2012 US Pharma Insights Report

7/30/2019 2012 US Pharma Insights Report

1/14

2012 US Pharma Insights

Results o an Industry SurveyNovember 2012


2/14White Paper2

PERFORM

A White Paper on Current Trends& Challenges o the Pharmaceutical

Industry


3/14White Paper

Evolutions continue to spur innovation in 2012. This year,companies have watched the abric o the pharma business

model being recongured beore their eyes. Facing numerous

patent expirations, companies have delivered a prolic year

or R&D innovations, but in many cases, revenue rom current

pipelines will not create enough value to supplant losses. As

a result, companies are streamlining business models and

maximizing interactions by leveraging a deeper ocus on

next generation technology and holistic operational changes

centered on a higher level o eciency.

With the ground shiting beneath their eet, how exactlyare companies innovating beyond current challenges in

the lie sciences industry? Through the eyes o leading

pharmaceutical, biotech and generic companies, what are

the dened challenges o 2012? How does the industry and

market evolution shape decision making regarding innovation,

investment and budget?

Cegedim Relationship Management has undertaken its third

annual survey o lie sciences proessionals in the United

States to provide a real-time snapshot o this years trends.

Composed o the industrys most relevant voices, this thoughtleadership report highlights pivotal developments, current

strategies and technology trends. By drawing analysis rom

three consecutive years o responses, the report discovers

underlying patterns and richer insights to deliver a more

complete image o industry perceptions.

This year reveals distinct concerns with the fux o the current

commercial model and reinorces the support or digital

solutions. Nearly three-ourths (74%) o respondents point

to the changing commercial business model as the biggest

issue keeping them up at night. As traditional channels ointeraction experience irrevocable change, respondents are

articulating how and where this market change is taking shape

within their own companies.

Critically, the most selected business model/process change

cited by respondents is an increased ocus on market access

strategies (64%). The third annual survey report provides

critical insights into how companies are adapting strategies

to account or the tectonic market shits and the wideningavailability o game-changing technology. Companies continue

to voice the growing pains o change and are utilizing tablets

mobile platorms and social media more than ever beore.

Key Findings

The ormidable issues o concern remain constant rom 2011

to 2012, especially the evolution o the current business

model which holds ast as the primary concern.

Based on a scale rom one to ve, nearly three-ourths

(74%) o respondents ranked the changing commercia

business model as their rst, second or third priorityo concern.

Results or other customer groups were evenly divided

among patients (19%), government (17%) and managed

care organizations (16%).

The drivers o change are themselves evolving. Executive

management and strategy/business planning/business

development teams are proving to be the most evident drivers

o technology and business model changes.

Executive management (46%) is the primary driver

o tech decisions, ollowed by business (sales andmarketing) departments at 25% and IT at 18%.

Over hal o respondents (55%) cite strategy/business

planning/business development to drive main business

model and process changes.

The prioritized changes to the business model that these

drivers are pushing towards have been clearly outlined by

respondents.

The leading category cited by 64% respondents is an

increased ocus on market access strategies, ollowed

distantly by primary sales orce realignment (38%) andincreased ocus on managed markets (35%).

Executive Summary


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The dominant customer group continues to be prescribers at28%.

Customer DistributionWho are your primary customers?i

34%Other

10%Patients

12%Government

16%Managed Care

Organization

28%Prescribers

Respondents express their continued ocus on leveraging

eective mobile tools with insights into tablet usage and their

avorite mobile operating systems.

Eight out o ten (80%) report that they are currently

using or will be using tablets in their organization.

Field sales/account management (61%) account or

the most active mobility team.

Hal o respondents (50%) selected Apple OS as theirpreerential mobile platorm.

Social media has rmly established its value in the lie sciences

business model, making signicant gains between 2011 and

2012.

Virtually all respondents (96%) are active on LinkedIn

and 70% o respondents are active on Facebook.

Marketing (64%), PR (42%) and sales departments

(38%) are the most active regarding social media

usage.

Although budgets remain small or social media,respondents illustrated notable gains in 2012.

Introduction

An entirely new set o metrics will determine growth or

pharma. 2012 is marked by challenges such as healthcare

reorm, shiting product value, pricing, reimbursement, patent

clis, generic competition and increasing regulatory

requirements, making it more dicult to orm realistic growth

strategies. O-patent medications now experience continued

success due to widespread cost-cutting initiatives and the

demands o a payer-led market. Companies must yet again

reinvent themselves in light o the current lie sciences

revolution.

