Interfunctional Management Consulting Team Project

The Blanche and Irwin Lerner Center for Pharmaceutical Management Studies

Team Members

Charles GelbWinnie LeeNick Lim

Ajit NimbvikarYining Qi

Tom StoltzfusBrian Tesseyman

Karl Wagner

Project Sponsors

Mahmud Hassan, PhD, Center DirectorHoward D. Tuckman, PhD, Dean

Ingrid Castillo, Center Administrator

Program Office

Paul Belliveau, Program DirectorSteve Moccio, Team Advisor

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Table of Contents

Executive Summary.............................................................................................................41 Strategic Business Plan:...........................................................................................5

1.1 Summary..............................................................................................................51.1.1 Business Concept.........................................................................................51.1.2 Current Situation..........................................................................................51.1.3 Key Success Factors....................................................................................51.1.4 Financial/Administrative Needs..................................................................5

1.2 The Organization.................................................................................................61.2.1 Vision...........................................................................................................61.2.2 Mission........................................................................................................61.2.3 Milestones....................................................................................................61.2.4 Organizational Model..................................................................................71.2.5 Current Strategy...........................................................................................71.2.6 Services Offered..........................................................................................71.2.7 Strategic Alliances.......................................................................................81.2.8 SWOT Analysis...........................................................................................91.2.9 Key Personnel............................................................................................111.2.10 Additional Human Resources....................................................................121.2.11 Facilities.....................................................................................................13

1.3 Marketing Plan..................................................................................................131.3.1 Overview of Marketing Goals...................................................................131.3.2 Market Analysis.........................................................................................14

1.4 Future Strategy..................................................................................................211.4.1 Improving Current Offerings.....................................................................221.4.2 Establishing New Strategic Alliances........................................................231.4.3 Developing New Products.........................................................................25

1.5 Financial Analysis.............................................................................................262 Team Events..........................................................................................................29

2.1 Dead-Ends.........................................................................................................292.2 Successful Avenues...........................................................................................302.3 Additional Research Required...........................................................................31

3 Implementation Plan..............................................................................................344 Benchmarking Study on Pharmaceutical MBA Programs....................................38

4.1 Summary............................................................................................................384.2 Program Types...................................................................................................384.3 Concentrations...................................................................................................394.4 Instructional Format..........................................................................................404.5 Location.............................................................................................................404.6 Faculty Members...............................................................................................434.7 Unique features from different programs..........................................................43

4.7.1 University of Colorado..............................................................................434.7.2 St. Joseph’s University..............................................................................434.7.3 Drexel University.......................................................................................434.7.4 University of the Sciences in Philadelphia................................................44

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4.8 SWOT Analysis.................................................................................................444.9 Pharmaceutical MBA Program Survey.............................................................454.10 Pharmaceutical Program Trends........................................................................454.11 Appendix A: MBA Program Course Descriptions...........................................474.12 Appendix B: Course Offerings by Pharmaceutical/Healthcare programs at

various schools..................................................................................................624.13 Appendix C: Comparison between Pharmaceutical/Healthcare programs at

various schools..................................................................................................734.14 Appendix D: SWOT analysis of different Pharmaceutical Management

programs at various schools..............................................................................864.15 Appendix E: Pharmaceutical MBA Survey.......................................................90

5 Supplemental Data.................................................................................................935.1 Academic Center Profile...................................................................................935.2 Tufts CSDD Impact Report.............................................................................1055.3 Tufts CSDD 2006 Catalog...............................................................................1105.4 Tufts Sponsorship Brochure............................................................................118

6 Presentations........................................................................................................1286.1 Presentation to Lerner Center Board of Advisors...........................................1286.2 Mid Project Presentation.................................................................................1456.3 Presentation to Pharmaceutical Management Advisors..................................1706.4 Final Presentation............................................................................................186

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Executive Summary

This report contains the information that was collected and developed specifically for the Interfunctional Management Consulting Team Project on The Blanche and Irwin Lerner Center for Pharmaceutical Management Studies, which will collectively be referred to as The Lerner Center. The project had two major parts; the first was to develop a strategic business plan for The Lerner Center and the second was to benchmark pharmaceutical MBA programs throughout the U.S.

In order to present all of the data in a clear manner the following report is set up in four sections. The first section of the report includes a strategic business plan that has been developed for The Lerner Center in order to help expand the center and help it achieve its vision of becoming the premier academic center in pharmaceutical management.

The second section addresses the project team’s workload. The section illustrates all of the work performed by team throughout the project and outlines tactics that have already begun to be implemented, areas that have been explored that yielded little to no results, and future areas that need to be visited. The work that is presented in section two was performed in support of the information provided in the first two sections.

The third section is entitled implementation plan. This section presents the recommended strategies in a clearer manner. In this section, we reiterate the strategies that have been recommended and outline some of the tactical steps for proper implementation.

The fourth and final section of the report is the benchmarking study of pharmaceutical MBA programs. This section compares and contrasts other programs that offer an MBA degree in a pharmaceutical related field.

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1 Strategic Business Plan: 1.1 Summary

1.1.1 Business Concept

The pharmaceutical industry is highly competitive and constantly changing. Keeping up in this dynamic landscape requires reliable, high-quality relevant information. Management needs to be informed of the latest trends and the know-how to adapt in their environment. The Lerner Center can offer both the information and the training that is essential to being successful in pharmaceutical management. The Lerner Center will meet these needs by providing training seminars and workshops, symposia on current issues, various lecture series, and special commissioned reports. The information comes from collaboration between industry professionals and academic professors, which gives it a unique perspective and makes it a highly valuable resource.

1.1.2 Current Situation In a formative stage and needs path to maturity Currently operates under a sizable endowment Offers a certificate program, funds faculty research, hosts symposia Staffed by two employees

1.1.3 Key Success Factors Strong Commitment by Individuals to the Center Establishing a Base for Revenue Generation Commitment to Academics and Industry Advancement Establishing Corporate/Industry Relationships Gathering, Analysis, and Dissemination of Unique Information

1.1.4 Financial/Administrative Needs Human capital Larger facilities Additional/alternative revenue streams to increase available budget

1.2 The Organization

1.2.1 Vision

The vision of the Lerner Center is to position itself as a bastion of excellence in research and training in pharmaceutical management studies. Within the next five years, the Lerner Center will perform a series of key strategic

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initiatives to forge new alliances, expand its research effort, and offer new services. Additionally, the center will expand its current facilities to meet future demand. The Lerner Center will provide the pharmaceutical industry with current, high-quality and relevant information to help guide today’s professionals to success. The Lerner Center is also integrated with the innovative Rutgers MBA program in Pharmaceutical Management, which was developed in cooperation with leading pharmaceutical companies in New Jersey and the Healthcare Institute of New Jersey. Having access to all of the elements of the Rutgers MBA program in Pharmaceutical Management has uniquely qualified the center to provide service offerings and gives the Center a competitive edge.

1.2.2 Mission

Established in 2004 through a gift from the couple for whom it is named, the Blanche and Irwin Lerner Center for Pharmaceutical Management Studies (The Lerner Center) is emerging as a vital and productive resource for world-class research and expertise. Its mission focuses on expanding and disseminating knowledge on management issues of critical importance to the industry by:

• Encouraging idea exchange among industry professionals and academics through seminars and workshops

• Providing customized programs for life science organizations to train and educate their personnel

• Driving faculty and student research in pharmaceutical management towards to the production of papers on emerging strategies, trends and observations within the pharmaceutical industry.

1.2.3 Milestones

In order for The Lerner Center to realize its vision it must meet a number of milestones:

Objective Target DateEstablish a training program for industry professionals

Achieved

Develop a strategic business plan 2006Exploit its industry and academic connections to help grow awareness in the community and industry

2006

Obtain accreditation for current programs 2006 EndBuild strategic alliances to increase reach and promotional response

2007

Obtain a larger building space When deemed necessaryHire additional administration/marketing/public relations staff

2007

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Develop a more aggressive marketing plan 2007, revisit 2009Increase services to include in-house training programs and the administration of special commissioned reports

2007

Become self-funded through expanded offerings and utilization

2008

1.2.4 Organizational Model

The current organizational model is a very simple structure. It consists of a director, who is the head of the center and makes all of the management decisions, and a center administrator who handles all of the day to day operations. The Lerner Center also has a board of advisors. This is a team of industry professionals that meets with the center staff annually and consults on business strategy. Industry trends support that more frequent meetings are gaining increasing popularity to track implementation and refine strategy.

1.2.5 Current Strategy

The current strategy of the center is to focus on existing pharmaceutical executives and cater to providing information for this niche market segment. This relies on the ability of the Lerner Center to offer a unique product, that being valuable, proprietary information. The Lerner Center provides the pharmaceutical industry with current, high-quality and relevant information in the area of pharmaceutical management. The center offers this product in the form of training seminars, lecture series, and symposia. Most of the advertising for the center today is by word-of-mouth and mass e-mail, with the email lists provided by industry contacts and Rutgers Alumni. The Lerner Center also has web content that is hosted on the Rutgers Business School web site which provides additional advertising for upcoming seminars and programs.

1.2.6 Services Offered

The Lerner Center offers a two-day certificate program geared toward keeping current industry executives understanding the ever-changing competitive landscape that is the pharmaceutical industry. The certificate programs provide a framework for understanding the structure and competitive profile of the industry, and includes a review of key regulatory issues, applicable patent laws, drug pricing and reimbursement, DTC advertising, mergers and acquisitions, public policy initiatives, and financial evaluation. This program is offered three times a year at IDT’s Washington Square Conference Center in Newark, NJ.

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The Lerner Center provides funding to faculty researchers on topics relevant to the pharmaceutical industry. This research is seen as an investment, which will ultimately extend the Lerner Center’s knowledge base in order to provide training on a broader area of topics. Volunteer faculty scholars are furthering the research mission of the center by delving into a range of topics related to pharmaceutical management. Current projects are as follows:

1. Investigating the Challenges for Firms and Governments2. Demand Estimation with Incomplete Competitive Information3. Alliance Evolution and Networks in the Bio-Pharmaceutical Sector4. Do Mergers and Acquisitions Create Value in the Pharmaceutical

Industry?5. Costs of Hospital Acquired Infections and Who Pays for these?6. Modeling the Dynamic Demand for Healthcare7. Optimization for Patients Recruitment in Multi-Center Clinical Trials8. Optimal Marketing Strategies to Promote Prescription Drugs: The

Case of Free Samples9. Category Versus Branded: Examining the Effectiveness of the Direct-

to-Consumer Advertising in the Pharmaceutical Industry

The Lerner Center offers semi-annual symposia that cover issues relevant to the pharmaceutical industry and are presented by renowned industry and academic experts. The most recent symposia was entitled “Healthcare for the 21st Century: The Role of the Pharmaceutical and Biotech Industries”

1.2.7 Strategic Alliances

Currently, the Lerner Center’s only strategic alliance is with the Rutgers Business School MBA program in Pharmaceutical Management. The director of the Lerner Center is also the director of the MBA program in pharmaceutical management. The alliance provides the Lerner Center access to faculty members and accounts for the Lerner Center’s intellectual resources. Maintaining this stable relationship allows the center to position itself as the premier academic center in pharmaceutical management knowledge.

1.2.8 SWOT Analysis

In order to develop a suitable strategy, the Lerner Center needs to be evaluated using some fundamental analytical tools. Listed below are the results of a SWOT analysis. This technique is a firm-based analysis of internal and external factors that influence the success of the Lerner Center.

Strengths

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The Lerner Center has the support of the Rutgers Business School’s MBA program in Pharmaceutical Management program, which gives the center access to dedicated and qualified faculty. The affiliation with Rutgers also gives them an increased level of credibility as experts in the area of Pharmaceutical Management, which should help in building corporate alliances.

The Lerner Center is located in the vicinity of a number of major pharmaceutical companies, which allows access to industry leadership for collaborative efforts. New Jersey is dense with representative companies in the pharmaceutical industry. “Fully 53 percent of the new medicines approved by the U.S. Food and Drug Administration (FDA) in 2001 were developed by New Jersey's pharmaceutical companies. Inside the state's borders, the sector includes 75 percent of the world's leading pharmaceutical companies.”(http://www.biotechnj.org/njinfo_00.shtml)

The center has an advisory board made up of experienced industry professionals that can provide the Lerner Center with valuable insight. Continuing to expand this sphere of influence is a task for Lerner Center Management.

Weaknesses

The Lerner Center is relatively new and has limited recognition within the industry. Additionally, the center is in need of a long term business plan.

The center has limited monetary resources. It receives the majority of funding from a perpetuity that was established by a million dollar endowment gift, and receives the remainder of its operating budget from Rutgers University.

The Lerner Center has limited staff and physical space. It is supported by only two personnel, a director and an administrator. The administrator is the only full-time staff member. The center currently is only one office, which is shared with the center administrator. It has no meeting rooms. It is in need of support infrastructure and staff, as well as equipment resources.

Opportunities

Although the Lerner Center is fairly new, opportunities for growth certainly exist. Other than a few established academic centers, there is a lack of centers specifically focusing on pharmaceutical management. There is also a need for increased investment in research and development as patents are expiring and new drugs need to be developed. The demand from pharmaceutical companies for quality information and research is high.

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Accreditation for its current certificate offerings would enhance the program, increase participants and generate revenue. Minor manipulation /tailoring/ supplementing the current program in order to qualify for accreditation would be a value added activity if required. Continuing education is significant for career development in the pharmaceutical industry. Companies have internal programs for employees to further train and educate themselves. Target markets for CE credits would include industry personnel, corporate executives and Rutgers alumni.

The Center could also establish strategic alliances, both within Rutgers and externally. Within Rutgers, the Supply Chain Center and the Rutgers Alumni Association should be considered. External organizations would include conference providers and pharmaceutical associations. The establishment of strategic alliances is important. Not only will it develop a reputation, it will also generate additional revenues for the Center.

