The Pharma 'BusinessMAsters'

Course overview

UPDATE you on the external and internal strategic pressures facing organisations within the pharmaceutical sector

ADVANCE your strategic planning with current rolls and techniques relevant to your industry

IMPROVE your strategic financial awareness to enable you to have a direct impact on the bottom line

BOOST your knowledge of key competitive marketing techniques and tools that are being used successfully within the pharmaceutical sector

DEVELOP your skills as a leader and manager within the sector, benchmark your approach against current best practice and leading thinking in the area

PRACTICALLY focus on the essential theory, practice and techniques needed to be a high performance manager in the pharmaceutical sector

SAVE one or even two years and the huge costs involved in enrolling for a more traditional executive management development programme

Why choose the Pharma ‘BusinessMAsters’?

The impact of major patent expiries, the growth in strategic alliances and partnerships, the drug development crisis and consolidation are just a few issues currently confronting the top pharma executives. The question facing most of those executives is whether, within their organisations, the skill set exists that is needed 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.
This 14-week distance learning programme offers the unique opportunity to develop your key skills as a high performance business leader within the pharmaceutical sector at your own pace, in your own space without the additional costs of travel and time away from work.

Who should enrol on this programme?

Executives and managers across the pharmaceutical sector who want to increase their understanding of successful strategic management within the sector.
Those who want to enhance their performance as individuals and improve the performance of their business by developing their combined knowledge of key business management skills with Pharma industry trends.

Plus receive a 30% discount off the two public support programmes

• Finance for Non-Financial Managers in the Pharma Industry – 24 – 25 November 2008, London

• Drafting Commercial Contracts in the Pharma Industry – 26 – 28 November 2008, London

Course modules

MODULE 1 – INTRODUCTION TO PHARMA

• Why a Pharma ‘BusinessMAsters’?
• Application of standard management techniques
• What is distinctive about the pharmaceutical industry?
• Original brands and generics
• The international dimension in pharmaceuticals
• US v Europe
• Emerging markets
• The need for specific techniques for pharmaceuticals

MODULE 2 – STRATEGY IS THE KEY

• The value of generic strategic techniques
• Selected generic techniques and their usefulness to pharma:
  • The Boston Matrix
  • PEST
  • SWOT
  • The product-life cycle concept

MODULE 3 – STRATEGY IN PRACTICE IN THE PHARMACEUTICAL SECTOR: PART 1

• The target product profile
• Key milestones in development process
• Portfolio management in the pharmaceutical industry

MODULE 4 – STRATEGY IN PRACTICE IN THE PHARMACEUTICAL SECTOR: PART 2

• Mission statements
• Portfolio strategy
• Strategic alliances
• The range of alliance types
  • Guidelines for successful pharmaceutical alliances
  • Practical points in partnering
• Mergers and acquisitions

MODULE 5 – MANAGING YOURSELF AND OTHERS

• First learn to master yourself
• Performance management
• Communicate and motivate
• Effective coaching
• Tackling poor performers
• Managing your team
• and also your time
• Ensure that all meetings are positive
• How to be assertive, not aggressive

MODULE 6 – LEARN TO BE A LEADER

• What do we mean by management?
• A survey of leadership styles?
  • Sun Tzu
  • Sensitive leadership
  • Exemplary leadership
  • Inspirational leadership
• The leader as mentor
• Decision-making in leadership
• Management and leadership, essentially a team effort

MODULE 7 – LEADERSHIP AND CHANGE IN THE PHARMACEUTICAL INDUSTRY

• Acquiring, managing and retaining talent in a competitive world
• Employee engagement
• Leading through uncertainty
• The importance of corporate culture
• Managing cultural change and transition
• Developing leadership at every level
• Learning and leadership: selfawareness and self-development

MODULE 8 – MASTERING PHARMA MARKETING: INTRODUCTION

• How marketing works
• Pharmaceutical market research
  • Data sources
  • Competitor analysis

MODULE 9 – MASTERING PHARMA MARKETING: MARKETING STRATEGIES

• Global marketing
• Marketing strategies
• The marketing plan
• Brand management
• Pricing
• Distribution

MODULE 10 – MASTERING PHARMA MARKETING: PROMOTIONAL ACTIVITIES

• The role of the salesforce
• The role of advertising
• Other media
• Duration of promotion
• Codes of practice

MODULE 11 – DEMYSTIFYING FINANCE: ACCOUNTING PRINCIPLES AND PRACTICE

• Understand basic accounts
  • Profit and loss
  • Balance sheet
  • Assets and liabilities

• How to analyse performance
  • Balance sheet measures
  • Finance ratios

• Working capital management
• Detailed case study
• Accounting principles
  • Fixed assets and depreciation
  • Long term liabilities
  • Owner’s equity
  • Notes to the accounts

MODULE 12 – DEMYSTIFYING FINANCE: BUDGETING AND DECISION-MAKING

• The budget
• Setting a budget
• Reviewing a budget
  • Zero-based budgeting
  • Monitoring your budget
• Management accounting
• External analysis: the press
  • Understanding the Stock Market
  • PE’s, yields and market cap

• Analysing costs
  • Break-even
  • Building up costs
  • Decision-making and golden

• Making sense of the future
  • Techniques for decision-making
  • Rate of return and payback period
  • Time value of money
  • Discounted cash flow

