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creativeimpact
If you think 2009 was a bad year for pharma marketers just wait. There are a lot more changes coming in 2010
Where does pharma marketing go from here
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Bsharp (Nov'12, www.bsharpcorp.com), provides mobile sales enablement platform and services to blue-chip companies like Lenovo, Western Digital, Amazon, IFB, J&J and Levis to create high-performance sales teams. Over 15,000 sales personnel across Asia-Pacific use Bsharp's platform. This is a case study of mLearning by a leading healthcare brand: They use the Bsharp platform to provide product assets and codes to the sales person - to showcase to the Health Care Professionals.
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The New Rules Of Doctor Engagement in the New Normal 2020, which could very well be the year of the coronavirus, has been witnessing drastic disruptions with enforced lockdowns, social distancing, new patient demands and healthcare systems put under extraordinary pressures. The pandemic has worsened the pharma market in India and is expected to lead the country towards a major slowdown. Challenges that have arised > Doctors not ready to meet MRs > No physical events possible > Virtual events doesn't give FaceTime with doctors #DIGITALMARKETING #PHARMAMARKETING #DOCTORMARKETING #HOSPITALMARKETING #HEALTHCAREMARKETING #RELEVANTINTERACTIONS
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If you think 2009 was a bad year for pharma marketers just wait. There are a lot more changes coming in 2010
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Bsharp (Nov'12, www.bsharpcorp.com), provides mobile sales enablement platform and services to blue-chip companies like Lenovo, Western Digital, Amazon, IFB, J&J and Levis to create high-performance sales teams. Over 15,000 sales personnel across Asia-Pacific use Bsharp's platform. This is a case study of mLearning by a leading healthcare brand: They use the Bsharp platform to provide product assets and codes to the sales person - to showcase to the Health Care Professionals.
Bsharp Healthcare Case Study
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The New Rules Of Doctor Engagement in the New Normal 2020, which could very well be the year of the coronavirus, has been witnessing drastic disruptions with enforced lockdowns, social distancing, new patient demands and healthcare systems put under extraordinary pressures. The pandemic has worsened the pharma market in India and is expected to lead the country towards a major slowdown. Challenges that have arised > Doctors not ready to meet MRs > No physical events possible > Virtual events doesn't give FaceTime with doctors #DIGITALMARKETING #PHARMAMARKETING #DOCTORMARKETING #HOSPITALMARKETING #HEALTHCAREMARKETING #RELEVANTINTERACTIONS
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The popularity of omnichannel approach is growing across all markets and regions, leaving multichannel behind. Giants like Amazon, Disney, and Starbucks have already built their own omnichannel digital marketing strategies. Unveil the difference between multichannel and omnichannel engagement in pharma marketing and choose the best way to launch your next HCPs engagement campaign. Contact Viseven to build the efficient multi/omnichannel strategy: https://viseven.com/contact-us https://viseven.com/ Subscribe to youtube channel https://bit.ly/38owdcN
Engage like Amazon: omnichannel HCPs engagement for pharma marketing
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VISIT @ https://www.24marketreports.com/life-sciences/evolving-pharmaceutical-marketing-strategies-digital-as-a-key-component-of-multichannel-marketing This Report provided by 24 Market Reports is about, "Evolving Pharmaceutical Marketing Strategies: Digital as a Key Component of Multichannel Marketing" provides a comprehensive analysis of the changing pharmaceutical marketing landscape in the digital age. The report features an overview of the various marketing channels available to Pharma, and examines the factors driving change within this field.
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Key Topics Covered 1. Uniform Code on Sales and Marketing Practices in India 2. Issuance of warning letters to Indian facilities by USFDA: not a concern 3. Biosimilar perspective for Indian market 4. New drug discovery development in India 5. Biocon: Sits comfortable with its near and long term contributory products 6. Cadila Healthcare: NCE, Transdermal, Biosimilars and Complex generics launches thru 2016 –Eventful time ahead 7. Cipla: Major change in business model 8. Dr. Reddy’s Lab: Focus on Complex formulations and Biogenerics to intensify 9. Glenmark: US business, NCE and ParaIV will show significant growth 10. IPCA: Fine chemicals to formulation –Global leadership in select products 11. Lupin: US and Japan Business –Key for long term growth 12. Natco: Leveraging chemistry, formulation and IP strength –For Us and India Markets 13. Panacea Biotec: Financial trouble mounting, Acceptance of WHO prequalification and formulation business will revive the company 14. Shasun: On path to become fully integrated Pharma company 15. Shilpa Medicare: A leader in Oncology API, Expanding into Non-Onco, peptides and complex formulations 16. Sun Pharma: Strong Management Team - Absolute and Comparative Advantage
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The Regulatory Policy Institute, based in Oxford, holds an annual conference on competition and regulation. At this year’s conference, OHE’s Jon Sussex described how the prescription medicines market in England is regulated for innovation. The regulatory problem for the pharmaceutical market is different from that for utilities markets, transport, financial services and indeed markets for all other types of goods and services. The source of the regulatory problem for prescription medicines in the NHS is that the consumer (patient) neither decides which medicine is prescribed nor is responsible for paying for it. For other goods and services, the consumer decides and pays, as well as consumes. In the pharmaceutical market under the NHS, it is the payer who effectively decides the value of an innovation, not the patient. The cost and risk in drug development are high. To determine how best to target its R&D efforts, the pharmaceutical industry needs clear signals about what innovation the health care payer, the NHS, values. The recent history of such signalling has been dominated in England by the actions of the National Institute for Health and Care Excellence (NICE), whose assessments also have considerable influence internationally. Moreover, although England represents only 2% of the world pharmaceutical market, its prices are use as a reference for pricing in other markets. How NICE expresses the value of medicines can be viewed as a mean of regulating innovation. NICE always has based its decisions about value on the incremental cost to the tax-funded health and social care services of the additional quality-adjusted life years a new medicine offers to patients. During the last year, NICE has been consulting on ways to broaden its assessment of value, particularly on whether to take account of the burden of disease and wider societal impacts beyond QALYs. The decisions have not yet been made and the signal to potential pharmaceutical innovators remains fuzzy.
