The Pharma 'Mini-MBA' On-line Learning Programme

The The Pharma 'Mini-MBA' On-line Learning Programme course will cover:

• MODULE 1 - Introduction to Pharma
  • Why a Pharma ‘Mini-MBA’ distance learning programme?
  • Emphasis on practice in the pharmaceutical industry
  • What is distinctive about the pharmaceutical industry?
  • Drug discovery and development
  • Original brands and generics
  • Market dynamics and external pressures
  • The international dimension in pharmaceuticals
  • US versus Europe
  • Emerging markets
  • The need for specific techniques for pharmaceuticals
  • Self-Assessment Questions for Module 1
• MODULE 2 - Strategy is the Key
  • Introduction
  • The development of general strategy theory – a summary
  • Selected generic techniques and their usefulness in pharmaceuticals – introduction
  • SWOT analysis
  • SWOT for a marketed antidepressant
  • The product life-cycle concept
  • The Boston Matrix
  • The General Electric Company (GEC) Grid
  • PEST
  • Self-Assessment Questions for Module 2
• MODULE 3 - Strategy in Practice in the Pharmaceutical Sector
  • Introduction
  • The target product profile
  • Key milestones in the development process
  • R & D portfolio strategy and management
  • Mission statements and therapeutic goals
  • Portfolio strategy at therapeutic area level
  • Strategy for new markets
  • Barriers to entry
  • Diversification away from pharmaceuticals
  • Self-Assessment Questions for Module 3
• MODULE 4 - Strategy in Practice in the Pharmaceutical Sector: Strategy for Deals
  • Mergers and Alliances
    • Introduction
    • Strategic alliances – development
    • The range of alliance types
    • Mergers and acquisitions
    • Strategic alliances and alternatives
  • Partnering strategies
    • Introduction
    • Strategies for start-ups seeking pharma company partners
    • Partnering strategies for acquiring rights to mature products
  • Self-Assessment Questions for Module 4
• MODULE 5 - Managing Yourself and Others
  • Mastering Yourself
    • Eight key activities to assist us in developing our skills portfolio
    • Getting balanced – how to start taking control and managing yourself and your true value
  • Mastering performance management
    • Overview
    • Influencing people
    • Learning to delegate effectively
  • Communicate and motivate
    • Overview
    • How to really listen
    • Listening and communicating to others – some basic rules
    • Applying classic questioning techniques
    • Understanding the impact of non-verbal communications
  • Effective coaching
    • Appraising your people – an overview
    • Getting ready for a role review interview
  • Tackling poor performers
    • How to deal with poor performers – overview
    • Managing poor performers – a quick route map
    • Agreeing performance targets
    • How to give negative feedback successfully
    • Receiving feedback
    • The ten rules of feedback
  • Managing your team
    • An introduction to team performance
    • Team development
    • The Classic Team Development Cycle
    • How to start up a team building process
    • A strategy for day to day teamworking
    • Team working – processes
    • Recognising why teams fail
    • Understanding your team roles
    • 1. The company worker/implementor
    • 2. The co-ordinator/chair
    • 3. The shaper
    • 4. The plant
    • 5. The resource investigator
    • 6. The monitor evaluator
    • 7. The team worker
    • 8. The completer finisher
    • Belbin team types summary
  • Managing your time
    • Managing our time effectively
    • Managing your time effectively
    • Tackling ‘time robbers’
    • Managing your time more effectively
  • Mastering meetings
    • Managing meetings
  • How to be assertive, not aggressive
    • The difference between passive, assertive and aggressive behaviour
    • Behaving assertively
    • A quick guide to developing assertiveness skills
    • Dealing with unjust criticism
    • Eight essential tips in behaving assertively
    • Neutralising anger
  • Self-Assessment Questions for Module 5
• MODULE 6 - Learn to be a Leader
  • What is management
    • Understanding management
    • So what is management really all about?
    • The classic functions of management
    • But things are changing
    • Managing in the knowledge era
    • Adapting the process of managing for the knowledge era
    • Two classic approaches to managing and leading that can help us manage in today’s organisation
    • Task, team and individual model
    • Situational leadership
    • Leadership: the most valuable attributes of a leader
    • But will managers become extinct?