MODULE 13 – DEMYSTIFYING FINANCE: FINANCIAL MANAGEMENT IN THE PHARMA INDUSTRY

• What drives business – pharma is just a money making machine – or is it?
• What is a P&L account or an income statement?
• What is a balance sheet?
• The importance of cash flow
• Accruals, depreciation, deferred income and stock valuation explained
• What does the future hold? – the importance of budgeting
• Financial strategy
  • Costing – price volume and margin issues
  • R & D expenditure
  • Project appraisal – use models to make better decisions

• Understanding finance is vital

MODULE 14 – SUCCESSFUL NEGOTIATION TECHNIQUES AND TACTICS

• Legal foundation for negotiation
• Freedom to negotiate
• Agreements of the parties
• Duty to disclose information
• Representations, promises and puffery
• Duress and undue influence
• Exclusion clauses
• Unfair contracts
• Best practice negotiation rules and principles
• Managing the relationship
• Effective expectation engineering
• Supporting documents and evidence
• Platform building
• Taking defensive measures
• Identifying time bombs
• Developing corporate, general and personal relationships
• Negotiation tips and tactics

Course contributors

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 100 clients on commercial strategic projects. He is a frequent speaker, and has also acted as chairman of over 30 industry conferences. John is the author of more than 40 articles and reports on strategic industry issues.

DR HELENA BOSCHI has spent the last 17 years working with 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 organizations worldwide.

IAN RUSKIN-BROWN has been the owner/entrepreneur of several service businesses, a course director at the Chartered Institute of Marketing for courses on marketing in the service sector and has designed, written and piloted in-company training courses on marketing and selling consultancy services for a number of blue chip companies. He currently runs the Marketing Your Services course for Management Center Europe and client specific courses in the USA and South East Asia.

STEPHEN BROOKSON is an independent consultant, and specialises in the provision of practical business development consultancy and training programmes. He qualified as a Chartered Accountant in 1980 and his experience includes working with Ernst & Young as a consultant.

PAUL ELKIN provides consultancy services with a particular focus on business strategic development, performance management and corporate image. He is a Fellow of the Chartered Institute of Management Accountants. After many years in a range of senior management roles in both public and private sector industry with UK and US businesses plus time with Price Waterhouse, he formed the TMMi group at the end of 1989.

MARK A THOMAS is an international business consultant, author and speaker specialising in business planning, managing change, human resource management and executive development. Based in London, Mark works across the globe – he has worked in over 40 different countries and is a frequent conference and seminar speaker on business, organisation and human resource issues.

RALPH TIFFIN is a chartered accountant and registered auditor – principal of McLachlan+Tiffin. The firm has a wide range of clients and supports clients with audit and advisory work in areas such as introduction of IFRS, ethics and fraud prevention. As consultant he acts for many companies in the UK and overseas on subjects ranging from understanding accounting for pharmaceutical companies, project appraisal, budgetary control systems through to fraud prevention. Ralph lectures and consults widely on accounting topics particularly on understanding what financial reports mean and how proper accounting practice can help business.

MICHAEL WILLIAMS is an international management consultant. His main clients include leading business schools as well as several universities and a wide range of companies throughout Europe and North America. He is the author, or co-author, of many books in the fields of leadership, management practice and organisational psychology.

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Client portfolio

Our client portfolio for this course includes the following companies:

ADWYA Laboratories SA	CAPSUGEL	Nippon Boehringer Ingelheim, Co, Ltd
ALLIGATOR BIOSCIENCE AB	ICON Central Laboratories	PNG Gerolymatos SA
AMGEN INC	Merz Pharmaceuticals Gmbh	Sigma-Aldrich GmbH
Biotest AG	Nippon Boehringer Ingelheim Co Ltd

More information

The following documents are available for this course:

• Sample module [455kb]

Academy of Distance Learning in Business

ADLiB

The Academy for Distance Learning in Business (ADLiB1) has developed out of Falconbury’s pioneering work on short-course management and professional development.

As with the face-to-face training we do in our public and in-house programmes, our focus is on the practical and application-rich skills and techniques, which will enable individuals to develop their full potential as managers and professionals.

Our approach to distance learning is to use the self-study method at its best to make sure that you can flexibly acquire the knowledge and understanding of each chosen area in a way that suits you and your current work commitments.

ADLiB was set up to give a consistent approach across different subject areas, so that its users would know that our rigorous standards of excellence would be met in each course.

Every programme and each of the component modules is a combination of the training and learning expertise of Falconbury and input from its wide range of practically skilled writers and trainers. Where a course bears the ADLiB logo, you can be sure that our (and your) exacting standards will be met.

To learn more about how ADLiB and the courses can help you and/or your business call +44 (0)20 7729 6677

¹ ADLiB is the Academy for Distance Learning in Business and offers ‘best in class’, flexible self-study in key business, management and leadership via distance learning modules delivered directly to you, to work through at your convenience.

Ad lib is from the Latin ad libitum meaning ‘at one’s pleasure’ – we aim to make management and professional development enjoyable as well as worthwhile.

Ad lib could also be a loose latin short-form of ‘to the library’ – but in our case, we save you that trouble by using the best material available to us on each topic and assembled to give you maximum benefit.