Because the Lerner Center is affiliated with the Rutgers Business School, it can easily gather and disseminate information. From establishing a proprietary database to publishing reports and journals, students and faculty could certainly contribute to its academic goal.

Threats

The pharmaceutical industry is currently facing a significant number of blockbuster drugs coming off patent. There are also other academic centers, which are well established and recognized in the industry. For example, the Tufts Center has be en established for over 30 years, is self-funded, and has gained support from major players of the industry. Competitive business schools, as well as pharmaceutical and healthcare companies also have their own research centers. Conference providers and industry associations provide certificate programs, which potentially poses a threat to the Center’s current offerings.

Changes within the pharmaceutical industry are creating new challenges for pharmaceutical companies as they struggle to produce profitable returns. The increase in generic drugs places tremendous pressure on the major pharmaceutical companies. Companies used to manufacture their products internally, building new facilities as business expanded. In the past, outsourcing was only limited to supplying resources that were internally unobtainable. However, outsourcing has become a common business strategy today for large pharmaceutical companies to become more cost effective and efficient. These trends cause pharmaceutical companies to reduce its investment in their own manufacturing facilities. Companies may reposition its offices. This poses a threat to the Lerner Center because it causes instability to the major pharmaceutical companies located in the vicinity of the Center.

Underutilization of the Lerner Center as a knowledge base could potentially threaten the very existence of the center. If the center does not implement a strategic and marketing plan successfully in the near future, the center may become insufficiently funded and fall short in its mission and goals.

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1.2.9 Key Personnel

Director:

Mahmud Hassan, PhD

Center Adminstrator:

Ingrid Castillo, MPA

Advisory Board:

Ken Berkowitz, Esq. Don DrakemanHealth Care Industry Consultant CEOAnd Coprincipal Medarex, Inc.PharmMed Staffing, LLC

Richard Evans Bob FranksResearch Analyst PresidentSanford C. Bernstein & Co., Inc. HealthCare Institute of New Jersey

Luis Gutierrez Debbie HartCorporate Vice President Presidentand General Manager Biotechnology Council of NewCovance Market Access Services Inc. Jersey

William J. Heller, Esq. Richard Manning, PhDPartner Senior DirectorMcCarter & English Pfizer Inc.

Alan Rubino Gail Wilensky, PhDPrincipal Senior FellowWatchung Partners Project HOPE

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Honorary:

Irwin LernerPresident and CEO (Retired),Hoffmann-La Roche Inc.Chairman, Medarex

Director and StaffThe current staff of the Lerner Center is quite limited, but it is clear the

member’s have the commitment and capability to lead the growth of the Center. Dr. Mahmud Hassan, the current Director, has helped to formulate the goals and vision for the Center. Additionally, Ms. Ingrid Castillo, the Center Administrator, has the experience working and developing programs for an academic center within a major University setting. It should be noted that Dr. Hassan is a full-time professor at the University with responsibilities for teaching at both the Newark and New Brunswick campus, which limits his availability to focus on the objectives of the center. Coordination of the maturation process for a relatively new center is quite labor intensive, and additional staff would surely expedite the growth process, but the financial resources of the center are currently very limited and could not support additional staff.

Board of Advisors The Board of Advisors of the Lerner Center consists of high level

executives with very diverse backgrounds. It is critical for the Center to make the most of these incredible resources. Though the Board members participate on a voluntary basis, they seem to be truly committed to the Center. Members of the project team attended the Board of Advisors meeting and reviewed the Board meeting minutes, and the team was left with the feeling that the Board members not been fully utilized. The project team presentation generated additional interest in helping the Center. It is imperative to follow up with the members and hold them accountable for the services/connections that they have offered. Amongst other things, Board members could provide marketing, financial, and general pharmaceutical industry advice and resources.

1.2.10Additional Human Resources

University Administration It is important to align and utilize the resources of the University

Administration. In the departure of Dean Howard Tuckman, the Center lost a close ally in the administration. The Lerner Center should be prepared to act quickly to develop a relationship with the new administration, particularly with the incoming dean. The center director and administrator should seek to set up a meeting with the dean to inform and make her/him aware of the mission,

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offerings, purpose, and goals of the Lerner Center. The meeting could perhaps include a brief tour of the Center. The primary idea is to attract the attention of the new Dean, with the goal that she/he may champion the goals of the Center. A positive relationship must be developed.

University Students The Center has not been able to truly connect with the university students,

this is an area that needs to be improved. Not only could these students benefit from the services and offerings of the Center, but they can also help in the development of the Center. Providing opportunities for students to become familiar with the Center will lead to increased awareness of the Center and could lead to better participation in Center sponsored events. As a long-term goal it should not be forgotten that these students will eventually become alumni and potentially pharmaceutical executives who could become future patrons of the programs and offerings. Note: These students don’t need to be pharmaceutical MBA students, undergraduate students could recruited to pursue mass communications/marketing/public relations activities as could Rutgers law students be recruited for pro bono work related to patents as part of a pharma-based study.

1.2.11Facilities

The Center is located on the second floor of Ackerson Hall at Rutgers Business School. This is located at 111 Washington Street, Newark, New Jersey 07102. The center currently is only one office, which is shared with the center administrator. The center is outfitted with one computer that gives access to proprietary data that has been collected by IMS Health. The data is licensed to the Lerner Center for academic use only.

The Lerner Center has a web page that is accessible through the Rutgers Business School website. The center does not have a webmaster on staff and so the website is maintained by the Rutgers University computing services.

1.3 Marketing Plan

1.3.1 Overview of Marketing Goals

The general pillars to a successful, independent Academic Center especially within the field of pharmaceutical management revolve around strong commitment by individuals to the center, establishing a base for revenue generation, commitment to academics and industry advancement, establishing corporate/industry relationships and the gathering, analysis and dissemination of unique information.

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In our conversations with the project sponsors and our mid-project presentation to the Lerner Center Board of Advisors all were in agreement with our team’s finding that the Tufts Center for Study of Drug Development (CSDD) was truly the leader in the field. For this reason many of the examples refer to the Tufts CSDD and it is no coincidence that many of the recommendations seek to emulate the general structure of the incredibly successful CSDD. We must, however, keep in mind that the well-established Tufts CSDD has been in existence for over thirty years and is extremely well staffed and funded. To that point the Lerner Center must build its own identity slowly and given the proper circumstances should be willing to deviate to respond to the changing needs of those in the Pharmaceutical Management Industry.

As previously stated, the Lerner Center has a unique opportunity to establish itself as a premier academic center in the multifaceted realm of Pharmaceutical Management. With the exception of a few established centers, New Jersey’s pharmaceutical managers are largely underserved. Fortunately, the Lerner Center, in its infancy, has taken initial steps to establish some of the qualities, characteristics and programs that will serve as the underpinnings of a truly successful academic center. We should stress that this is a long-term project that will aid The Lerner Center in establishing its niche within the industry.

1.3.2 Market Analysis

1.3.2.1 Academic Center Benchmarking

One of the primary mandates of the study was the identification and review of both regional and national academic centers. More specifically, the goal was to profile as many relevant academic centers as possible. Relevant being, those that operated within a university setting and concentrated on pharmaceutical management. After researching this, it appeared that there are not as many centers operating in this capacity, as was originally expected. This means that there is a lack of university-associated academic centers focusing on pharmaceutical management in the nation, and thus an excellent opportunity exists for the Lerner Center.

In the initial searches we were quite broad in gathering information on all academic centers with a pharmaceutical tilt, but quickly found that the majority focused solely on the medical side of the Pharmaceutical industry and were largely irrelevant. As part of the review of the programs we tried to identify unique features that could be utilized by the Lerner Center. After a final review we narrowed down the field and chose to profile four Centers that concentrated primarily on Pharmaceutical Management issues. As you will see, many of the centers offer some unique programs that the Lerner Center could slowly buildup over a period of time. It is important to identify the proper programs and more importantly the proper implementation order so that Center can build upon its successes. As we progressed in our research we

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identified several key components that exist in most successful centers, these being:

Strong Commitment by Individuals to the CenterThe cornerstone of a strong academic center is the commitment of the

individuals associated with the organization. The fact that the Lerner Center’s primary goal is academic as it operates within the Rutgers University community lends itself to pursue, maintain and strengthen relationships with certain individuals and groups. As in most organizations whose primary goal is not economic gain, the organization must truly seek to align itself with individuals that are passionate and have a vested interest in the ultimate success of the Center. While a cursory review of the Center’s would likely find that human resources are extremely limited, and this is truly the case in terms of full time attention, a broader view may help us to identify several important resources that can be utilized to benefit of the Center. Our short-term goal, as we build Center identity and offerings, is to identify and maximize existing relationships as well as forge new affiliations with the goal of increasing the resources available to the director and administrator of the Center.

It is the interfunctional consulting team’s clear perception that many individuals are associated and committed to the Center’s success and they should be coordinated to increase the effectiveness of these relationships. In addition, we have proposed some new affiliations/partnerships within the University Community that may add not only to the resources available to the staff, but also increase awareness of the Center. The intermediate target of hiring additional staff will likely be predicated by successful offerings and revenues from the growth of the resource network. As a point of reference, the very successful Tufts CSDD which just celebrated its thirtieth year and employs 17 staff members on a fully self-sufficient and self-funded basis.

Establishing a Base for Revenue Generation The second pillar that was identified was an academic center’s ability

to generate revenue. Additional revenue will obviously be the engine of growth for The Lerner Center. As with many academic organizations the Center requires capital to fund additional research. To maximize the goals and create a center that will truly be a bastion of excellence and provide faculty, students and industry professionals with a vehicle to interact and produce high quality research will require additional revenue for staff and ongoing project funding. To point out the importance of funding we must look no further than to the generosity of Mr. and Mrs. Lerner’s donation to found the Center. It is up to the Center to utilize the gift in a responsible manner and establish quality revenue generating programs and grow the revenues to support cutting-edge pursuits.

As the other academic centers were reviewed there were various models that were identified, ranging from those that rely fully on university funding, those that rely on private foundation/benefactor support, and those

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that are fully self-funded. It should be noted that there that were many centers that are a combination of the first two models mentioned. In the Lerner Center’s case many of the expenses and academic pursuits are funded through benefactor support while the staff is subsidized by Rutgers University for the present time. In order to achieve the Center’s goal of operating on a fully self-funded basis the Center must generate enough revenue to cover academic endeavors as well as current and future staff. Fortunately, the Lerner Center has established some of the initial programs that other centers have used to successfully generate revenue.

The most successful academic centers that we reviewed relied on offering continuing education classes on a post-graduate and professional level. These offerings were used to generate revenue by charging a fee for attendance. The Tufts CSDD initially began with one course offering to industry professional decades ago and today the CSDD offers five very diverse, well attended continuing education courses. Topics include a three day course Decision Making Skills for Pharmaceutical R&D, a five day course in Post-Graduate Clinical Pharmacology, Drug Development, and Regulation, a three day program in Leadership for Drug Development Teams, and a one day Senior R&D Roundtable.

In conversations with representatives from the Tufts CSDD they cite that their ability to identify and adapt to the needs of the pharmaceutical industry and produce timely offerings was critical in the success of their course offerings. As a result, the CSDD is able to charge attendees up to $3,500.00 for a course, thus generating substantial revenues for the CSDD. The success of the programs and well-known name of the CSDD has allowed it to expand the locations where the course is administered to the west coast, where courses are presently offered in San Francisco. A recent plan for expansion to London, with a course adapted for European regulations was delayed for unspecified reasons.

Even with the substantial revenue generation the continuing education courses only account for about 22% of the CSDD’s total revenue. In a mature, well-established center, where the majority of the funding comes from grants, revenues from continuing education are less important, but in the case of the Lerner Center continuing education revenue is vital for increasing research, which will in turn lead to expanding notoriety. These may ultimately lead to key funding/revenue sources through grants posted by large corporations, foundations, and potentially government agencies that will provide for additional research and staffing.

It should be added that these revenues of continuing education courses are subject to some industry risk. As Dr. Hassan noted, the pharmaceutical industry, especially some of the larger companies located in the New Jersey area, are in a period of transition due to some recent setbacks. To this point he noted that attendance may be weak for this reason and attracting attendees was becoming increasingly difficult. This recent trend was also noted by representatives from the Tufts Center, but they noted that the courses geared more toward general continuing education courses such as leadership skills

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were more subject to a decline in participation during such downturns. The CSDD representative also noted the skill/training courses, which potentially may be viewed as imperative for company professionals, were less impacted during periods of uncertainty. With that stated, the potential to hedge against future or additional downturns may be improved by including in the offering mix- courses on a specific set of skills that all executives and managers would deem necessary, even when budgets at various company were tightened. Moreover, the counterpoint would be that the various startups that continue to emerge also stand to benefit from a relationship with the Lerner Center and relationships with representatives from these companies must be aggressively sought out.

Commitment to Academics and Industry AdvancementThe third common pillar that was identified in most academic centers is

a clear commitment to academics and industry advancement. This goal is explicit in primary mission of many of the centers that were reviewed including the MIT Sloan, Program on the Pharmaceutical Industry (POPI).

For the Lerner Center, it is clear from conversations that Dr. Hassan and Ms. Castillo are both committed to maintaining the academic focus and this conviction is unwavering, which will be a positive for the future of the Center. The Center’s commitment to academics is demonstrated by the fact that almost the entire current budget is being directed toward academic pursuits through grants. While is may not be applicable to the Lerner Center, as it is currently in its initial stages, as the Center becomes larger and develops corporate relationships it must truly strive to maintain an independence and not allow itself to be swayed by the promise of corporate revenues. Policy must always be directed by independent interests of those associated with the Center who must maintain set the agenda of the Center based on relevant academic and industry topics completely void of corporate influence. The Board of Advisors may eventually consider setting some guidelines as to the percentage of total center funding that can be derived from one particular interest to ensure this autonomy.