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Key Topics Covered 1. Uniform Code on Sales and Marketing Practices in India 2. Issuance of warning letters to Indian facilities by USFDA: not a concern 3. Biosimilar perspective for Indian market 4. New drug discovery development in India 5. Biocon: Sits comfortable with its near and long term contributory products 6. Cadila Healthcare: NCE, Transdermal, Biosimilars and Complex generics launches thru 2016 –Eventful time ahead 7. Cipla: Major change in business model 8. Dr. Reddy’s Lab: Focus on Complex formulations and Biogenerics to intensify 9. Glenmark: US business, NCE and ParaIV will show significant growth 10. IPCA: Fine chemicals to formulation –Global leadership in select products 11. Lupin: US and Japan Business –Key for long term growth 12. Natco: Leveraging chemistry, formulation and IP strength –For Us and India Markets 13. Panacea Biotec: Financial trouble mounting, Acceptance of WHO prequalification and formulation business will revive the company 14. Shasun: On path to become fully integrated Pharma company 15. Shilpa Medicare: A leader in Oncology API, Expanding into Non-Onco, peptides and complex formulations 16. Sun Pharma: Strong Management Team - Absolute and Comparative Advantage
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The Regulatory Policy Institute, based in Oxford, holds an annual conference on competition and regulation. At this year’s conference, OHE’s Jon Sussex described how the prescription medicines market in England is regulated for innovation. The regulatory problem for the pharmaceutical market is different from that for utilities markets, transport, financial services and indeed markets for all other types of goods and services. The source of the regulatory problem for prescription medicines in the NHS is that the consumer (patient) neither decides which medicine is prescribed nor is responsible for paying for it. For other goods and services, the consumer decides and pays, as well as consumes. In the pharmaceutical market under the NHS, it is the payer who effectively decides the value of an innovation, not the patient. The cost and risk in drug development are high. To determine how best to target its R&D efforts, the pharmaceutical industry needs clear signals about what innovation the health care payer, the NHS, values. The recent history of such signalling has been dominated in England by the actions of the National Institute for Health and Care Excellence (NICE), whose assessments also have considerable influence internationally. Moreover, although England represents only 2% of the world pharmaceutical market, its prices are use as a reference for pricing in other markets. How NICE expresses the value of medicines can be viewed as a mean of regulating innovation. NICE always has based its decisions about value on the incremental cost to the tax-funded health and social care services of the additional quality-adjusted life years a new medicine offers to patients. During the last year, NICE has been consulting on ways to broaden its assessment of value, particularly on whether to take account of the burden of disease and wider societal impacts beyond QALYs. The decisions have not yet been made and the signal to potential pharmaceutical innovators remains fuzzy.
Regulating for Innovation in England Sussex 2014
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Generics are one of the most complex features of Java. They are often poorly understood and lead to confusing errors. Unfortunately, it won’t get easier. Java 10, release planned for 2018, extends Generics. It’s now time to understand generics or risk being left behind. We start by stepping back into the halcyon days of 2004 and explain why generics were introduced in the first place back. We also explain why Java’s implementation is unique compared to similar features in other programming languages. Then we travel to the present to explaining how to make effective use of Generics. We then explore various entertaining code examples and puzzlers of how Generics are used today. Finally, this talk sheds light on the planned changes in Java 10 with practical code examples and related ideas from other programming languages. If you ever wanted to understand the buzz around higher kinded types or declaration site variance now is your chance!
Generics Past, Present and Future (Latest)
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This presentation was made in Pharmasource Munich 2012 and covers the aspects of Pharma API and Intermediate sourcing. The presentation covers the following sub topics 1. How the changing structure of the Pharma industry is affecting ingredients sourcing 2. Are India and China still the places to go ( and for how long) – does the Cost - Benefit stack –up? 3. Supplier Innovation and Potential gains 4. Analyzing the Asian Pharma market – a generics hub with a competitive skill base i may be contacted at gurmeetsingh144@hotmail.com
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A presentation that tackles the new technologies' impact in the pharma industry and how the future of both patients and pharma professionals will be changed. Also I am touching some interesting trends that we need to be very aware of in pharma marketing, advertising and overall business development.
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The social media data, trends and updates you need to know for April 2024.
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Uneak White's Personal Brand Exploration Presentation
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Organisational success today depends on effective communication and collaboration with individuals from cultures with varying beliefs and practices. Indeed, with the workforce increasingly comprised of people of varying cultural backgrounds, leaders must now prioritise the significance of cultural competence in the workplace. Ensuring cultural competence at every level of your organisation cannot be understated. While cultural disparities can manifest in different ways, as a leader, you must build deep and nuanced cultural competence skills and education to accurately spot, address and alleviate the various scenarios that can arise. Failing to recognise the importance of cultural competence or not acting to improve it can lead to cultural negligence. There are a few things to consider to ensure your organisation is on the right track. In this deck, you'll understand the importance of building cultural competence in the workplace. You'll also learn • The three (3) dimensions of Cultural Competence in the workplace • Key strategies to build a culturally competent workforce • Major benefits you stand to gain by having a culturally competent team.
Cracking the Cultural Competence Code.pptx
Cracking the Cultural Competence Code.pptx
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Insurers' journeys to build a mastery in the IoT usage
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RSA Conference Exhibitor List 2024 - Exhibitors Data
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