Course overview
The question facing most of Pharma executives today is whether, the skill set that is needed exists within the organisation to drive the business forward in this tough environment.
In order to succeed it is vital that as an individual working within the pharma sector you develop, not only the expert technical skills required, but also the key business and management skills needed to ensure that you can take a dynamic approach to overcoming each challenge.
The MBA syllabus, theory, practice and techniques applied exclusively to the needs of high-performing managers in the pharmaceutical industry with this 14 module, on-line and easy-to-use training course.
This training course is part of our collection of Leadership & Management Training Courses which focus on leadership, innovation, strategy, communication, finance, problem solving and conflict management, to name a few key areas.
Who should enrol on this programme?
Designed specifically for:
- Senior and middle managers in the pharma and biotech sector
- Experienced managers making a career change into the industry
- Scientific and technical executives making the move into management
- Those who have been in the industry for years but with no formal development training
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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
- 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
- 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
- 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
- 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
Enrol or try free
John Ansell
John Ansell Consultancy
John Ansell is a biochemistry graduate with a Masters degree in Business Studies. John began his 20-year career in international marketing and business development in Holland with Organon, worked for Schering AG and Fisons in the UK, and again in Holland, with Solvay. Finally, from 1985 to 1989 he worked at Glaxo Holdings, on Zantac. Subsequently, as an independent industry consultant, John has worked for over 150 clients on commercial strategic projects. Since April 2012 he has also been a Senior Partner at the CRO TranScrip Partners. John is a frequent speaker, and has also acted as chairman of over 30 industry conferences. He is the author of more than 50 articles and reports on strategic industry issues, as well as of the forthcoming book Transforming Big Pharma – Assessing the Strategic Alternatives.
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Helena Boschi
Chequered Leopard
Dr Helena Boschi has spent the last 17 years working closely with businesses in the pharmaceutical sector to define and design new strategic initiatives, particularly in the areas of leadership development, learning and organisational change. Until very recently she worked at Shire Pharmaceuticals as Vice President, Talent Management and prior to this Corporate Director, Head of Global Organisation Development for Serono International SA in Geneva. Her recent achievements include leading a global team to design and communicate a company-wide leadership development framework, advancing the talent acquisition function for the hiring of a new sales force for a product launch, delivering and co-ordinating tailored development in different countries in line with the requisite capabilities and business requirements and creating a process for building a talent pipeline. She has also been involved in setting up new employee assimilation and integration, culture transition and other major change initiatives. Helena continues to research the talent management arena for best practices and new approaches across organisations worldwide.
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Tim Boyce
Tim Boyce has been involved in contract management
for over 20 years. He began his career in the Ministry of Defence
holding executive positions in contracts, contracts policy and finance.
His industrial career began at Plessey in 1980 after which he enjoyed
appointments with Siemens, British Aerospace and as commercial director
at
BAE Systems. His functional
responsibilities have included contracts, commercial, procurement,
estimating, legal, project accounting and the implementation of the
European Business Excellence Model.
He is a former member of the Chartered Institute of Purchasing and Supply (CIPS). His committee work included the CIPS National Contracts Management Committee, the CBI Contracts panel, the CBI Defence Procurement Panel and the CBI/MoD working groups on partnering and incentive contracting. He was the CBI
observer at the HM Treasury Central Unit on the Purchasing Working
Group on incentivising industry. In 1997 he was invited by the Director
General of the CBI to join the CBI Public Private Partnership Forum. He has lectured widely in the UK and the US.
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Stephen Brookson
Chequered Leopard Ltd
Stephen Brookson is Managing Director of his company, New City Consulting, which specialises in the provision of practical business development consultancy and training programmes.
He qualified as a Chartered Accountant in 1980 with Peat Marwick and after a period at Grandmet plc, he joined a leading organisation in the provision of training for chartered accountants in practice. During this time he gained extensive experience of writing, developing and presenting programmes on accountancy and taxation. He then joined Ernst & Young for a number of years as a consultant, leaving them to set up his own management and training consultancy business.
He has presented numerous seminars and training events in both the public and private sectors, in the UK and overseas.
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Mark Thomas
Performance Dynamics Management Consultants
Mark Thomas is a highly successful international business consultant and trainer who has worked with some of the world’s major businesses in the fields of strategy, change management, human resources and executive development. He is a highly experienced speaker and business presenter who has worked in over 40 different countries around the world. As a consultant he has successfully sold major consulting projects and development initiatives. In addition to his consulting work Mark has authored several books and is a regular conference speaker on strategy, change management, people management and other organisational issues. Prior to becoming a Partner with Performance Dynamics, he worked for several years with Price Waterhouse Management Consultants in London. He is also a visiting faculty member at leading international business schools. He also advised on the business and organisational change issues arising out of strategic reviews and both private and public sector re-organisations.
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Ralph Tiffin
Tiffins Consultancy Ltd
Ralph Tiffin was a mechanical engineer who subsequently qualified as a Chartered Accountant and became manager in one of the largest international firms of accountants. He is now managing partner of an accountancy and consultancy practice. He has a wealth of experience with companies of all sizes in the UK and overseas. His work typically involves developing clients reporting and management systems, along with appropriate management training and developing project appraisal processes and spreadsheets.
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Mike Williams
Mike Williams & Partners
Mike Williams M.Sc. is an international management consultant who established his company, Michael Williams & Partners, in 1979 and now works closely with associate companies in Geneva, Vienna and Copenhagen. He is also a director on the Board of British Ceramic Tile, based in Devon, UK. His main clients include leading Business Schools, e.g. IMD at Lausanne and the Theseus Institute, located in Nice, as well as several universities and a wide range of companies and consultancies throughout Europe, Canada and the United States. Mike is a member of the British Psychological Society, the Institute of Directors and the Association of Management Education & Development.
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Enrol on The Pharma 'Mini-MBA' On-line Learning Programme training
Full Course
Course code 5024
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350.00
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EUR
490.00
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USD
546.00
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