Establishing Corporate/Industry RelationshipsThe fourth pillar, which requires the establishment and maintenance of

corporate and industry relationships, is vital. While it is true that the development of relationships may lead to additional revenues for the Center in terms of sponsorships/unrestricted grants and increased attendance in the continuing education courses, the ultimate goal is to develop the respect and reputation as a true center of excellence. This increased confidence in the Center could create a situation in which industry executives search out the expertise of those associated with the Center, thus increasing academic pursuits and potentially the development of the Lerner Center as a repository of proprietary data, as it seen in centers such as MIT Sloan POPI and the CSDD.

The establishment of industry relationships is truly a building process while the maintenance of the network is a timely component. One thing that

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might help is a monthly e-mail to previous attendees, informing them of upcoming events. In establishing the contacts, the Center should build on the contacts of the founder, director of the center, Board of Advisors, faculty members, and university alumni.

In terms of attracting corporate partners/sponsorships this will rely on the ability of the Center to provide a value proposition to each partner. Over time the Center’s reputation for the ability to provide value to sponsors will broaden its appeal and attract additional sponsors as well as increased dollars from potential existing sponsors. In the review of other academic centers, several interesting structures of partners were found. The basic model is to attract sponsors on an even basis at a set dollar value. A second model, seen in the MIT Sloan POPI model, includes various levels of sponsorship which requires increasingly higher commitment of corporate funds and allows for increasing benefits to the sponsor. A third model, utilized by Tuft’s CSDD, is a complex, graduated model that provides all partners with the same benefits with funding commitment determined by calculating a certain percentage each companies research and development costs. Of the three models the most applicable for the Lerner Center’s case is to create a system with various levels of funding commitments for sponsors. The reasoning is that set value sponsorships may prohibit some smaller potential clients from pursuing any level of partnership due to prohibitive cost and the last option, the Tufts model, is far too complex to implement at this stage in the Lerner Center’s growth. By offering various levels of sponsorship, it gives companies more flexibility, thereby allowing for a wider variety of potential sponsors.

As previously stated the development of the value proposition is imperative and will truly be an evolving process. In the review of other developed academic center sponsorships benefits, they include access to Center documents, reports and texts, the ability to request meetings with Center staff and faculty on specific research topics, and reduced registration fees. The current value proposition could likely involve the same offering; such as reduced registration and access to the Center staff, but since these may be somewhat limited at the present the Lerner Center should appeal on other levels. One approach, as Center builds its resources, is to attract partners by appealing to their desire to assist in purely on educational grounds, as it is often mandated by some portion of company budgets, especially in larger companies. An additional approach would be to appeal to companies desire to be the “first” to be associated with a valuable, growing organization such as the Lerner Center.

Gathering, Analysis and Dissemination of Unique InformationThe fifth pillar is the process of gathering, analysis and dissemination

of unique information. A goal of the Lerner Center should be to become a repository for unique information. When prompted for one key to success of an academic center, a representative of the Tufts Center stated that the information was the key. There are numerous ways to gather and disseminate information from establishing proprietary databases to publishing reports,

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journals and newsletters. The Tufts Center has developed numerous proprietary databases; Investigational NCE Database, Approved NCE Database Biotechnology Database, Fast Track Designations Database, EMEA Approvals Database and an Orphan Drug Database.

1.3.2.2 Target Market

The target market for the Lerner Center is individuals and companies that want current, high-quality and relevant information in the area of pharmaceutical management. Segmentation of this market reveals that there are three potential target groups within this market. These groups present greatest opportunity for the Lerner Center to create and establish itself. The Center must cater its offerings as per the needs of these target groups, as well as meeting the need of the total market. Continuing education is a primary requirement for career development in pharmaceutical and healthcare industries. The three target market groups for Lerner Center are as follows:

1. Junior, mid-level and senior level personnel from pharmaceutical, biotech, and healthcare companies. These are industry professionals that are currently working in the administration, laboratory and/or research sector and would like to move into a management role.

Short-term Objective for Lerner Center – Increase the participation in the research symposiums and certificate programs.

Long-term Objectives for Lerner Center – Identify continuing education needs, refine certification programs and attract prospective students for Pharmaceutical MBA program

2. Current corporate executives from pharmaceutical, biotech and healthcare companies. These are industry professionals that are already in management role and need to keep up with and exploit current trends in the pharmaceutical industry.

Short-term Objective for Lerner Center – Increase participation in the research symposiums and conferences. Offer specialized services, e.g. provide evaluations/validate their current strategies or offer other consulting services.

Long-term Objectives for Lerner Center - Identify their research/continuing education needs, identify prospective research projects for the center via these senior executives, gain access to their colleagues/subordinates from their organizations to increase the potential participant list for the center for future programs and symposia

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3. Rutgers Alumni – Rutgers MBA alumni is a strong and active group. Several of alumni are active in the pharmaceutical and healthcare related industries. This group provides a great target market. In the industry today, personal networking is favored to mailing lists and direct advertisements. Rutgers Alumni can help the Lerner Center to reach to more potential attendants for its symposiums.

Short-term Objective for Lerner Center – Increase participation in the research symposiums s and certificate programs

These potential targets offer a good match for Lerner Center’s primary offerings. Ideally an offering mix can be devised to entice each sector. The Lerner Center is also active in providing funding for faculty research which should in turn be solicited by Lerner Center Management when they seek funding in discussions with Pharma Company representatives at PDA/DIA Meetings. The target markets identified above can provide greater opportunities for the center to identify research projects, potential sponsors and researchers. The Lerner Center can play a role of a liaison between its researchers and the project sponsors from the industry. Only by developing products and service offerings for each segment can the Lerner Center fulfill its mission both today and long into the future.

1.3.2.3 Competitive Landscape

Continuing education is a hot field and the market space is currently occupied several players. Market offerings from these players vary over a wide range of topics. Several business schools have their own research and educational centers with offerings similar to that of the Lerner Center. Research centers at pharmaceutical and healthcare companies also pose a stiff competition for the Center. Various industry associations are active in increasing their members and offering services for the enrolled members. Some business schools have formed joint programs with pharmaceutical companies and hospitals to form research centers. There are several conference providers who provide certificate programs nationwide and they pose a great threat for the Lerner Center’s objective of expanding its programs.

Primary competitors for Lerner Center include:

Educational/research centers at various Business schools Seton Hall – New Jersey – Centers for Academic Excellence FDU – New Jersey - Steven’s Tech – New Jersey – University Research & Enterprise

Development St. Joseph’s – Pennsylvania - Drexel – Pennsylvania – Centers for Excellence

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U Penn – Pennsylvania - Leonard Davis Institute of Health Economics

NYU – New York – Research Centers Columbia – New York –

Center for Global Health and Economic Development, International Center for Health Outcomes and Innovation

Research, Center for Continuing Education in the Health Sciences

Tufts – Massachusetts – Tufts Center for Study of Drug Development

MIT – Massachusetts – Sloan Center Program for Pharmaceutical Industry

University of California, Berkeley – Center for Health Research Duke – Health Sector Advisory Council

Pharmaceutical Industry Associations PDA, DIA, Pharmaceutical Research and Manufacturers of

America (PhRMA) http://www.google.com/Top/Business/

Biotechnology_and_Pharmaceuticals/Pharmaceuticals/Associations/

Research Centers at Pharmaceutical companies Merck, Novartis, Johnson and Johnson, BMS

Independent consultantsLocal and Regional CROs –

http://directory.google.com/Top/Business/Biotechnology_and_Pharmaceuticals/Contract_Research_Organizations/

http://dir.yahoo.com/Business_and_Economy/Business_to_Business/Health_Care/Research/Clinical_Trials/Contract_Research_Organizations__CRO_/

Pharmaceutical Research Centers – Independent research organizationsJoint research centers operated by pharmaceutical companies and hospitals

http://www.health.state.ny.us/nysdoh/healthinfo/pscother.htmConference Providers

IIR, PTA http://www.pharma-mkting.com/pmrd/ed-listings.html

1.4 Future Strategy

New Jersey is hub of the pharmaceutical industry and this industry is very data driven. In response to this, the Lerner Center needs to be the provider of high value, relevant information in order to rise as a prominent academic center. We believe that the Lerner Center needs to find innovative ways to meet what we consider to be this unmet need. However, there needs to be some major changes,

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if this goal is to be realized. The areas of expansion are broken into three areas, improving current offerings, establishing new strategic alliances, and developing new products

1.4.1 Improving Current Offerings

Certificate ProgramAs previously described, the Lerner Center offers a two-day certificate

program geared to help industry professionals understand the competitive and ever-changing landscape of the pharmaceutical industry. In an effort to add value to the current pharmaceutical executive training course and increase the target market the Lerner Center should try to obtain continuing education credit for the course content. These credits are provided by accreditation councils as an effort to ensure that various licensed professionals are staying current with topics in their fields of study e.g. the Accreditation Council for Pharmacy Education (ACPE) requires pharmacists to complete at least 30 educational credit hours every two years to keep their license. There are a large number of pharmacists in the pharmaceutical industry. If the Lerner Center can gain continuing education credits for their program, then it can offer pharmacists a means to help complete this requirement, thus increasing the program attendance and the resulting revenue. Currently, the program will begin the accreditation process. This process must be brought to a positive outcome.

SymposiaThe Symposia is an event offered by the Lerner Center that brings

together industry professionals/scholars who speak on current industry issues. The symposia budget primarily works off the Campbell grant and limited resources. While there is a $400 fee to attend the event, the event draws few paid attendees as Rutgers faculty, students and staff attend free of charge. While the Symposia Series has been well received at this time it should not be counted on as a revenue source as currently configured. The Center recently completed a successful event featuring the Hon. Tommy Thompson. Presently and in the near future the series should be used to increase the awareness of the Center and promote activities associated with the Center. The series should be viewed as vehicle to bring students, faculty, administration, and industry professionals and executives together to share industry relevant ideas. In the interest of seeking an additional forum for attendees to discuss the topics covered in the speeches, etc, perhaps the Center could seek a corporate partner to sponsor a small, informal reception for the attendees to continue the discussions and promote relationships among the industry professional and members of the University community. The continued help of Pharmaceutical Management Club is pivotal to the future success of the symposia. Faculty teaching pharmaceutical MBA courses need to be made “members” of the Lerner Center, and tasked with the deliverables for its

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improvement. Annual goals should be announced, met and then these accomplishments should be promoted through all available outlets.

Web Site DevelopmentThe web site needs to be professionally overhauled to have the

capability to offer on demand video recordings of previous seminars and fee-based training course materials. Increasing search engine relevancy is a portion of web development the Lerner Center will want to explore as increased traffic will assist with making the public aware of the center and its’ offerings.

1.4.2 Establishing New Strategic Alliances

Student Advisory BoardInvolving students serves the dual purpose of setting a dialogue

between the Center and the student body and allowing interested to students contribute to the development of the Center. The students will provide valuable additional human resources to assist in both short and long term projects that the Center deems appropriate. The students in turn will obtain valuable experience in the operations of a center as well as an opportunity to develop relationships with high level industry professionals. The roles can be but are not limited to: PR, fundraising, research, case material design, liaison to sponsor.

The structure would be open to debate, but we feel the best arrangement would be to have between two and four students on the Advisory Board at all times. This minimum number allows the Center the benefit from a team approach rather than just an individual effort while the maximum level will maintain the prestige of the position that we are creating. The students should be comprised of at least two full time students, potentially a first year and a second year and at least one part time student. The student would be elected to one year terms and work as a team. Conceptually, these could even be the officers of the Pharma MBA Club. In this case if additional members were to be added we would favor full-time students over part-time students due to time commitment factors and first year students over second year students based on the motivation factor of newer students. The team should be selected by Dr. Hassan and Ms. Castillo on the basis of applications submitted by qualified students. The primary interest for the Advisory positions could be generated through MBA orientation programs or through the Pharmaceutical Management Club. The key to the proposal is the alignment of interested students with a Center that would appreciate the additional resources to help the Center flourish and tackle some larger projects that it otherwise would be prohibited from pursuing. The work or project of the Student Advisory Team could be presented in front of the Board of Advisors annually.

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Academic Centers within Rutgers UniversityWithin Rutgers University there are numerous academic research

centers that have experienced success of continual growth. The Lerner Center may want to leverage the affiliations it has with these internal academic research centers by hosting joint events. This would assist with marketing of events to segments of the student population the Lerner Center was previously not exposed to. Additionally, academic research centers that participate in hosting joint events would reduce the overhead costs of holding an event. With the limited budget the Lerner Center is currently working with, this seems to be a viable option.

Rutgers MBA Association of Marketing and StrategyOne of the primary needs as identified by the Lerner Center staff is the

acquisition of additional resources to help with developing and executing a marketing strategy. While we will make several proposals in this strategic business plan the Center may continue to lack the appropriate resources for proper implementation. In addition, as activities at the Center increase the marketing will need to evolve. In hopes of addressing the problem we have contacted the leaders of a student organization known as the Rutgers MBA Association of Marketing and Strategy. In our initial contact we introduced the Association leaders to the Lerner Center and some of its high level needs and attempted to gauge if the Association members would be interested in utilizing their marketing expertise and partnering to assist the Lerner Center. (e-mail is attached) The association could aid in the implementation of current initiatives as well as develop new strategies and marketing approaches. The initial response was positive and follow-up is needed by LC Management in Fall 2006 term.

Third-Party Pharmaceutical Related OrganizationsThere are various entities that exist that may appeal to the Lerner

Center as they drive forward to develop their identity and meet the needs of the industry consistent with their mission.

Some organizations have their areas of expertise, and may have merit in the construction of commissioned reports related to Pharma issues: Pharmaceutical Management Science Association, (Pharmaceutical Supply Chain Management Association, Healthcare Distribution Organization) Others may help in the creation of the value proposition (WB Research and European Logipharma re: Globalization Issues)

Other organizations could be utilized for logistic issues while the Lerner Center and Rutgers Faculty and Researchers would retain full creative control. (VIB Events, IIR, PTI, Designing Events).