According to this years report, market changes have

propelled new strategies. Mobility campaigns and increased

online presence represent well-ormed trends in 2012. An

overwhelming majority o surveyed companies (80%) report

that they are currently using or will be using tablets in their

organizations, especially or eld-related operations. Further

almost all respondents (96%) have proles on LinkedIn and

most (70%) are on Facebook.

Results reveal that implementing tablet solutions providesa vital tactical advantage, particularly or sales orces

Additionally, the consistent uptake o social media may signa

that respondents are stepping outside the archetype o a

product provider and into the customer-centric role o an

inormation resource and thought leader.

Moreover, revitalized market access strategies continue to

be essential. This year nds companies aiming even higher

to align products with moving targets by ully understanding

stakeholders in a cost-constrained environment. In orde

to pinpoint and infuence key opinion leaders (KOLs) o thehealthcare industry and payer communities, companies

must perpetually restructure tactics to better suit their

evolving targets. Additionally, the impact o pharmaceutica

and healthcare regulations, combined with intense globa

competition, now inspire companies with a more denite ocus

on process eectiveness at each level o their enterprise.

In order or companies to adapt to a host o industry

transormations, ranging rom commercial business mode


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changes to more stringent regulations and more robust marketaccess strategies, it is essential or pharmaceutical companies

to implement solutions that can help them do more with less.

Continued growth in 2012 will require companies to stay alert

and learn to accept that continuous strategy adaptations in

the name o best practices are becoming the new industry

norm o the lie sciences.

The Shape o Change

Change and concern are the catalysts or innovation. That

being said, todays leading companies are quick to express the

pain points that are keeping them awake at night. Judgingrom the dynamic structural changes to the industry within the

last year, the top three cited concerns are o little surprise.

Top 3 Points of PainPlease rank the big issues that keep you up at night

l i i i i

Changing Commercial Business Model

Impact of Regulatory Reform

Market Access

Pipeline Growth

Generic Competition

Patient Involvement

Patient Adherence

Other

74%

62%

53%

50%

26%

15%

12%

8%

Based on a scale rom one to ve, respondents ranked their

concerns rom greatest to least. The dominant concern, ranked

as rst, second and third priority by three-quarters o the

respondents, is the changing commercial business model

(74%), ollowed directly by the impact o impending regulatory

reorms (62%), market access (53%), pipeline growth (50%)

and generic competition (26%).

Comparing results to those o 2011, trends have maintained

consistent through the two years. This years question addedthe two elds o market access and patient adherence to

broaden the scope o the responses, and over hal selected

market access as a primary concern. Intuitively, this highlights

that companies are determined to go beyond the boundaries

and challenges o global, regional and local markets in order to

achieve a product portolio with the highest overall adoption

in diverse patient groups.

Yet, how are these concerns shaping the decision-makingprocess? Concerning investments in new technology and

business model changes, are decision makers still sourcing

rom the same place within the company?

Primary Drivers of Technology2012 vs 2011

46%28%

25%

18%

8%9%

1%16%

3%5%

28%

14%

.

ExecutiveManagement

IT

Regulatory / Compliance

Business(Sales or Marketing)

Operations &Manufacturing

Other

2012 2011

The comparison graph uncovers the changing origins o

technology decisions. In 2011, IT and executive management

matched pace in the decision-making process regarding

tech investments (both at 28%). Possibly due to market

shits, executive management has taken the reins, now

accounting or over double o ITs share o the tech dialogue

(46% vs. 18%). Additionally, business (sales and marketing)

departments have increased their infuence in this area

growing rom 14% in 2011 to 25% in 2012. The infuence oregulatory/compliance has declined rom 16% in 2011 to

1% in 2012, most likely because in 2011 many lie sciences

regulatory/compliance teams made technology changes in

anticipation o the enactment o the Patient Protection and

Aordable Care Act (PPACA).

The most valuable takeaway rom this trend is the importance

o new technology. Executive managements newly inspired

control over their tech momentum demonstrates the

overwhelming value o next generation solutions. Supporting

the evident commercial gains rom implementing new tools andsolutions, business (sales and marketing) departments now

account or a greater stake o the decision making process

than IT. Whether its rich cloud technology or stand-alone

mobility tools, the latest pharma-specic innovations are no

longer an added benet, understood and pressed only by IT

departments, but a clearly dened nancial opportunity driven

by a top-down approach.


