMA-MKTING Online Discussion Group. I include the dialog and...

There is a growing concern about using certain promotional techniques for drugs and devices that have been "imported" from other industries (e.g., packaged goods)....

At the recent Technology Supported Physician Detailing conference in Philadelphia, Liz Boehm presented data from a recent (2005) Forrester Research survey of eDetailed docs....

With all the hoopla about direct-to-consumer (DTC) advertising and diminishing return on physician detailing, physicians are being surveyed more and more about their attitudes...

When using surveys to measure ROI of marketing campaigns -- such as surveys about physician use of eDetailing -- marketers should be wary of comparing one survey's results with another.

Pharmaceutical companies are searching for new, creative solutions to the problem of decreasing sales rep effectiveness. One such solution is to provide physicians with value-added smart tools to allow them instant access to up-to-date prescribing and treatment information.

The shifting pharma landscape makes it all the more important that investors make intelligent choices where to invest their money. The Society of Industry Leaders provides institutional money managers with timely information about the current state of the pharmaceutical market and how it is likely to progress.

Pharmaceutical companies are notorious for their functional and organizational silo structure built around brands. Strategic issues that cross silos -- i.e., cross-boundary issues such as getting marketing and R&D working together, getting a more coordinated global approach to marketing, or getting companies to work better in marketing alliances-are thornier than most because managers don't control all the necessary resources and communication and trust are often weak.