Additionally, there are certain prominent organizations that the Lerner Center should establish affiliations. (PDA, DIA) These relationships need to be in place, as the primary benefit here is for the awareness for the center and to be aware of who the various industry “thought leaders” are and how they can best be engaged.

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SponsorshipsAgain, once the Lerner Center develops unique offerings discussed

herein or developed separately, this will support a value proposition to entice a company into corporate sponsorship similar to the CSDD. The CSDD allows access to proprietary databases and reduced fees to the many of their products, such as their journal workshops and commission reports.

1.4.3 Developing New Products

Special Commissioned ReportsThe addition of what are termed Special Commissioned Reports can

add to the revenue as well as the prestige of the Center. While we would categorize this as a intermediate to long-term goal due to a variety of logistical decisions it should be included in our plan. While the reports structure can take various forms from the Center accepting the customized project itself, agreeing on a fee and assembling faculty or industry experts to prepare the report to the Center bringing together faculty and projects sponsors with the Center collecting a commission. In the case of the Tufts Center custom projects based on a wide variety of topics identified by project sponsors are researched by members of the Center. They offer primary and secondary research including surveys, focus groups, and original and secondary data analyses. Other services include hosting focused roundtables and writing White Papers. This process accounts for about 12% of the revenues of the Tufts Center. As stated the process may require that the resources and reputation of the Center be built out, especially if the Center chooses to handle some of the responsibilities. A significant canvassing effort by LC Management must be done in order to secure these research projects. Once membership in the relevant organizations is complete, these avenues can better be exploited.

Proprietary DatabaseProprietary database topics are long-term projects and outside the scope

of this project, but we would suggest if this was an area of interest a sub-committee of faculty and Board members should be assembled to identify viable candidates to develop a database around.

Case Study ReportsStudents throughout higher education purchase case studies as material

required for courses. A majority of cases purchased for business come from the Harvard Business School, however there is a need for development of pharmaceutical related content. The Lerner Center should look into the possibility of partnering with the Rutgers pharmaceutical MBA program administrators and teachers to see if creating original case study reports by

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faculty and/or graduate students is possible. A program could be set up to have students enrolled within the pharmaceutical MBA Program develop case studies for purchase in future classes, internally, and in the future look to offer them to other institutions. These reports may also be offered in a downloadable format.

JournalThe long-term interest of Dr. Hassan to produce a journal was duly

noted by the Interfunctional Team. A periodic email should be distributed to previous event attendees that sums up the recent notable news events and the projected impact on the companies represented in the attendee list database.

While the costs of a journal is prohibitive at this we suggest that the Center start out small and utilize it to generate awareness of Center activities as opposed to generate revenue as it is in the case of Tufts. We would propose beginning that the monthly email could then be repackaged as a simple semi-annual newsletter format. The articles could include synopsis articles of the findings of those receiving grants from the Center, additionally reviews of past events and information on upcoming events should be incorporated. The newsletter should be sent to all of the enhanced e-mail lists and posted on the website. After the journal becomes more renowned, the Lerner Center can offer fee-based subscriptions in order to gain revenue. Case study reports that were created during the term could also be included in this type of periodical.

1.5 Financial Analysis

The current goal of the Blanche and Irwin Lerner Center is to have the center flourish into a self-funded entity within the next 2-3 years. As of today, the center is primarily working off the interest of the one million dollar endowment made by the Lerner Family. With an interest rate at four percent, the center currently has a budget of forty thousand dollars to work with annually. The budget is reduced by thirty thousand dollars annually which the center has allocated for research grants. The budget is further reduced by another $5,792 annually for costs associated with: Computer Supplies, Fax, Supplies, Telephone and Training. This brings the annual budget closer into the red without having any dollars allocated for software/data or staff salaries.

In our discussions with Ms Castillo, the current staff salaries are paid by Rutgers University however this will be changing in the near future. Incurring this additional cost, the Lerner Center would be unable to sustain its’ current structure and be forced to make decisions due to lack of financial resources. Ingrid has also expressed an interest in having a staff to assist with marketing of the Lerner Center offerings and this cost would further drive the Lerner Center into financial hardship. IMS data which can be accessed at the Lerner Center has been donated on a conditional basis that the data not be used for pecuniary gain. With little left

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budgeted annually, the Lerner Center is limited when expanding the data sources and programs necessary to back future innovative research.

The Lerner Center currently offers a pharmaceutical management based conference three times a year to generate revenue for the center. The course content is adequate and on par with conferences provided by competitors however the Lerner Center Conference has not received the recognition or the response rate it requires to be beneficial to run. The break-even point to run a conference has been calculated at 10 attendees with the latest conference attracting Spring 12, Summer 19. This break-even analysis was done by fixed costs associated with running a conference: $10,000 allocated for the honorariums, $500 for an e-mail list of 1,000, and $2,040 for the venue. This brings the total fixed cost to $13,840 with a variable cost of $130 per attendee for brochures, supplies and food. With this we calculated the break-even point to be 10 attendees when full price $1,500 of the conference is paid. This Excel spreadsheet has been attached so that future event modeling could be completed.

Figure 1

Break Even Analysis

$-$5,000.00

$10,000.00$15,000.00$20,000.00$25,000.00$30,000.00$35,000.00$40,000.00$45,000.00$50,000.00

1 4 7 10 13 16 19 22 25 28 31

Attendees

Dol

lars

$ Fixed CostTotal CostTotal Revenue

The success of the conference is an area in which the consulting group eyes as pertinent to the success of the Lerner Center. With our current projections we see that a conference can bring in upwards of twenty seven thousand dollars with the simple addition of concentrated e-mail distribution lists. The response rate of attendees is currently at 1% and with the addition of another two thousand contacts which we estimate to receive from the board members we calculate an attendee count of 30. This would bring in $45,000 of total revenue and when you

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deduct the total cost to run the conference of $17,740 we receive a net profit of $27,260. You can notice that the variable cost of running a conference is minimal $130 and once the break-even point is surpassed hosting a conference becomes very lucrative. While marketing efforts may increase event attendance, if there isn’t a significant increase, then limiting the event to biannual will prevent the dilution of attendance at each individual event and boost profitability.

Bringing our current assumption of attendee response rate to 1.5% and keeping our current mailing distribution list at three thousand we calculate the profit for a conference to be $47,810. Hosting the conference 3 times a year would generate profit for the Lerner Center of $143,430 annually. This projection is based on the assumption that future training resources for the pharmaceutical companies are not reduced. We also suggest reducing the number of times the certificate program is offered from three to two times annually. This suggestion is made to minimize the perception of the center holding the conference as a revenue generating tool. Dilution of quality content may also occur and jeopardize the value of the program.

The Lerner Center also holds a symposium bi-annually that is offset by the Campbell grant. Profit ratio from running the symposium is far less than the conference. Due to this fact we advise continuing offering the symposium with no reliance of it to generate revenue for the center. Use of the symposium as a marketing tool for the conference is an approach the center may want to continue to employ. The symposium is a great compliment to the conference however energy and additional resources should be concentrated in building/running a successful conference.

An expanded budget would allow the center to branch out and acquire more data and software programs. This could ultimately assist with finding a niche data service the biotechnology and pharmaceutical industry associates with the Lerner Center. This data would prove to be invaluable as the Lerner Center would continually be recognized as a reliable source to do research. Increased recognition and awareness within the industry brings increased funding from the industry. With a steady revenue stream, the Lerner Center would be able to continue serving its’ mission of “expanding and disseminating knowledge on management issues of critical importance to the industry”.

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2 Team Events2.1 Dead-Ends

CMD Center/Pharmaceutical Mini MBAA partnership with the Center for Management Development (CMD) was

considered as a viable revenue generating source for the Blanch and Irwin Lerner Center. Partnering with the CMD would bring years of valuable experience running certificate programs and on-site programs tailored to clients needs. The Lerner Center would contribute to the partnership by providing educational resources and add to the portfolio of offerings by the CMD.

Currently the CMD offers a Mini-MBA in business and finance and upon completion of either course, 3 credits could be used toward the pursuit of an MBA at Rutgers University. A preliminary discussion took place with Abe Weiss the Director of Operations of the CMD and interest was expressed in developing a Mini-MBA program with a focus on pharmaceutical management. This information sharing session revealed the difficulties in creating a program and the need for a real niche. With New Jersey being a Pharmaceutical Industry hub it was thought that creating such an offering would be a great revenue stream for both the Lerner Center and the CMD. Along with creating a Mini-MBA in Pharmaceutical Management it was thought with the assistance of the CMD we could create on-site programs which tailored to the Pharmaceutical Industry.

Having relationships with instructors in Pharmaceutical Management program, the Lerner Center would provide a tie to educators who could promote and instruct courses. The CMD would provide the knowledge of creating a program and market research.

As further discussions took place and more interest was expressed, Mr. Weiss wanted to speak with Mr. Mahmud personally on the issue of developing a new Mini-MBA program. After this one-on-one discussion took place, Mr. Mahmud informed the Lerner Center Consulting team that they were no longer pursing this option at the current time frame. A possibility of a future partnership still lies however with the time constraints and the tightening of budgets of the Pharmaceutical Companies it was deemed that the Lerner Center Consulting team no longer research this idea.

Alumni NetworkWith current enrollment greater than sixty-four thousand, Rutgers

University has an extensive alumni network “Rutgers Alumni Association” which can be utilized to market the current program offerings. Our initial thoughts were to contact the association directors to discuss the ideas of creating a link on their website to the Lerner Center website and marketing the Lerner Center offerings at their events.

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Multiple calls and e-mails were made to the Director of the Rutgers Alumni Association, Keri DeMayo with no avail.

2.2 Successful Avenues

AccreditationThe certificate program that is offered by the Lerner Center covers the

gamut of cutting-edge pharmaceutical topics that is beneficial to industry professionals. To generate additional revenue for the center, accreditation was pursued for the existing program. Attaining accreditation would expand the target market which the Lerner Center markets the certificate program. Recent trends within the pharmaceutical industry have companies slashing budget for conferences. Gaining accreditation would provide the center a competitive advantage with funds coming from continuing education.

A program summary was created by gathering recent conference materials and bundling the content for submission to the Rutgers School of Pharmacy and ACPE. Following this, ACPE in Chicago reviewed the material and felt that some of the content is worthy of accreditation. The Lerner Center should begin to assimilate the necessary materials and submit them for accreditation to the Rutgers School of Pharmacy.

Alliances with DIA/PDACertain avenues have been explored and were successful. This includes

initiating a strategic alliance with PTI. Recommendations on the structure of the relationship have been made. Although further planning needs to be discussed between the Center and PTI, it is a vital step for the Center to gain market exposure and expand its offerings to the industry. Alliances with DIA/PDA are still in progress.

Follow through with Board Member CommitmentsFollowing the May 1st Advisory Board Meeting, members of the Board

were contacted in request of their commitments to assist and provide the essential resources that would benefit the Center. Because the Center lacks human resources, strong commitment from individuals associated with the organization, as well as within Rutgers is crucial.

Marketing ClubIn hopes of addressing the lack of a marketing department we have

contacted the leaders of the student organization known as the Rutgers MBA Association of Marketing and Strategy. The association could aid in the implementation of current initiatives as well as develop new strategies and marketing approaches. The initial response was positive although the assistance cannot begin immediately.

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Benchmarking of Academic CentersWe have also researched, analyzed and benchmarked several academic

centers. Data on MBA programs at various schools were gathered. Various universities were contacted for additional data. The SWOT analysis and benchmarking study on Pharma MBA programs have been completed. This will assist in targeting the future of the Lerner Center, as well as the Pharma MBA concentration. The academic centers we’ve analyzed have relied on offering continuing education classes on a post-graduate and professional level. These offerings were used to generate revenue by charging a fee for attendance.

Auditing of Lerner Center offeringsIn an effort to add value to the current pharmaceutical executive training

course and increase the target market of the Lerner Center, our team has audited the recent certificate program offered by the Center. Recommendations on improving the current offerings, such as gaining accreditation and developing alliances have been made. The areas we’ve explored with success all contributes to the key strategic initiatives of the Lerner Center to forge new alliances, expand its research effort, and offer new services, as well as expand its current facilities to meet future demand.

2.3 Additional Research Required

Website DevelopmentWhen accessing the Lerner Center website one will find a site that utilizes

the generic Rutgers University website template. Our idea is to have the site redesigned making navigation easier and providing the option for video content. The current website garners minimal hits on various search engines and it is necessary to modify the website structure to increase search relevancy.

Contact was made with the head of IT at the university, Tom O’Reilly. Costs constraints for hardware needed for offering video content and a more robust site is minimal. Currently Rutgers provides a server for offering on demand video content. Areas that the Lerner Center may encounter issues with are the actual redesign as any significant changes would require the involvement of, Ripple Effects Interactive, the firm that created the site. Approval by Angie Tsung and the Dean is also required as Rutgers Business School is trying to keep a uniform offering throughout all programs.

Supply Chain ManagementDuring our benchmarking information gathering sessions we contacted

multiple academic centers within Rutgers University. The Supply Chain Management center was perceived as a great center to benchmark due its’ success and the significance of supply chain management within the pharmaceutical

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industry. Information obtained was useful and our team learned of the centers’ use of an interfunctional consulting team in 2003.

With the knowledge of the Supply Chain Management Center utilizing an interfunctional consulting team, our team made attempts to gain access to some privileged financial information. Using this information, our team would be more equipped with providing an accurate assessment of where the Lerner Center is compared with other academic center. Although this information was not obtained, our team gained some insightful information.

Survey DevelopmentA survey was developed by our team to assess the current attitudes of

Rutgers Business School students. The primary focus of the survey is to see which areas of the MBA program are in need of strengthening by meeting market needs. Multiple versions of the survey were reviewed/critiqued by members of the team and the program director. Currently the survey is ready to be distributed as our team was informed not to analyze any data that is gathered.