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Who is leading the conversation in terms o changes madeto the business model and processes? This year saw a

sharp increase in the percentage o respondents who cited

strategy/business planning/business development as the

primary driver o business model/process change at respondent

companies. In 2012, more than one-hal (55%) cited strategy/

business planning/business development as the primary driver

compared to three out o ten (29%) in 2011. Additionally, the

marketing/brand teams, commercial operations and regulatory/

compliance saw a directional decline in the perception o being

a leading driver o change.

Primary Driver of Business/ProcessModel Change

2012 vs. 2011

Strategic / Business Planning

Commercial Operations

Marketing / Brand Teams


Sales

Other

2012 2011

55%29%

14%23%

12%28%

5%13%

5%5%

9%3%

It is interesting to note that strategy/business planning/business

development, as opposed to commercial operations (a leading

category in 2011), has abruptly overshadowed all other categories.

This may indicate an emerging trend o increased proactivity rom

a strategic standpoint. Rather than reacting solely to nancial

indicators to spur new processes and investment, such as new

technology, companies are integrating business model change as

a part o strategy, planning and development to instinctively stay

ahead o the curve.

Now that companies have voiced who is driving technology,business model and process changes, exactly what changes are

companies currently making? Based on recent market transitions,

are areas o ocus changing rom last years responses?

Prioritized Changes to Business ModelTop 3 Priorities 2012

What changes to the commercial business model is your company making?

i l i l i i

Increased focus on market access strategies

Increased focus on managed markets

Developing external therapeutic partnerships

Primary sales force re-alignment

Shift to a hybrid model

Increased focus on Key Opinion Leaders (KOLs)

Increased use of e-detailing channels

Outsourcing of non-strategic activities

No changes at this time

Other

64%38%

35%32%

30%30%

25%23%

19%5%

In considering changes to the business model at their

respective companies, respondents ranked key categories

on a scale rom one to three, rom greatest to least priority

Leading the responses, over six out o ten (64%) respondents

selected increased ocus on market access strategies as their

rst, second or third priority.

Cegedim Relationship Managements 2012 Pharma Insights

report nds a reinvigorated ocus in market access strategies

as the most prominent change being currently implemented

Especially in this years results, companies seem to be makingsignicant steps to achieve the wider adoption o new and

existing products through improved understanding o the

changing healthcare market and eective communication o

value to the broadest range o patient groups.

The ollowing responses represent three to our out o ten as

a rst, second or third priority: primary sales orce realignment

(38%), increased ocus on managed markets (35%), developing

external therapeutic partnerships (32%), increased ocus on

key opinion leaders (30%) and shit to a hybrid model (30%)

Accounting or one quarter o responses, respondents selectedincreased use o e-detailing channels (25%) and outsourcing

o non-strategic activities (23%).

Prompted by an in-depth understanding o the industrys

alteration, companies are shiting the control o the

decision-making process to better suit current requirements

A more top-down and strategic view o changes to business

model, processes and technology is the leading trend in

respondent companies.


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Mobility

An eective sales orce is everything. The hurdles have

continued to grow on reps pathways to targets. Doctors now

permit sales rep visits to occupy even less o their schedules

due to increased cost containment pressures rom multiple

sources. Thereore, capturing a healthcare practitioners (HCP)

attention goes well beyond the one-sided sales pitch and into

the realm o valuable education.

Across the board, companies have strengthened their sales

orces with next generation mobility tools to maximizetheir interactions with practitioners and stakeholders. An

overwhelming majority o surveyed companies (80%) report

that they are currently using or will be using tablets in their

organization. Respondents support the established trend that

tablets are no longer a convenience but an essential tool or

greater eectiveness, collaboration and eciency.

Field sales/account management (61%) and eld managers

(32%) account or the largest groups to leverage tablets within

surveyed organizations. These gures refect the exponential

growth o the tablet-enabled solution market geared specicallytowards pharmas customer-acing personnel. Todays leading

mobile applications or tablets eature usability, seamless

fexibility and are ully scalable to suit business models rom

large to small.

Tablet UsageWhat groups within your organization are using tablets,

or planning to use them, within the next 12 months?

i i i i i ll i i i

Field Sales/Acct. Management

Field Managers

Throughout the enterprise

Not using and/or not planning to

Clinical Development

Customer Support

Other

61%

32%

23%20%

9%

9%

5%

It is important to note that a certain importance lies in the

distribution o responses. Nearly one-ourth (23%) are

employing tablets throughout each level o their enterprise.

The breadth o tablet utility now extends ar beyond its

original purpose o solely supporting eld activity. Tablets are

not only serving a platorm to improve external interactionswith clients, but are providing the collaborative power to

consolidate the inner working o lie sciences enterprises.