    • Characteristics of the knowledge era and the worst of old world managers
  • What is leadership
    • Learning about leadership
    • Sun-Tzu – The Art of War (for Executives)
    • Sensitive leadership: ‘eyes – and ears – on: hands-off’
    • Exemplary leadership
    • Leader power and inspirational leadership
    • How not to lead – the art of mismanagement
    • Summary
  • The leader as mentor
    • Managing today, in order to shape the organisation’s tomorrow
    • Transforming organisations – changing career patterns
    • The leader as a coach
    • Coaching for development and growth
    • Coaching – some key behaviours
    • Coaching for performance – a coaching structure
    • Coaching in action
    • Coaching – the conditions for learning
    • The coach’s style
    • Summary
  • Decision making in leadership
    • Decisions – that’s what leaders are paid for
    • Decision making – personal horizons
    • The realities of problem analysis and decision making
    • Different personalities – different leadership – different decisions
    • Some tools and techniques
    • Transforming, integrating and mobilising – decision making for synergy
    • Summary
  • Management and leadership… essentially a team effort
    • The growing awareness in business of the value of team working
    • What distinguishes successful, high achieving teams?
    • Drivers – and the use of the profile
    • Summary
  • Self-Assessment Questions for Module 6
• MODULE 7 - Leadership and Change in the Pharmaceutical Industry
  • Introduction: Leadership challenges in the Pharmaceutical Industry
    • Introduction
    • What does this mean from a people standpoint?
  • Acquiring, managing and retaining talent in a competitive world
    • The war for talent
    • What is talent management?
    • Talent management: An integrated approach to acquiring, managing and retaining talent
    • Why is talent management important to pharmaceutical organisations?
    • The pharmaceutical leader’s checklist for talent management
    • Questions to ask yourself about acquiring, managing and retaining talent in a competitive world:
  • Employee engagement
    • What is employee engagement?
    • Employee engagement: A case study
    • Importance of engagement to organisational success
  • Leading through uncertainty
    • Questions to ask yourself about leading through uncertainty
  • The importance of corporate culture
    • Introduction
    • What is corporate culture?
    • Promoting a strong, effective and innovative corporate culture: Lessons for pharmaceutical leaders
    • Questions to ask yourself about the importance of corporate culture
  • Managing cultural change and transition
    • Introduction
    • How people react to change
    • Leading through the change curve
    • How not to manage change!
    • Managing change and transition
    • Plan your communication
  • Developing leadership at every level
    • Questions to ask yourself about developing leadership at every level:
  • Learning and leadership: Self-awareness and self-development
    • Introduction
    • Transformational learning: A leadership imperative
    • The challenge with learning
    • The learning arc explained
    • Questions to ask yourself about learning and leadership: self-awareness and self-development:
  • Consider the following scenarios
    • Scenarios
  • Self-Assessment Questions for Module 7
• MODULE 8 - Mastering Pharma Marketing: Introduction
  • How marketing works in pharmaceuticals
    • Introduction – Pharmaceutical Sales and Marketing
    • Marketing strategy
    • Marketing objectives
    • Market selection
    • Who buys products?
    • Levels of corporate expenditure on marketing
    • Marketing’s function in new product planning
    • The marketing plan
    • Phase IV trials
    • Product launches
    • Brand management
  • Pharmaceutical market research
    • Introduction
    • Primary sources
    • When should markets be reviewed?
    • Market mapping
    • Competitor analysis
    • Development of counter-strategies
  • Self-Assessment Questions for Module 8
• MODULE 9 - Mastering Pharma Marketing: Marketing Strategies
  • Life-cycle Management
    • The concept and its basis
  • The importance of range extensions
    • Range extensions
    • Other conclusions for product life-cycle management
    • Timing of product life-cycle planning
    • Indication proliferation
    • Fixed combination products in life-cycle management
    • Scope for fixed combination range extensions
  • Pricing
    • Introduction
    • Global pricing issues
    • Pricing mechanisms and reimbursement
      • Free pricing
      • Price reduction
      • Reference pricing
      • Restricted lists
      • Formularies
      • Co-payment
      • Capping
      • Levies on sales
      • Encouragement of generic use
      • Delay to or refusal of reimbursement
      • Tendering
      • Profit control: the UK Pharmaceutical Price Regulation Scheme (PPRS)
      • Drug expenditure by results
      • The Consequences of International Price Variation
      • International price interrelationships in price setting
  • Self-Assessment Questions for Module 9
• MODULE 10 - Mastering Pharma Marketing: Distribution, Promotional Activities and Codes of Practice