Case StudyStudents throughout higher education purchase case studies as material

required for courses. A majority of cases purchased for business come from the Harvard Business School, however there is a need for development of pharmaceutical related content. A requirement could be set to have students enrolled within the Pharmaceutical Management Program develop case studies for purchase in future classes. The Lerner Center would benefit by publishing the cases and providing assistance with research.

Public RelationsDuring our presentation to the Lerner Center Board of Advisors multiple

members offered their assistance with developing the Center. Members offered e-mail lists that could boost attendee levels at future conferences and made multiple suggestions as how to increase revenue. A commitment was also made by Chris Kinmun regarding the assistance of a PR firm on a pro bono basis.

Minutes from the Lerner Center Board Meeting were obtained from Ingrid Castillo to tie which members offered what services. E-mails were then sent to the various members with regard to the commitments they offered. Some responses have been received however additional work will be required.

Corporate SponsorshipIn its state of infancy, the Lerner Center has yet to discover a “product”

that the industry associates itself with. The Sloan Center has a product in the analysis of the cost of producing a drug from research to market. Recognition will come with the development of a product the industry uses/quotes widely.

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Suggestions from the boardDeveloping relationships with the media outlets by inviting the press to

future certificate programs and symposia. This would put the center in the public and industry eyes and increase awareness of Lerner Center activities. This suggestion has been implemented and continual follow through is only advantageous to the center.

Creating a newsletter that is distributed to the industry will increase awareness of Lerner Center activities and research that is funded by the center. Releasing a quality newsletter which can be referenced will provide the center the recognition and credibility it garners.

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3 Implementation PlanAn essential step to strategic business planning is the eventual implementation. In

order to expedite this process this section will present the recommendations of future strategies in a clear manner and outline the tactics necessary for a successful implementation. It is important to note, however, these strategies and tactics are suggested and for the Lerner Center to grow in the future these methods may need to be modified to better suit the conditions that the future will present.

Enhancing the Current Programs

Certificate Program:

Strategy: Increase the value of the program to size of target market.

Tactics: Continue to work with the Rutgers School of Pharmacy to gain continuing education accreditation. Search for other areas that the certificate program may be able to qualify for as continuing education.

Strategy: Increase attendance of the program to increase revenue.

Tactics: Utilize the alumni network to try to gain access to potential attendees in the industry. Utilize board members contacts to obtain corporate e-mail lists and make use of any public relations or marketing resources that they may have access to.

Symposia:

Strategy: Increase attendance of the symposia to help grow awareness of the Lerner Center.

Tactics: Utilize the alumni network to try to advertise upcoming events. Utilize board members contacts to better promote the symposia and make use of any public relations or marketing resources that they may have access to. Invite local and regional newspapers to events to get more press coverage.

Web Site Development:

Strategy: Improve the web-site to improve web-based capabilities and search engine location.

Tactics: Hire a professional web-developer to help improve the site. Make use of the university’s computing services to help with site development.

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Establishing New Strategic Alliances

Student Advisory Board:

Strategy: Add a student member to the Board of Advisor in order to give the board members a student perspective as well as provide additional help in bringing about many of the member’s ideas.

Tactics: Appoint or elect a full/time part-time student that would sit in on the Board of Advisors meetings. Assign the student board member the task of following up on the board members suggestions.

Rutgers MBA Association of Marketing and Strategy

Strategy: Build an alliance with the MBA association of Marketing and Strategy to help with developing and executing some marketing strategies.

Tactics: Contact Charisma Kothari ckothari@pegasus.rutgers.edu in the fall of 2006 in order to follow up on the initial contact that was made. Once contact is made, sit down with the association members to work out a plan so that Lerner Center can most effectively utilize this student resource.

Third-Party Pharmaceutical Related Organizations

Strategy: Build an alliance with suitable third-party organizations in order to increase the awareness and attendance of the Lerner Center’s current offering.

Tactics: Follow up on the initial contact with PTI in order to establish if this alliance is appropriate for the Lerner Center. Contact other organizations that may help the Center achieve its goals either through the creation of a joint venture that will help increase revenue streams or one that will allow the Lerner Center to utilize the marketing and public relations resources of the company.

Sponsorships

Strategy: Once the Lerner Center develops some unique offerings the Center should set up a system of corporate sponsorships to gain revenue.

Tactics: Continue expanding the Center and offering new products. Set up a system by which companies can enter into a sponsorship that would provide them access and reduced fees to the Center’s product offerings. The structure should be multi-tiered, corresponding to various levels of sponsorship depending on the size of the contribution.

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Developing New Products

Special Commissioned Reports

Strategy: Coordinate the commissioning of special reports by industry professionals in order to gain revenue.

Tactics: Once the Center has further established itself in the industry as a leading center in the area of pharmaceutical management, the center should set up a system by which industry professionals interested in obtaining an original report in the area pharmaceutical management could contact the Lerner Center. The Lerner Center would in turn contact faculty and/or graduate students that are interested in taking on such a project and would commission them to write the report. The Lerner Center would then retain some of the fee of the report for handling the administrative services.

Proprietary Database

Strategy: Create a proprietary database of industry relevant information and offer fee-based access to gain revenue.

Tactics: Once the Center has become more established, it should begin to assimilate relevant and original data in order to develop a database of information that companies will find useful. It can then allow access to this database for a membership fee. Additionally, the development of a proprietary database will provide a value proposition in order to attract corporate sponsorships.

Case Study Reports

Strategy: Create case study reports that can be sold to students, academic institutions, or companies to gain revenue.

Tactics: Discuss with the Rutgers pharmaceutical MBA program administrators and teachers to see if creating original case study reports by faculty and/or graduate students for sale is a viable option. Initially, a program could be set up to have students enrolled within the pharmaceutical management MBA program develop case studies for purchase in future classes, internally. Later, set up a system whereby interested parties can purchase the case studies through the Lerner Center. This may also be provided in a downloadable format, once the website has been enhanced.

JournalStrategy: Create a journal that is published by the Lerner Center in order to increase the prestige of the Center, facilitate idea exchange, and grow Center awareness. In the future subscriptions can also be sold to gain revenue.

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Tactics: The center should begin by publishing a semi-annual newsletter that discuss recent events and advertises for future programs and products that the Center is offering. Once the Center becomes more established and the number of staff members has increased, the Center can begin to set up its own journal using submissions by Rutgers faculty members that are currently receive educational grants from the Center. Eventually, the Center should publish a journal containing articles from outside authors.

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4 Benchmarking Study on Pharmaceutical MBA Programs

4.1 Summary

Within the Rutgers MBA program, the pharmaceutical management concentration is relatively new. Additionally, there are very few MBA programs in the US that offer such a focused concentration. There are however, some programs that offer concentrations that are pharmaceutical industry related. For example, some programs are more focused on pharmaceutical marketing or research & development, whereas others focus on technology or biotechnology.

It is clear that the industry needs highly trained professionals to help various pharmaceutical firms to manage their businesses. In an attempt to meet this need, some programs have been jointly developed and managed by business schools and pharmaceutical companies. This alliance allows business schools to develop MBA programs that cater to the specific needs of the pharmaceutical industry and future management professionals. It also gives the student some hands-on experience by providing the ability to interact with industry professionals, this benefit the students greatly in the future.

Most business schools offer the pharmaceutical management program at two different levels. One is targeted at the executives of the firms. This program includes more condensed courses, is short in duration, and is usually a certificate program. Another one is offered within the regular MBA program. The pharmaceutical management program offered by the Rutgers Business School has the leading position among all those similar programs in terms of program quality, program curriculum and industry involvement.

The research data presented in this section provides detailed information about various programs within pharmaceutical management and similar concentrations. It lists all of the courses offered from various schools within the concentration, the program locations, the uniqueness of the programs, and the instructional format. A SWOT analysis has also been conducted across all the different programs to illustrate the competitive landscape of the programs. A survey was designed to collect additional information from current and prospective Rutgers Business School students, which once completed will provide useful feedbacks about the program, and allow for some quantitative analysis of the program attributes.

4.2 Program Types

The majority of the business schools offer MBA programs as full credit traditional programs, but they have been formatted to fit into the needs of today’s busy executives. These “Executive MBA” programs offer more flexibility in terms of location, duration, and scheduling than the traditional programs. Along with MBA programs, several business schools also offer certificate programs. Such programs are shorter versions of the regular MBA programs and primarily serve the short-term

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educational needs of busy executives. Some business schools use this program type as a marketing tool to attract more students for their regular MBA programs.

Joint programs and alliances among domestic and international business schools have been on the rise over the last few years. Joint programs are becoming increasing popular among the globe-trotting executives since such programs offer them more flexibility. These joint programs combine the strengths from different schools to help overcome their weaknesses in order to offer a more competitive program. These programs are becoming popular among regular MBA students as well, since they offer location flexibility, ability to take classes at multiple campuses, and above all a joint degree. The program at North Carolina State University offers the joint Masters of Microbial Biotechnology and MBA. Such a joint concentration/degree provides education about traditional management areas as well as in-depth coverage of the issues faced by the biotechnology and pharmaceutical industries, including regulatory and legal issues.

Both traditional and executive MBA programs are offered in full- time as well as part- time format. Some of the schools also offer weekend only programs. The development of such schedules has been to offer more scheduling flexibility to the students.

A few schools also offer mini-courses in their MBA programs, which allow students to complete a short subject or an accelerated refresher course when they have time. It offers more control to the students over the pace of their education. These mini-courses in the MBA program provide managers with a broad overview of vital subject areas such as politics, law, regulations, finance, and alliances. It also educates the managers about key concepts, tools, techniques and strategies that are used in today’s business environment.

4.3 Concentrations

Only a handful of MBA programs offered by various Business Schools have a concentration in Pharmaceutical Management. Among them the programs focus on Pharmaceutical Management, Pharmaceutical Marketing and Pharmaceutical Technology. Other programs have concentrations that are closely related to pharmaceutical industry, such as Healthcare and Health Sector Management, Health Management, Microbial Biotechnology, etc. Instead of having an entire pharmaceutical concentration, those programs embed some pharmaceutical related courses in their programs and provide their students with a broad spectrum of courses to meet their needs. The table below summarizes the program concentrations offered by premier MBA programs from different business schools.

Concentration MBA Program at:

Pharmaceutical Management U of Colorado, St. Joseph’s, Seton Hall,

FDU

Pharmaceutical Marketing St. Joseph’s

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Pharmaceutical Technology Stevens Tech

Health care / sector Management Duke, Seton Hall, U Penn

Health Systems Management FDU

Health Management UC Berkeley

Joint Major:

Microbial Biotechnology + MBA

Biotech-Pharmaceutical Management

NC State

Joint Major (Pharmaceutical + Healthcare) Seton Hall

4.4 Instructional Format

MBA courses are primarily offered in-class. A few programs also offer online courses, while others offer a combination of in--class and online courses. Due to the increased popularity of Internet based educational systems, online classes are becoming more prevalent in college curriculums and various MBA programs are experimenting with it. Offering online course not only utilizes the new technology for the course delivery, but also meets the needs for those who may not be able to come to the class regularly.

The number of credits requirements for program completion varies over the range of 47 to 60 for most MBA programs. Joint degree programs have a higher credit requirement. Some programs offer several 1.5 or 2 credit courses. By having shorter classes with less credit-hours, students need to take more classes to meet the program requirements. This provides a great opportunity for the students to broaden their knowledge. On the other hand students may loose their focus on their concentration if they take courses over a wide range of subjects.

Several MBA programs offer a variety of courses in the area of the concentration. The chart in Appendix A of this section lists the MBA programs and the courses they offer. Based on the degree requirements students are expected to take a combination of core and elective courses towards the completion of their MBA degree. Some joint programs such as the one at North Carolina State University provide several cross-departmental courses.

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4.5 Location

MBA programs are mostly held at university campuses. Some schools have multiple campuses in the same state. Off-campus programs are becoming increasing popular since they bring the programs closer to the students. Several schools are forming strategic alliances with other regional (Columbia + UC Berkeley) and international business schools (FDU + Wroxton College, UK + FDU, Vancouver, Canada) and are offering students an opportunity to learn in an international setting. With the increasing need for executives to have global experience, the demand for international programs is on the rise. Some programs, such as the one at Drexel, offer classes at corporate locations where the classes are customized to fulfill the needs of the specific corporation where the program is held.

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The table below summarizes various options provided by premier Pharmaceutical MBA programs.

School Program Options Location Options Schedule Options Class Format

Degree Certificate On Campus Off Campus Day Evening Weekends In Class Online

St. Joseph’s Y Y Y Y Y Y Y

Steven’s Tech Y Y Y Y Y Y

Duke Y Y Y Y Y Y

FDU Y Y Y Y Y Y

UC Berkeley Y Y Y Y Y Y Y Y

NC State Y Y Y Y Y Y Y

Seton Hall Y Y Y Y Y Y Y

U of Colorado Y Y Y Y

Drexel Y Y Y Y Y

U Penn Y Y Y Y Y

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4.6 Faculty Members

The table in Appendix B provides a list of courses and faculty members at leading Pharmaceutical MBA programs. Some programs such as Rutgers Pharmaceutical Management Program have instructors and faculty members from Pharmaceutical industry. In these programs, students can learn from industry experts and real world cases in the classrooms.

4.7 Unique features from different programs

Listed below are some programs that have unique features among the programs profiled the complete list of programs is in Appendix C.

4.7.1 University of Colorado

Four courses per semesterLearning done through combination of on-campus and online instructionsCourses introduced on campus and then continue through computer-based

instructions through completionTotal of thirty days on campus required over the course of the entire programStudents required to travel to the campus every six monthsProgram duration – approximately twenty five months

4.7.2 St. Joseph’s University

Total of thirty six courses in various pharmaceutical business modulesEach course lasts two daysCourses offered in a Friday/Saturday Executive MBA formatAll courses are 1.3 credits, with the exception of the 2 credit capstone class, for a

total of 47.5 credits

4.7.3 Drexel University Curriculum co-designed by Johnson and Johnson 16 of the 20 courses available online Courses in three face to face, six day residency sessions which take place at

the beginning, middle, and end of the program Students take the same sequence of courses Courses offered at various corporate locations around Philadelphia MD/MBA dual degree program with Drexel College of Medicine for

physicians – focus on medical practices, hospitals, and health care management

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4.7.4 University of the Sciences in Philadelphia Offers online MBA, executive MBA, regular full or part-time evening format

program and certificate program. Online MBA - 36-credit program.