Tablet solution packages now unction as the nexus or a

companys activity. The most revolutionary providers o tablet-

enabled solutions integrate the mobile tool with custome

relationship management (CRM) platorms that centralize al

commercial interactions. Tablet CRM eatures capabilities to

support the most essential eld operations and management

including primary care interactions, KAM, KOL management

as well as sales orce realignment and rich analytics.

Furthermore, tablets provide an excellent vehicle or data

capture. Creating a comprehensive source or sample and

expenditure data is particularly valuable due to the onset o new

and more stringent compliance regulations. Groundbreaking

mobile interaces enable companies to expertly control, track

and maintain compliance with all sample management activities

Additionally, HCP expenditure data captured on tablets can be

seamless input into innovative aggregate spend and disclosure

compliance solutions. Overall, strategic companies are now

leveraging intuitive mobility solutions to better analyze theisample operations and HCP expenditures with the end goa

o achieving consistently smarter, more targeted activities in

the uture.

Considering the wide unctionalities o todays mobile CRM

solutions, sales orces are able to achieve new levels o

perormance in an increasingly competitive market. The

latest solutions center on improved usability and human-

centered design to dramatically boost end user adoption

and sustainability. By creating greater inormation synergies

between customer-acing teams and managers, top mobileCRM systems have proven to oster collaboration in real-

time.

Essentially, eective mobility initiatives strengthen companies

with the ability to more dynamically and strategically build

relationships via ully integrated content management

unctionalities, KAM strategies, key messages and customer

assignment. Moreover, mobility enables companies to keep

reps on task more eectively through unctionalities that


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remain consistent independent o WiFi reception, and supportactionable execution o strategy.

Since tablets represent an essential toolkit or the majority

o respondents, how many plan to implement or currently

operate a mobile platorm? Which vendor holds the place o

most relevant mobile platorm or the lie sciences commercial

model?

Mobile PlatformsWhat mobile platorm is your company using/planning to use?

il l i i l i

Apple OS

Windows 8/Windows

Android OS

RIM OS

Dont Know

Not using and/or not planningto use a mobile platform

50%

30%

23%

17%

15%

3%

According to those surveyed, eight out o ten (82%) cite that

their company is using or planning to use a mobile platorm.

Regarding the market leaders in mobile OS, one-hal (50%)

report that they are using/planning to use Apple OS; ollowed

by Windows at 30%, Android at 23% and RIM at 17%.

This years trends nd the union between mobile technology and

the lie sciences business model to be indivisible. Respondents

conrm that the hands o their sales orce are used to their

tablets, with Apple providing the most viable mobile platorm

or their current requirements. Based on the materializing

pattern, tablets and mobile platorm providers will continue

to improve their range o unctionalities, making successul

operations without next-generation mobility solutions nearly

impossible.

Social Trending

Social media now accounts or a ormidable aspect o a

companys presence. Companies have been propelled to interact

dierently both internally and externally. Respondents

express the promising social trends o embracing the emerging

channel, which can provide a new opportunity to improve

patient engagement, deploy thought leadership campaigns

and deepen overall customer-acing communications.

The survey reveals social media usage to be on a clear

robust upswing. Those surveyed were asked to rank theirrequency o social activity on the leading channels. Virtually

all respondents (96%) use LinkedIn to a certain requency

ranging rom multiple times per day to a ew times per month

The subsequent most requently used channels are Facebook

(70%) and online communities (60%).

2012 Social Media UsageHow requently do you use the ollowing social media?

MultipleTimes/

Day

Once/Day

3-4 Times/Week

Once/Week

A FewTimes/Month

Once/Monthor Less

NeverTotal

Percentageof Users

L inkedIn 18%

10%

6%

6%

4%

15%

18%

11%

5%

0%

22%

9%

6%

3%

0%

22%

11%

10%

5%

1%

15%

13%

12%

8%

2%

5%

9%

15%

9%

1%

3%

28%

36%

59%

25%

96%

70%

60%

37%

8%

Facebook

Online Communities

Twitter

Other

Social Media Usage2012 vs. 2011

Facebook

Online Communities*

Other

Twitter

2012 2011

LinkedIn 96%54%

70%32%

60%37%

9%8%

3%

Usage o all social media has increased signicantly between

2011 and 2012. The survey results show usage o LinkedIn up

43%, Facebook up 38%, and Twitter up 28%.


