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Home > Business/Finance > Diversified Services > Marketing/Advertising/PR
Uniting R&D and Marketing for Integrated Early-Stage Market Preparation (PH100)
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- Case Studies and Business Practices:
- The following case studies and best practices are included in the report:
- Portfolio Planning & Resource Allocation:
- How resource allocation processes come to exist in drug companies
- Resource allocation process differences between business unit/franchise and matrixed organizations
- Connecting portfolio review to long-term commercial resource allocation planning
- Case Study: Company J emphasizes cross-functional input to build a comprehensive view of all development projects
- Case Study: Company H’s high-level, cross-functional portfolio review/steering committee conducts annual portfolio assessments
- Case Study: Company F performs quarterly portfolio assessments but sets marketing budgets annually
- Risk assessments engender objectivity in marketing resource allocation planning
- Strategies for winning resources to support early-stage commercialization
- Bridging the Culture Gap to Unite R&D and Marketing
- Blending marketing insights with discovery and development
- Assigning a marketing manager to the development team
- Assembling and integrated early-stage commercial development team
- Strengthening the global R&D-marketing interface
- Overcoming the R&D-marketing cultural gap
- Incorporating market research and competitive intelligence in clinical trial planning and label development
- Transitioning product ownership from R&D to marketing
- Structural Integration of R&D and Marketing
- Early-stage marketing organizational structure
- Case Study: Company A coordinates early marketing activities through marketing sub-teams
- Early-stage product development and commercialization: Evolving from project management to product marketing teams
- Phase 1: The trial management team forms to oversee clinical trials and marketing
- Phase 2: The emergence of the product marketing team
- Phase 3: Commercial strategic sub-teams form to complete tactical transition from R&D to marketing
- Coordinating among multiple functions on project management teams
- Case Study: Company D empowers the project management function to coordinate pre-launch commercial development activities
- Case Study: Company B manages project team personnel transitions
- Case Study: Company E balances matrixed project management team with dedicated resources
- Early-stage commercialization activities
- Case Study: Company A’s phase-by-phase marketing activities for the early development stages
- Strategies, tools and tactics for cross-functional coordination of early-stage commercialization activities
- Case Study: Company B leverages its matrixed structure for functional expertise
- Case Study: Company E builds knowledge-sharing centers of excellence
- Case Study: Company B utilizes a common language to facilitate cross-functional communication
- Case Studies: Companies use IT tools to inject competitive intelligence into marketing and R&D collaborations
- Communication is the key to coordination in early development
- Case Study: Company C gathers input from support functions to inform early commercial team decisions
- Case Study: Company G engages key players to identify market needs and characteristics
- Stage-gate decision making process
- Case Study: Company C’s stage-gate decision-making process
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