16 of the 20 courses available online. The remaining three courses live at an executive conference facility. Access online courses and university resources using any Internet

connection, anytime, anywhere 24/7. Regular MBA – Full or Part-time program

Classes held at day, evening, and/or weekend hours. USP Multi-discipline Strategic Management class - gives students the

opportunity to gain a comprehensive, in-depth understanding of the pharmaceutical market. The MSM course is a three-semester course for the MBA program and consists of MSM I, II and III.

For MSM I and II, the students create a fictitious pharmaceutical company (FPC), learn how this company would operate in the real world and solve real world problems.

The students address management issues, personnel issues, financing issues and strategic issues of the company.

At the end of the course, students present their case study to a panel of professors, explain all aspects of the case study, and defend it.

For MSM III, students are required to complete a research project that has been assigned to them by a major pharmaceutical company.

Students present these findings to the organization in a convincing manner and follow up on their recommended course of action, and discuss the results of their recommended strategy.

Certificate Program Two major tracks – Marketing and General Management Each track requires five courses for its completion

4.8 SWOT Analysis

SWOT Analysis is a powerful technique for understanding different programs’ strengths and weaknesses, and for looking at the opportunities and threats they face. No school can offer the program that is the best at every single aspect. Different schools emphasize their programs on different areas based on their strengths and academic resources. For instance, Rutgers’ program has industrial involvement and is located at the hub of the pharmaceutical industry. The Wharton Business School fully utilizes its reputation to design its program and to attract students. The University of Colorado, which has the disadvantage on its location with respect to most pharmaceutical firms, offers students an online option to complete their programs. This unique offering only requires students to travel to campus a few times during the entire program term.

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By using the data collected for this project, a complete SWOT analysis was conducted on strength, weakness, opportunity and threat of all programs. Please see Appendix D for the complete analysis report.

4.9 Pharmaceutical MBA Program Survey

A survey was developed to be distributed among the current students of Rutgers Business School. This survey does not intend to assess the current Pharmaceutical Management Program. Instead it would be used to obtain the useful feedbacks from current and prospective students regarding the program features and options that would fit their needs on the program. The survey would provide a means to qualitatively assess the value that students place on many of the attributes offered by the various programs. The results could be used assist with the decision-making process if any future changes are made to enhance the program. The survey is located in Appendix E.

4.10 Pharmaceutical Program Trends

Many business schools at different geographic locations have implemented some unique features to enhance their program and attract more talented students. Based on the research and analysis on the data collected from different pharmaceutical management programs, the following trends in the pharmaceutical management education have been observed at different programs:

1. Establish a strategic partnership with pharmaceutical companies to bring real world experience into the classroom.

Students are no longer willing to learn from textbooks but rather want to learn from the real world cases and to gain hands-on experience from industry experts. A jointly-developed program between the schools and pharmaceutical firms gives students the opportunity to learn from real world experience and better prepares students for the jobs in the industry. A program that has industry involvement will no doubt give itself a strong competitive advantage.

2. Leverage the university’s reputation with a Pharma MBA curriculum to attract prospective students.

Prospective students vigorously review a program on various aspects before they apply for it. Possessing a rich curriculum and a long success story will make the program stand out from the others. It is not a one-day task to establish a strong program image among students; it takes time and may require dedicating a lot of resources to the development of the program. Additionally, the overall school reputation helps to establish the program and gives the program credibility.

3. Convenient program locations and flexible schedules increase the value of the program.

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Most students in the programs are part-time students. It is a very challenging task for them to fulfill their educational needs while still working full-time. Offering convenient locations and flexible schedules will help students complete the program more easily. Most schools that were researched have weekend, weekday and evening schedules for their programs. Some schools also offer the same program at different campus or client sites for the convenience of the students.

4. Online courses may meet needs of potential students, especially executives and senior management personnel.

People may argue that MBA education should be interactive among professors and students. Even with the latest technology, online course may not be able to provide students with full scope of interaction that students need to achieve their learning objectives when compared to in-class lecture. As a result of vast improvements of the internet-based educational systems, offering online courses a valid option for MBA education. This can be demonstrated by the increasing demand from students and many success stories behind this feature. Delivering course online seems to be particularly vital for the programs that are unable to offer courses at convenient locations or provide flexible schedules to meet the needs of their students.

5. Marketing the unique features of a program in order to gain competitive advantage.

The unique features help to differentiate schools from others and also provide tools to attract prospective students. Business schools must craft their marketing strategies around these unique features.

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4.11 Appendix A: MBA Program Course Descriptions

  Business School Courses Description1 University of

Colorado, Colorado- MBA - Executive Pharmaceutical Management

Statistics and Epidemiology

Provides students with a sound theoretical understanding of the basic principles of scientific inquiry, sources and kinds of data, and corresponding analytical techniques. It introduces the basic principles of comparative and inferential statistics and of epidemiology and demography

Healthcare EconomicsOffers an intensive analysis of issues in health economics. Particular attention is given to "market failure" in health insurance and to alternative methods of containing health care costs, including both regulatory and market approaches.

Managing Healthcare Outcomes

The goal of this course is to provide a broad view of the types of outcomes, the issues in defining a case or an episode of care, the techniques used to measure specific outcomes, and some approaches to quality improvement, including physician involvement.

The Healthcare System

An introduction to the structure and function of the medical care delivery system. Includes basic concepts and measures of health, disease, quality, values, needs and utilization; issues in health care manpower, institutions and system organization; general issues in policy, reimbursement and regulation; broad community, and organizational considerations in medical care organizations. The student is also introduced to the principles of epidemiology and environmental health and will demonstrate the application of epidemiology concepts to planning for the healthcare service needs of a population.

   Strategic Human Resources Management

Is a survey course intended for students who will hold senior executive positions in health services organizations, enabling them to appreciate the organizational value of a well-developed HRM function, to think strategically about human resources, to understand linkages among human resource systems, and to see the relationship of the human resource function with other management functions. This is a two credit hour course.

   Healthcare Corporate Finance

Allows students to learn and apply the basic techniques for analysis of an organization's investment and financing decisions. Topics include risk analysis, capital budgeting, cost of capital, capital structure, and financial planning.

   Healthcare Management Information Systems

Focuses on the use and management of information as a health care resource. Students learn about current computer technologies relevant to managers for operations and decision support.

    Quantative MethodsFocuses on the application of quantitative tools in decision making. Topics include linear programming, decision analysis, statistical inference, and multiple regression.

    Healthcare Marketing

Enables students to acquire the knowledge and skills needed to design and execute relationship management strategies and marketing tactics in the variety of settings and situations prevalent in health care. Discussions address accountability, planning strategic and tactical initiatives, operational improvement, communications, research, and evaluation in marketing applications.

    Ethics and Health Law

Exposes the student to the legal system as it affects the health care industry. The course addresses the numerous legal and ethical issues raised by advances in technology, changing societal values, decreasing resources, and increasing professional liability.

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    General Systems Theory

Is presented as a conceptual tool in health administration. Health is viewed as a subsystem of society, and interfaces among health and other social subsystems are analyzed. Broad social and cultural issues form a context for meaningful discussion of health planning and administration in the current decade and in future decades. This course will be offered as an elective.

   Healthcare Strategic Management

Develops the student's ability to think strategically by examining the interplay between the structure of industries/markets, the potential sources of sustainable competitive advantage, and the formulation of strategies. It draws heavily on knowledge from other courses, particularly economics, organization theory, and marketing. Students prepare a competitive analysis and strategy formulation project for a health care institution as part of the course.

   Management of Healthcare Organizations

Builds on the concepts, models, and techniques introduced in the curriculum to integrate them with a decision-making focus. This course includes the topic of governance and uses a major case analysis. Students provide management reports and a formal oral presentation.

    Microeconomics

Provides the executive with the background, theory, and skills in microeconomics that are essential for effective managerial decisions and are helpful in other courses in the Program. Students learn the fundamentals of marginal analysis as a basis for decision making regarding the use of society's scarce resources. This course provides the student with the tools to understand various market and governmental (regulatory) solutions to the economics of health care delivery.

   

Management of Accounting in Healthcare Organizations

Provides an overview of the concepts and techniques of managerial accounting for generalist health care administrators. These techniques are used primarily for financial planning, measurement, and control. Topics covered include financial planning, budgeting, cost measurement, cost control, breakeven, revenue and cost variance analysis, price setting, and related financial decision-making.

    Healthcare Leadership

Provides an overview of the problems associated with organizing people at work while leading the transitions demanded by the healthcare environment. Topics covered include creating and building support for a vision as well as the identification and management of barriers associated with resistance. Alternative systems and structures are examined and change management, team development, and conflict resolution processes are applied to healthcare organizations.

   

The Healthcare Industry and the Role of the Pharmaceutical Companies

This course focuses on the understanding of the operation of the healthcare market and its relationship with the pharmaceutical industry. Topics include the nature and characteristics of competition among the pharmaceutical companies, regulatory characteristics, the role of patents, brand name vs. generic drugs, the impact of managed care on the pharmaceutical industry, cost and pricing decisions, third-party reimbursements for prescription drugs, responses to competitive pressure through mergers, acquisitions, and restructuring.

   Health Sector Supply Chain Management

The course focuses on progressive practices pertaining to manufacturers, distributors, providers, and integrated networks. Topics to be covered include (1) information flow (integration of cost, clinical and charge systems; types of information systems do and do not work; internal communication of goals and missions; integration of distributors information with internal systems; and point of use information-data-integration); (2) Organizational Dynamics (culture; leadership, organizational structure; physician relationships, and change management); (3) Metrics (measurement of goals, cost reduction, supply chain goals vs. larger enterprise goals, and the use of reward incentives); (4) Supply Chain Relationship Management (management of cost information and improved efficiencies with manufacturers, group purchasing organizations, and distributors; and relationship among units within a system or network. This is a case based course drawing on findings from leading integrated delivery systems throughout the nation. Students will be expected to carry out a project pertaining to progressive practices in their own organizations.

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    Pharmaceutical Marketing

A further exploration of marketing principles as they specifically relate to the pharmaceutical and biotechnology industry. The three main areas of focus will include 1) marketing research; 2) product management (examining patent-protected, generic, and competitive drugs by lifecycle, their interface between other corporate functions such as R&D and sales/promotion, regulatory issues, and greater healthcare environmental issues such as third party payers and global competition); 3) sales management (the sales force make-or-buy decision; structuring via territory, quotas, motivation, and evaluation; account management; and, emerging technologies as direct-to-consumer and e-commerce grows more influential).

    Pharmacoeconomics

This course introduces students to the theory and application of economic analysis and outcomes research in the pharmaceutical industry. Topics include: an overview of the pharmaceutical industry; the role of cost, quality of life and other outcomes research data; development and application of cost and economic data and analyses; development and application of quality of life instruments and analyses; health policy issues in the use of outcomes research. Numerous applications and examples from industry will be presented.

   

Ambulatory Care Organizations -- Their Governance and Management  

   Entrepreneurship in Healthcare  

   Clinical Outcomes Measures  

    International Health  

   Transformational Leadership  

       2 Duke

University, North Carolina - Health Sector Management

Health Care in the 21st Century

This one-week course, offered in August, provides an overview on the interlocking segments of the health care industry, including physicians, hospitals, HMOs/PPOs, insurers, consultants, pharmaceutical companies and medical device companies. The course analyzes the health care industry from a historical perspective to understand how it has evolved to its current state and to predict how it is likely to change during the next century.

Economics and Strategy of Health Sector Management

The market behavior of consumers and firms in the health care sector is examined in this course, using tools from microeconomic theory. There is a focus on analyzing the economic fundamentals behind the actions and reactions of players in the health care market, e.g., the patients, payers and providers. Emphasis is placed on acquiring a tool kit that will enable a structured and analytical examination of the major issues.

Seminars in Health Care

This interactive series gives students the opportunity to discuss relevant and timely health care issues and apply the skill sets taught in their core HSM courses. Faculty moderators lead the discussions and students share their perspectives on current topics of interest.

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    Health Care Marketing

Consumers are shaping the health care system of tomorrow, yet evaluating and predicting the role of the consumer in this new era remains challenging. This course will assess consumer preferences for health and health care, and then address how a consumer focus will re-shape the health care industry. Topics relevant to marketing across many segments of the health care industry are examined in this course, including patient decision making, patient preference measurement, and mass marketed versus targeted segmentation and communication. Branding of health care services and coopetition and coordination in industries will also be covered.

    Health Care Operations

This course provides an operational perspective on health care, with topics including quality management, materials management, inventory management, automated inventory systems, and health care logistics and distribution. Students will also learn about design and management of clinical processes, disease- and asset-focused health care delivery processes and operational issues in public health.

       3 HASS –

University of California at Berkley, California - MBA/MPH in Health Management

Health Technology Policy

This course examines the public policy institutions and processes influencing innovation, regulation, and payment for biotechnology, pharmaceuticals, and medical devices. Central topics include patent law, the Food and Drug Administration review for drugs and devices, coverage policy at the Center for Medicare and Medicaid Services, administered pricing under Medicare, and coverage and benefit design policy among private health insurance plans. Special topics vary by year and may include issues such as the Medicare drug legislation of 2003, the challenge of pharmacogenetics, and the debate over re-importation of drugs from other nations into the United States. This course is designed to complement Health Technology Finance and Strategy (Spring semester), but one is not the prerequisite for the other and students may take either or both.