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So, now that usage is up, how are companies using socialmedia within their respective companies? Are companies

social media campaigns strictly limited to customer-acing

operations?

The most common usages or social media at respondent

companies are marketing, public relations and sales. Almost

two-thirds o the respondents (64%) indicated that social

media is being used or marketing at their companies. Four

out o ten report that social media is being used or public

relations (42%) and sales (38%). Less common uses or social

media include internal communications (24%), human resources(22%) and customer relationship management (17%).

Social Media UsageFor what initiatives is your company using social media as a tool?

i i i i i i i l i l

Marketing

Public Relations

Internal Communications

Human Resources

CRM

None/Not Using/Dont Know

Other

Sales

64%

42%

38%

25%

22%

17%

8%2%

Evidently, customer-acing operations, including marketing,

sales and public relations, make up the most common uses

o social media. Yet, the survey reveals that many acets

o companies business structure are leveraging the power

o social media, including internal communications, human

resources and customer relationship management. The diverse

utility o social channels demonstrates their added value o

continuously expanding capabilities or many respondent

companies.

Now that scope and unction o social networks have been

outlined, how does that translate into respondents budgets?

Social Media Spend2012 vs. 2011

50%

29%

21%20%

4%

9%

1%

5%

25%

37%

Less than

5%

5% -10% 11% -20% More than

20%

Dont know

2012 2011

Admittedly, not very much. But while social media expenditures

are still relatively low, more companies are allocating dollars

or it in 2012 than in 2011. The number o respondents who

reported a 5% or less expenditure increased substantially rom

29% in 2011 to 50% in 2012. The number o respondents

who were unaware o their media spend declined rom 37% in

2011 to 25% in 2012.

Although the current budgets do not refect devoted socia

media spending, its importance should be highlighted due to

the incredibly newness o the communication channel. Judging

by the speed at which the internet came to revolve around

social media, the budgets or social media may soon represent

a majority percentage o a companys total digital marketing

expenditure.


10/14White Paper

Fostering growth throughout the lie sciences current cyclewill require due diligence combined with an increasingly agile

business strategy. Companies have laid the groundwork with

new innovations and are looking to derive key benets rom

mobility initiatives, social media channels and renewed market

access strategies.

Yet, the dening dierence between companies who persevere

and those who prosper is the continued support o next

generation technology solutions designed or the nuances o

the lie sciences business model.

Respondents highlight that tablets are already ingrained in

their companies, but ully leveraging all avenues o this optimal

mobile technology will provide the seamless connection

between sales orces and todays evolving business objectives

and targets. Tablet-enabled CRM platorms are specically

designed to increase sales ecacy and eature the latest in

cloud technology.

In addition, the leading mobile CRM providers deliver the most

fexible system architecture to enable companies to adapt with

market shits via superior conguration. Through the abilityto adapt or disable unctionalities, rapidly deploy business

strategies and consistently meet all regulatory compliance

requirements, companies can remain prepared or all the sharp

turns in the road ahead.

With evident social media momentum, now is the time or

companies to capitalize on their social image and to improve

their understanding o targets. Not only do social networks

govern the structure o the internet, discerning payers now

conduct research well beyond the takeaways at the doctors

oce. Social networks provide pharma with the uniqueopportunity to take hold o the conversation concerning their

companies and, most importantly, better connect with the

patient community.

Also, by leveraging the same social channels, companies mustalign with HCP data providers that integrate the targets

valuable digital prole in order to maximize targeting and

segmentation strategies.

Respondents express increased drive concerning market

access strategies. Moving orward with this trend, companies

must empower both KAM and KOL teams with solutions that

eature custom interaces and unctionalities. For KAM

solutions must eature the ability to dene unique account

strategies and to better understand networks o infuence

Intuitive KOL solutions pivot on interaces to manage expansivenetworks o opinion leaders and unctionalities to maintain

compliance as well as track activity and reimbursement

Further, companies must make customer data management

a high priority in order to increase the eectiveness o al

marketing activities.

Analysts oretell that pharma will never be put back in its

original package. Thereore, the lie sciences community must

discovery new pathways to best practices. Many trusted

channels, including pipeline growth to capture new value,

will remain true despite the transition, yet controlling costand embracing the market o next generation solutions wil

help provide the improved margins required to navigate

compounding industry obstacles.

Lie sciences companies have grown accustomed to a state o

fuidity. Shiting policies, varying perceptions and patent clis

will always remain beyond the limits o a companys control

But this years report showcases that the latest host o next

generation tools will enable companies to regain control over

every aspect within the realm o possibility.