  • Distribution
    • Introduction
    • Recent trends
    • Distribution margins
  • The role of promotion
    • Marketing Media in Promotion
    • The need for promotion
    • Promotion of the company rather than of products
    • Principal promotional media
    • Correlation between promotional expenditure and sales
    • Salesforce organisation and deployment
    • Contract marketing
    • Launch campaigns
  • Codes of practice
    • Introduction
    • IFPMA code
    • Regional and national codes of practice
  • Conclusions: How marketing applies to pharmaceuticals
    • Conclusions
  • Self-Assessment Questions for Module 10
• MODULE 11 - Demystifying Finance: Accounting Principles and Practice
  • Finance makes the world go round
    • Basic accounts
    • Balance sheet
    • Current assets and current liabilities
    • Long-term liabilities
    • Other side of the balance sheet
  • Analysing performance
    • Interpreting accounts using ratio analysis
    • Profitability measures
    • Balance sheet measures
    • Finance ratios
    • Match the business with ratios
    • Proforma ratios
    • Match the business with ratios: solution
    • Practical working capital management
    • Detailed case study
    • Profit and loss account analysis
    • Break-even
  • External analysis
    • A source of intelligence
  • Review of accounting principles
    • Introduction
    • Fixed assets and depreciation
    • Long-term liabilities
    • Owners’ equity in companies
    • Ordinary shares: basic concepts
    • Notes to the accounts
    • GAAP mechanism
    • Auditing principles
    • Audited financial statements
  • Self-Assessment Questions for Module 11
• MODULE 12 - Demystifying Finance: Budgeting and Decision-Making
  • Budgeting and management accounting
    • Budgeting
    • Setting a budget
    • Reviewing a budget
    • Zero-based budgeting
    • Monitoring a budget
    • Management accounting
    • Better management accounting
  • Costs
    • Introduction
    • Break-even
    • Building up costs
    • Decision-making
    • Golden rules for decisions
    • Organisational decision flaws
    • Pros and cons of profit centres
  • Computing future decisions
    • Dealing with the future
    • A more scientific approach
    • Accounting rate of return
    • Payback period
    • Time value of money
    • Discounted cash flow
    • Summary of criteria
    • Interest rate
    • Time scale
    • Accuracy
    • Learning cycle
    • Comprehensive example
  • Self-Assessment Questions for Module 12
• MODULE 13 - Demystifying Finance: Financial Management in the Pharma Industry
  • What is the drug industry all about?
    • Introduction
    • Financial statements
    • Why be in business?
    • Are there themes?
    • Where we’ve been – What is a P&L account or an Income Statement?
    • P & L Account – Definition of Terms
    • Where we are – What is a Balance Sheet?
    • A simple balance sheet
    • How we got here – The importance of cash flow – ‘cash is king’
    • Commentary
  • Three simple statements – are there any problems?
    • Introduction
    • Accounting principles
    • The four fundamental concepts
    • Fundamental concepts in operation
    • Accounting policies
    • Read the accounting policies
    • How we might succeed
    • Varying prices
    • The high cost of a cancer drug
    • Where we might (hope or pray) to be
    • Uses of a budget
    • Setting out the budget remit
    • Budgeting in the Pharma sector
    • Basic Arithmetic of Appraisal
    • Notation and Formulae
    • Cash flow forecasts
    • Discounted cash flow measures and models
    • Sensitivity analysis
    • Method of capital budgeting and project appraisal
    • Summary
  • Self-Assessment Questions for Module 13
• MODULE 14 - Successful Negotiation Techniques and Tactics
  • Legal foundation for negotiation
    • Introduction
    • Freedom to negotiate
    • Agreement of the parties
    • Duty to disclose information
    • Representations, promises and puffery
    • Duress and undue influence
    • Exclusion clauses
    • Unfair contracts
    • Agency
    • Mistake and mistakes
    • Uncertainty
    • Framework
    • Legal assistance
  • Negotiation principles
    • Introduction
    • The single negotiator
    • Negotiating in pairs
    • Team negotiations
    • Selecting the team
    • Rules for the Iead negotiator
    • Rules for the support negotiator
    • Planning
    • Preparation
    • Strategy
    • Tactics
    • Objectives analysis
  • The whole process
    • Introduction
    • Managing the relationship
    • Expectation engineering
    • Prior events
    • Supporting documents and evidence
    • Platform building
    • Defensive measures
    • Time bombs
    • Corporate, general and personal relationships
  • The negotiation
    • Introduction
    • Location, timing, agenda and opening shots
    • Single and series meetings
    • Negotiating techniques
    • Ploys
    • Human interaction
    • Body language
    • Listening skills
    • Questioning skills
    • Four phases
    • The buzz
  • Self-Assessment Questions for Module 14
• Final assessment
• Course evaluation

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