Health Technology Finance and Strategy

This course examine corporate finance and strategy in the biotechnology, pharmaceutical, and medical device industries. Topics will include venture capital funding, public equity markets, and private capital options for emerging biotechnology and device firms; the product cycle (research, clinical trials, regulatory approval, pricing strategy, marketing); licensing and joint ventures; mergers and acquisitions. This course is designed to complement Health Technology Policy (Fall Semester), but one is not the prerequisite for the other and students may take either or both.

              4 U Penn - MBA

in Healthcare Management

The Health Services System

This course provides an overview of the evolution, structure and current issues in the health care system. It examines the unique features of health care as a product, and the changing relationships between patients, physicians, hospitals, insurers, employers, communities, and government. The course examines three broad segments of the health care industry: payors, providers, and suppliers. Within the payor segment, the course examines the sources and destinations of spending, managed care (HMOs, PPOs), payor strategy, and efforts to pay for the elderly, the poor, and the medically indigent. Within the provider segment, the course examines the impact of cost containment and competition on hospitals, physician/hospital integrated delivery systems, multi-hospital systems, physician practice management firms, and new ambulatory care sites. This section will also explore efforts to foster a continuum of care across acute, chronic, and public health care organizations, and the important role of epidemiology in assessing population health needs and risks. Within the supplier segment, the course will examine developments in the biotechnology, pharmaceutical, medical device, medical-surgical supplies and IT industries. NOTE: This is a required course for Wharton Graduate Health Care Management majors; it counts as an elective course for all other Wharton Graduate students.

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Economics of Health Care and Policy

This course applies basic economic concepts to analyze the health care market and evaluate health policies. The course begins with an analysis of the demand for health, the derived demand for medical care and the demand for health insurance. The second part of the course examines the supply of medical care by physicians and hospitals, medical technology, and the role of managed care organizations. The implication of adverse selection, moral hazard, externalities, and asymmetric information will be explored. The third part of the course examines the rationale for government intervention in medical markets as well as the effectiveness and efficiency of various health policies, including: Medicare, Medicaid, price regulation of hospitals, physician payment reform, medical malpractice, uncompensated care, and physician manpower planning.

   

Managed Care, Market Structure and Health Care Delivery

This course, co-taught with Brad Fleugel of Reden and Anders, will focus on two interrelated topics: managed care, and, market structure. The section on managed care will cover strategic planning and marketing of managed care services, operational issues in developing a managed care network, actuarial issues, and the management of physician behavior. The section on health care market structure will analyze strategies of vertical integration and horizontal integration (M+As), and their attempt to alter the balance of power in local healthcare markets. The section will also analyze the operational issues in managing cost and quality in an integrated system, integration along the supply chain, and the performance of these systems.

   Financial Management of Health Institutions

This course focuses on the financial analysis that managers in the health care industry use to make strategic and operating decisions. Four valuation methods will be covered: net present value of free cash flows, option pricing, multiples, and the venture capital method. The cases allow students to apply these skills to examine the following decisions/situations: estimate the value of a drug that is being developed using both traditional NPV and option pricing; evaluate an R&D limited partnership as an alternative to traditional methods of financing biotech R&D; estimate the value of a pharmaceutical company using publicly available data; identify the best way for a new medical device company to price its products and raise funds; determine why a Medicare HMO is losing money, recommend whether the plan should remain in the market, and recommend changes in benefit design and reimbursement methods if the plan decides to remain in the market; analyze a health system’s profitability by product line and discuss the implications for pure play or carve-out companies; create a provider reimbursement system for a bundled contract (one price for physician and hospital services).

    Health Policy Analysis

This course will examine how public policy actions affect costs, quality, access, and profits in the medical care sector. It will describe how policy analysts, legislators and their staffs, and non-governmental organizations determine whether policy interventions are efficient or equitable, and it will also analyze the political process that produces government actions or mandates functions. Since the public sector is so important in medical markets, these public policy actions necessarily affect managers, consumers, and providers in the private sector as well, and the course will focus on their challenges and their interests. It will apply these general ideas to a set of crucial policy issues. Medicare reform, coverage of the uninsured, drug coverage for the elderly, privacy and patient protection rules, the patients’ bill of rights and other health insurance regulation, and provider and drug manufacturer reimbursement will all be discussed. The course will prepare students to undertake policy analysis, to develop or critique advocacy documents, and to predict and interpret policy actions for other public or private managers. The course will be co-taught by Adjunct Professor Nancy-Ann DeParle, former administrator of the Health Care Financing Administration, and by Professor Mark Pauly, former commissioner on the Physician’s Payment Commission. Both faculty provide advice to policymakers on current issues of health policy.

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Health Care Services Delivery: A Managerial Economic Approach Description:

The purpose of this course is to apply economics to an analysis of the health care industry, with special emphasis on the unique characteristics of the US hospital market. This course focuses on eight salient features of health care delivery: investment in physical and human capital and the degree of input substitutability within hospitals, the role of nonprofit providers, the effects of regulation and antitrust activity on hospitals, specialized hospitals, the diffusion of innovation, direct-to-consumer advertising, defining and improving medical performance in hospitals, and cost-shifting between inpatient and outpatient services and its effect on health care costs and quality.

   Legal Aspects of Health Care

This course offers a current and historical overview of the regulation of health care delivery in the U.S. It examines principles and practical applications of the laws that affect the operational decisions of health care providers, health plans and third party payors, and managers and that impact development of markets for health care products and services. Also considered are the social, moral, and ethical issues encountered in trying to balance the interests, needs and rights of citizens against those of society. For part of the term, the class will divide into two groups so that students can focus on their choice of (a) health care management topics or (b) selected issues of patients’ rights.

   Management of Health Care for the Elderly

This mini course is designed to provide students with an appreciation of the long-term care industry and its past, current and future role within the overall health care system in the United States. This will be accomplished through an overview of the elderly population with special attention to their health and social needs, a review of what “Long Term Care” really means and a look at selected elderly programs/services with special emphasis on the hospital’s evolving role in providing these services. Site visits to a local long term care nursing facility, a hospital based nursing facility, and a local assisted living facility will be incorporated into the course. Other pertinent issues such as sub-acute care, long term care insurance, Medicare Risk Programs, elderly housing, adult day care, and case management will be addressed. The future of health care services for the elderly in an era of managed care and integrated delivery systems, will be discussed along with Medicare + Choice and other new developments. Interested students not in the HCMG major are urged to speak to the instructor before enrolling in the course.

    Health Care Marketing

This course focuses on strategic and tactical marketing issues facing health systems, physicians, and other providers. The course is not a survey course and requires a basic understanding of marketing. (An undergraduate or graduate general marketing course is required.) Emphasis is placed on understanding branding, service line marketing, measuring marketing effectiveness, patient retention, patient satisfaction, fraud and abuse restrictions, Internet marketing, and marketing tactics. The course explores the practical application of these marketing concepts. For .5 credits there are two papers to be completed. For full credit a group project in addition to the paper and final is required.

   Comparative Health Care Systems

This course examines the structure of health care systems in different countries, focusing on financing, reimbursement, delivery systems and adoption of new technologies. We study the relative roles of private sector and public sector insurance and providers, and the effect of system design on cost, quality, efficiency and equity of medical services. Some issues we address are normative: Which systems and which public/private sector mixes are better at achieving efficiency and equity? Other issues are positive: How do these different systems deal with the tough choices, such as decisions about new technologies? Our main focus is on the systems in four large OECD countries – Germany, Canada, Japan, and the United Kingdom – but we also look at other countries with interesting systems – including Italy, Chile, and Singapore. We will draw lessons for the U.S. from foreign experience and vice versa.

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Management & Economics of Pharmaceutical & Biotechnology Industry Description

This course provides an overview of the management, economic and policy issues facing the pharmaceutical, biotechnology, and medical device industries. The course perspective is global, with emphasis on the U.S. as the largest and most profitable market. Critical issues we will examine include: R&D intensive cost structure and rapid technological change; biotechnology and genomics startups and alliances with the pharma industry; a complex global marketplace in which prices are regulated in most countries and customers include governments and insurers, as well as physicians, pharmacists and consumers now reachable through DTC; intense and evolving M&A, including mergers, joint ventures, and complex alliances; government regulation of every business function: R&D, pricing, manufacturing, and promotion; and global products and multinational firms. We use industry and Wharton experts from various disciplines to address these issues.

   E-Health: Business Models and Impact

Information is vitally important in the health care industry. Physicians use clinical information to diagnose and treat patients; health insurers use extensive claims databases to price their product and manage costs; pharmaceutical firms use genomics databases to identify new drug candidates; and consumers are increasingly using the internet to learn about treatment alternatives, search for providers, and transact with health insurers. New information technologies such as the internet, handheld devices for physicians, telemedicine, and implantable monitoring devices have the potential to change how medical care is delivered, increase efficiency, and restructure the relationships between the major players in the health care industry. This course has three objectives: (1) to understand how developments in information technology are changing the economics of the health care industry; (2) to evaluate how established players are incorporating these new technologies; and (3) to evaluate the strategies and business models of start-up information technology companies.

   Health Care Entrepreneurship

The course focuses on the creation, funding and management of biotechnology and health services enterprises. The course is designed to supplement other offerings in the Health Care Systems and Management Departments for those students with entrepreneurial interest in such ventures, and will focus on special issues surrounding the conceptualization, planning, diligence and capitalization, launch, compensation and management of these ventures. In addition, the course offers methods for self-assessment and development of business models and plans, techniques for technology assessment and strategy, develops a foundation for capitalization and partnering strategies, and creates a basis for best practices in company launch and plan execution.

   Health Care Field Application Project

This course focuses on leadership and management issues in health care organizations while providing students with a practice setting to examine and develop their own management skills. Each team consults to a health care organization which has submitted a project proposal to the course. A broad range of health care companies and organizations participate in the course including pharmaceutical and biotechnology companies, hospitals, insurers, start-ups, medical device companies and non-profit health care organizations. The teams define the issue and negotiate a contract with the client organization. By the end of the semester, teams present assessments and recommendations for action to their clients.

       

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5 NC State - MBA in Biotech-Pharmaceuticals Management

Legal and Regulatory Environment of Bio- and Pharma-Technology

Pharmaceutical and biotechnology firms crucially depend on intellectual property law (IP), most significantly, patent law, to protect and preserve their competitive advantages. In BUS 506 students will receive instruction in the basics of IP law and as well as the legal controversies and changes that have occurred because of technological advances, mainly in biotechnology, such as gene identification, cloning, the human genome project and polymorphs. Particular emphasis will be placed on recent U.S. Supreme Court decisions relating to the patentability of various processes and compositions of matter relating to non-naturally occurring life forms. Also BUS 506 students will receive instruction in basic trade secret, copyright, and trademark law. BUS 506 students will also be exposed to the laws and regulations relating to the Food and Drug Administration (FDA) approval process for pharmaceutical drugs and medical devices. Particular emphasis will be placed on the interface between patent law, the FDA approval process, the Hatch-Waxman Act, approval procedures for generics, and recent changes in FDA regulations.

Strategic Overview of the Biotechnology and Pharmaceutical Industry

This class develops major themes and emerging strategies in the pharmaceutical industry. The focus is on strategic planning, process improvement, outsourcing, globalization, federal regulation, global distribution, and deployment challenges for executives in the pharmaceutical industry. The course will be explored in a series of management presentations, frameworks, industry collaborative projects, and secondary research, with an emphasis on driving change in a dynamic and competitive global pharmaceutical industry.

Case Studies in Microbial Biotechnology

Students in this class do projects dealing with science and management issues at biotechnology companies. Projects and clients vary by semester; projects typically last three to eight weeks. Recent projects include process optimization at Labcorp, quality assurance and pipeline shutdowns at Wyeth Vaccines, intellectual property issues at Merix Bioscience, and business plan for biomarkers at GlaxoSmithKline. The projects are supervised by biotechnology faculty.

   Product Design and Development

This course presents and utilizes an integrated approach to new product design, development, and launch with corporate-sponsored projects. Cross-disciplinary teams of students from management, engineering, and design apply the skills they learned in the foundation courses to develop a new product and prototype. The course provides a team experience of formulating, evaluating, and developing a new product concept

   Supply Chain Management Practicum

This is a required capstone course for OM/SCM majors. The course is comprised of a team-based project working on a Supply Chain Resource Consortium (SCRC) partner company's SCM issues. These projects will be as varied in scope as are company's SC issues and improvement initiatives, but they will contain a specific, somewhat narrowly-focused set of deliverables. We anticipate a mix of projects that will generally center, or focus, on SC Relationships, SC Physical Flows and/or SC Information Flows, yet remain integrated across the supply chain issue that faces the company. The scope of the projects will be defined prior to, or early in, the semester of the class. Background and objectives, as well as key deliverables and milestones, along with deadlines will be established for the student teams. Students should expect to learn at two levels in the Practicum: first, they will study technical supply chain issues particular to each project; and second, they will learn the team-based, deadline-driven nature of supply chain initiatives in a real company setting. This course fits in the SCM concentration.

   

Technology Evaluation and Commercialization Concepts

Commercialization potential of new technologies, products and processes. Marketing, organizational, financial, operational and manufacturing issues. Strategic assessment and planning. Innovation management. Entrepreneurial transfer mechanisms including spin-offs, licensing and high-technology start-ups. Practical application with project and team management skills development.

       

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6 Seton Hall - MBA in in Healthcare Management and Pharmaceutical Management

Pharmaceutical Industry Overview

The course provides an overview of the global pharmaceutical industry. The functions that make up the industry are identified and reviewed and their roles in the process that delivers pharmaceutical products to consumers are analyzed. The process itself and the different consumers also are studied. Current socio-political-economic issues affecting industry performance are studied, including pricing and governmental regulatory forces.

Pharmaceutical Operations Colloquium

This course is a seminar course that examines current topics of significance to the pharmaceutical industry. Issues covered will vary from semester to semester and will span the range of business discipline areas.