Conclusion


11/14White Paper

Cegedim Relationship Management, the leading global

provider o pharmaceutical Customer Relationship

Management (CRM) solutions, provides the most

comprehensively packaged oering, enabling Lie

Sciences companies to achieve rewarding and lasting

relationships with their customers as well as meet

their present and uture business objectives and

requirements. Solutions include:

Customer Relationship Management Customer Data Management

Regulatory Compliance

Analytics

Support Services

Marketing Services

Contact Cegedim Relationship Management today or

more inormation.

Cegedim Relationship Management

US Headquarters:

1405 U.S. Highway 206

Bedminster, NJ 07921

Email: [email protected]

Tel: 908.443.2000 or 888.336.3748

Authors:

Angela Miccoli

President, North AmericaCegedim Relationship Management

[email protected]

Drew Bustos

Vice President, Global Communications

Cegedim Relationship Management

[email protected]


12/14White Paper12

Methodology

The study was conducted via the Internet. Selected

respondents completed a questionnaire on-line and submitted

their responses to Cegedim Relationship Management in

August 2012.

Responses were analyzed by GreyHome Marketing and

Research Consulting. Percentages are subject to a 6.709

point margin o error and were tested or signicance at the

90% condence level using Decision Analysts STATS tool,

Version 2.0.

Signicant dierences between attributes are indicated in

almost all instances by changes in color on the bar charts

presented in this report. Bars o the same color in the charts

are not statistically dierent rom each other. This is done

to help the reader recognize statistical cohorts in the charts.

Occasionally, an attribute could belong to two dierent cohort

groups. This occurs when the percentage is at a transition

point between two groups. When this occurs, the attribute is

placed in the group where it most logically ts.

Demographics

Four out o ten respondents (40%) describe their

companys Principal Line o Business as Prescription

Small Molecule and Biologics

What Is Your Companys Principal Line of Business?

Prescription small molecule& biologics

Branded & off-patentgenerics

Consulting

Advertising/Marketing

IT

Medical Devices

Logistics Distribution

CRO

OTC medicines

Vaccines

Other

40%

13%

7%

5%

4%

4%

3%

3%

3%

1%

19%

Four out o ten respondents (39%) cite their job unctionas General/Executive Management, while three out o

ten (31%) are in Marketing or Sales.

Job FunctionWhat is your job unction?i i

Sales

Marketing

General / Executive Management


IT

Other

39%

16%

15%

7%

4%

1%

Three out o ten respondents (29%) are in manageria

positions.

PostionWhat position do you hold?

i i l

Manager

Director

Senior Director

Vice President

Other

Executive Vice President / C-level

27%

20%18%18%

14%3%


13/14White Paper

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http://crm.cegedim.com/page/Documents/2012_Russia_Pharma/index.html

Emerging Markets Today and Tomorrow: Insights on Healthcare, Pharmaceuticals and Future Trends in the

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http://crm.cegedim.com/Docs_Whitepaper/Industry/Emerging-Markets-Whitepaper-2012.pd

2012 US Trends in Aggregate Spend and Disclosure Reporting March 2012

http://crm.cegedim.com/Docs_Whitepaper/Compliance/Aggregate_Spend_Trends_Disclosure_Reporting_Whitepaper_2012.pd

2011 European Trends in Aggregate Spend, Transparency and Disclosure February 2012

http://crm.cegedim.com/Docs_Reports/Compliance/2011_European_Trends_Compliance_Report.pd

2011 US Pharma Insights - A White Paper on Current Trends & Challenges of the Pharmaceutical Industry

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http://crm.cegedim.com/Docs_Whitepaper/Industry/Pharma_Insights_Survey_Whitepaper_2011.pd

2011 EU Market Access Survey White Paper - June 2011

http://crm.cegedim.com/Docs_Whitepaper/Data/EU_Market_Access_Survey_Rpt_June_2011.pd

2011 European Trends & Challenges in Customer Data Management within the Life Sciences Industry- June 2011

http://crm.cegedim.com/Docs_Whitepaper/Data/EU_Cust_Data_Mgmt_Survey_Rpt_June_2011.pd

2010 US Pharma Insights - A White Paper on Current Trends & Challenges of the Pharmaceutical Industry June 2010

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Reproduction and distribution of this report is allowed only with the written authorization from Cegedim.


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2012 US Pharma Insights

Results o an Industry SurveyNovember 2012

2012 US Pharma Insights Report

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Transcript of 2012 US Pharma Insights Report