Continued revenue erosion by generics, a slowdown at the FDA, and “over-built” infrastructure make for a continuation of an inorganic growth strategy for many pharmaceutical firms. On the plus side, vaccine use is booming, there’s a full pipeline of new drugs and new markets, and companies are beginning to outsource and standardize infrastructure.
Key performance indicators (KPIs) in sales operations, for example, include channel efficiency, time to market, field force effectiveness, and new rep training.
Some typical extended performance management initiatives include R&D spend models, Revenue forecasts by product and channel, Sales and Marketing Intelligence (dashboards), operational excellence scorecards, and product profitability analysis.
“…we are working on 25 launches over the next three years, some of them will be delayed that probably wouldn't have been delayed if we had those 25 products even two years ago. But such is life.”
J. P. Garnier, GlaxoSmithKline CEO (Q3, 2007 Earnings call).
BROADSHEET SNEAK-PEEK: PHARMACEUTICAL
POTENTIAL INITIATIVES THAT CAN BE STARTED FROM THE DISCOVERY ANALYSIS
PEER BENCHMARKS: PHARMACEUTICAL PERFORMANCE MARKERS