       

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Steven Tech - Pharmaceutical Technology Management

Managing Pharmaceutical Research and Development

This course provides an overview of the drug and biologics development process from discovery through regulatory approval. Special attention is given to the roles, functions and importance of the various disciplines involved in the R&D process, their interactions with each other, and the strategic management of these functions. Attention will also be given to key technologies used throughout the R&D process. The economics of pharmaceutical R&D as well as trends in licensing, outsourcing and partnerships will be covered. The student will gain an understanding of R&D strategy and the relationship between R&D and sales, marketing and manufacturing.Topics covered include:• The pharmaceutical value chain• The drug development process• The economics of drug development• Organization and governance of R&D• R&D Strategy• Portfolio management • The roles of sales, marketing and manufacturing in the R&D process• Drug discovery and technology-enabled approaches to drug design• Toxicological evaluation of new molecules• Challenges of dosage formulation and dosage form design• Clinical trials: challenges, strategies and measures of success• Pharmacovigilance and risk management• Outsourcing, partnerships and strategic alliances• Measuring and managing R&D performance• Portfolio Management

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Marketing, Sales, and Supply Chain Management in the Pharmaceutical Industry

This course focuses on the organizational, management and technology issues related to the sales and marketing function of the pharmaceutical industry as one of its principal boundary-spanning functions. This course will use extensive research and current literature on pharmaceutical sales and marketing business approaches and technologies that drive or support sales and marketing plans as well as information and knowledge management considerations that drive competitive distinctiveness. This course will also explore the real and potential information and knowledge linkages between the sales and marketing function and the discovery, product development and supply chain functions of the pharmaceutical industry. This course also focuses on the issues surrounding supply chain design, planning and execution for the pharmaceutical and biotech industries from drug discovery to delivery.

Topics covered include:

• Competing in the Pharmaceutical Marketplace • Sales and Marketing Roles• Changing Sales Models (managed care, PBMs, etc.)• The Role of Technology in Sales and Marketing• Supply Chain Basics• The Pharmaceutical Supply Chain• Managing Supply Chain Relationships

   Technology and Innovation Management

This course discusses the technology and innovation strategy process and develops managerial skills, methodologies and critical thinking to achieve a technological based competitive advantage. We define innovation as "the successful commercialization of an idea." Students are exposed to cutting edge tools and concepts for managing the technology strategy and innovation process with focus on the delivery of new products and services. A major goal of this course is for the student to acquire a set of concepts and tools that can be applied to formulating, creating and implementing management initiatives, which will lead to improved innovation in technology-based organizations.

   

Introduction to Pharmaceutical Manufacturing

Pharmaceutical manufacturing is vital to the success of the technical operations of a pharmaceutical company. This course is approached from the need to balance company economic considerations with the regulatory compliance requirements of safety, effectiveness, identity, strength, quality, and purity of the products manufactured for distribution and sale by the company.Quality assurance and regulatory issues in pharmaceutical manufacturing. Overview of chemical and biotech process technology and equipment, dosage forms and finishing systems, facility engineering, and health, safety, & environment concepts. Regulatory and legal overview.

Topics Covered Include:

Introduction to Pharmaceutical Manufacturing Industry including regulatory compliance, GMP, QA and validation issues Active Pharmaceutical Ingredient Chemical Process Technology Biochemical Process Technology including special unit operations and drug delivery systems Aseptic Pharmaceutical Manufacture including filtration and sterilization methods Simple Solution Systems including solubility, stability and organoleptic considerations

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Semi-Solid Dispersed Systems including mixing, homogenization and rheological considerations Pharmaceutical Encapsulation Operations Pharmaceutical Compaction and Compression Operations Pharmaceutical Coating Operations Special Pharmaceutical Operations including Micronization, Lyophilization, Aerosols& Form-Fill-Seal Operations Pharmaceutical Packaging Operations Preparing for FDA Inspection, including documentation, training, health, safety& environmental concerns

   Regulation and Compliance in Manufacturing Industry

This course explores the US and international regulatory environments that govern the pharmaceutical and biotechnology industries with particular focus on the US Food and Drug Administration, the European Agency for the Evaluation of Medical Products and the Japanese Ministry of Health, Labor and Welfare. The essential components of Good Laboratory Practices, Good Clinical Practices and Good Manufacturing Practices regulations will be covered. Students will develop an understanding of the formulation and execution of regulatory strategy and key ethical issues in medical research. Where appropriate, case studies will be used to illustrate the challenges and issues associated with compliance as well as the consequences of non-compliance. Ethical issues and the potential consequences of ethical lapses will also be explored. Current events will be used to illustrate key ethical principles and serve as a basis for discussion.

Topics covered include:

• Regulatory agencies and their mandates• Legislative mandates• Regulatory aspects of the drug development process.• Regulatory strategy• Ethics of medical research• The International Conference on Harmonization (ICH)• The approval process.• Validation• Other regulations affecting the pharmaceutical and biotechnology industry.• Ethical challenges and the consequences of non-compliance.

   Pharmaceutical Industry Trends and Issues

The course will provide an overall look at IT in the pharmaceutical industry, its structure, and trends and issues which have driven it, are affecting it now, and are likely to change it in the future. This course will focus on the business forces shaping the pharmaceutical industry. In addition, this course will use management research on the integration of IT with the business. The student will learn how to evaluate important business trends and how IT can be used to support business success.

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   Pharmaceutical Industry New Drug Development

This course is designed to provide the student with an in-depth understanding of the pharmaceutical research & development process and the role of Information Technology (IT) in this process, with the goal of helping the student to be an effective provider of information system development and operations in this arena. The various phases of the process will be described in detail including key regulatory imperatives and the role of project management. The current contributions of IT to each phase will be reviewed; the global perspectives on international harmonization and worldwide submissions will be discussed; the economics of IT in drug R & D will be highlighted; illustrative case studies will be presented; and a view of the future of IT in R & D will put forth.

   Pharmaceutical Industry Marketing and Sales

This course focuses on the organizational, management and technology issues and considerations related to the sales and marketing function of the pharmaceutical industry as one of its principal boundary-spanning functions. This course will use extensive research and current literature on pharmaceutical sales and marketing business approaches and information technologies that drive or support sales and marketing plans as well as information and knowledge management considerations that drive competitive distinctiveness. This course will also explore the real and potential information and knowledge linkages between the sales and marketing function and the discovery, product development and supply chain functions of the pharmaceutical industry.

   Pharmaceutical Industry Supply Chain

This course focuses on the issues surrounding supply chain design, planning and execution for the pharmaceutical and biotech industries from drug discovery to delivery. This course will use research on information systems, optimization, e-business, and decision-support technologies and lessons learned from their effective use in global Supply Chain Management for manufacturing and distribution in the process industries. The student will learn how to evaluate global Supply Chain issues from the perspectives of various stakeholders in relationship to overall organization and societal goals. They will further understand the different mechanisms for collaboration and create a process for establishing and maintaining an effective global SCM solution architecture.

       8 FDU - MBA in

Pharmaceutical Management

The Pharmaceutical Industry: Structure and Government Regulations History, business environment and government regulations concerning the pharmaceutical and related industriesPharmaceutical Marketing & Product Development

Survey of sales and marketing practices, constraints and promotion tools in the pharmaceutical and related industries, including new product development and licensing

Management Of Research & Technology In Pharmaceutical Industries

Strategic, organizational and human factors involved in successful research and development operations in pharmaceutical companies. Selection and development of projects, creativity, liaison problems, control devices, analysis, reports and communications and other factors involved in program/project management

   

Management Of Production, Purchasing & Quality Control In The Pharmaceutical Industries

Overview of the problems and factors involved in effective management of pharmaceutical manufacturing facilities, from purchasing through production and quality control

   Topics In Current Development

Current issues, ideas and problems of interest to the pharmaceutical industry. An emphasis on the use of current literature, the participants in current issues, specialists and intervention by government authorities

    Pharmaceutical Project Research project relevant to the student prepared under the individual guidance of a faculty member. Prerequisites: all breath of knowledge courses plus three or more pharmaceutical courses

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       9 University of the

Sciences in Philadelphia

Introduction to Health Policy

The course provides students with knowledge of the basic structures of the American health care system in terms of its key components and their interrelations and refines students’ abilities to identify health policy issues in terms of conflicts and common themes. The course also touches on the basic health care structures of Europe and Japan, highlighting similarities and differences with the Americansystem.

 Pharmacoeconomics and Economics of Health Care

This course equips the participant with an understanding of macroeconomic and microeconomic concepts, how to read and analyze economic and pharmacoeconomic reports, how to develop clinical economic studies, and how to analyze and measure inputs and outcomes. Tools covered include cost-benefit, cost-effectiveness, and cost-utility analysis. In addition, the course covers how to apply economic analysis to marketing situations.

 Pharmaceutical Marketing and Sales Management

The course covers the distinctive features of the American health care market, including formulary decision making, managed care and third-party insurance providers, retail outlets, direct-to-consumer marketing, and government reimbursement issues. The tactical portion of the course is divided into three segments: (1) pharmaceutical marketing, (2) strategy and implementation, and (3) development of a comprehensive cross-functional tactical and promotional plan. Students will use teamwork to develop and present their plan.

   

Pharmaceutical Research and Development Management

The course reviews, in depth, the elements of managing the research and development process in pharmaceutical companies. It includes an introduction to the major R&D components of drug discovery, preclinical development, clinical development, project management, and pharmaceutics. The course will take students through a case study of a drug development program.

   Regulations of Prescription Drugs and Ethical Issues

Drug regulation spans the entire scope of the pharmaceutical business. The course addresses the role of regulatory agencies in marketing and marketing support material. In addition, the course examines the role of regulatory agencies outside the United States in setting prices. Regulation of product manufacturing is also discussed. In-depth attention is devoted to regulatory agencies in new productdevelopment and product safety overview. The course also covers the major ethical issues in the delivery of general health care and pharmaceutical health care from the perspective of public policy and the pharmaceutical industry.

   International Pharmaceutical Business

This course provides an overview of global markets in the pharmaceutical industry. Global competitiveness based on the effects of national regulatory environments and economic and market factors will be explored. Issues such as the drug approval process, pricing decisions, and intellectual property will be discussed.

   Multidiscipline Strategic Management I and II

MSM is a two-part course which runs the entire program, from the initial week to the final project defense. Students are asked to construct a hypothetical pharmaceutical company which, in principle, could compete in today’s marketplace. The purpose of this course is to integrate what students have learned in the MBA program’s individual classes. Students draw upon readings and other coursework to construct their hypothetical company including: a full description of their health care and competitive environments, company product(s), company organizational design, along with related management, personnel, financing and strategic issues. Students will also develop a case study, detailing one or more major strategic issues their company will face, and how their company will address the strategic issue(s). Students defend their case study to a panel of professors.

    New Product DevelopmentThis course provides an overview of portfolio analysis, the drug development process, and the factors necessary for economic success in the marketplace. Particular attention will be devoted to the role of marketing in the R&D process.

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   Professional Writing in Science  

   Regulatory Documentation Process  

   Biostatistics for Biomedical Writers  

   

Information Technology and Resources in Health Care  

   Risk Assessment: Critical Thinking & Health  

   Public Health Research and Epidemiology  

    Quantitative Methods      Sociology of Health      Regression Analysis  

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4.12 Appendix B: Course Offerings by Pharmaceutical/Healthcare programs at various schools

School Program Faculty Members Courses OfferedFairleigh Dickinson University, New Jersey

MBA in Pharmaceutical Management

2. The Pharmaceutical Industry: Structure and Government Regulations (3) 3. Pharmaceutical Marketing and Product Development (3)4. Management of Research & Technology in Pharmaceutical Industries5. Management of Production, Purchasing & Quality Control in the

Pharmaceutical Industries.6. Topics in Current Development.7. Pharmaceutical Project

University of Colorado, Colorado

MBA - Executive Pharmaceutical Management

Errol L. BiggsHeidi BoerstlerPeter G. BryantC. Marlena FiolRichard W. FosterCynthian Carter HowardLeland R. KaiserRoger KropfEdward J. O’ConnorMartha G. PilcherEugene S. SchnellerLee F. SeidelDean G. SmithDennis StillmanLeah J. VriesmanFrederick J. WenzelJack WheelerR. Keith WilsonDaryl WinnRobert Wolfson

The Healthcare Industry and Role of the Pharmaceutical IndustryPharmaceutical Supply Chain ManagementPharmaceutical MarketingPharmacoeconomicsMajor Issues in Ambulatory Care Organizations.Clinical Outcomes MeasuresManaged CareGeneral System TheoryInternational HealthEntrepreneurship in Health CareAmbulatory Care Organization-their Governance and ManagementHealthcare LeadershipHealthcare Corporate FinanceManagement Accounting in Healthcare OrganizationsThe Healthcare SystemHealthcare Supply Chain ManagementHealthcare EconomicsHealthcare Management Info SystemsManaging Healthcare OutcomesHealthcare Strategic ManagementEthics and Health Law

Saint Joseph's University, Pennsylvania

Executive Pharmaceutical Management

Regulation of Prescription Drug Marketing and PromotionPharmaceutical StrategyProduct ManagementCreating Effective R&D and Commercialization Interface: Integrating Product

Strategy into

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the Drug Development Process.PharmacoeconomicsStrategies for Dealing with Managed CareFuture Issues in the Pharmaceutical IndustryBasic Pharmaceutical Market ResearchAdvanced Pharmaceutical Marketing ResearchForecasting for the Pharmaceutical IndustryE-Pharma Role of Internet in the Pharmaceutical IndustryCapstone-Pharmaceutical/Business Strategy Simulation

Duke University, North Carolina

Health Sector Management

1,220 graduates to 2004

1930 - Health Care Certificate - The Beginning1962 - Master of Hospital Administration Program1974 - Master of Health Administration Program1991 - MBA - Health Sector Management Program2005 - Health Sector Management program expands to the Weekend Executive MBA Program

Program Leadership Kevin A. Schulman

Senior Staff Nichole Kerner Jeffrey L. Moe

Program Faculty Robert W. Anderson Robert A. Berenson Gopal Chopra Henry G. Grabowski Clark C. Havighurst Margaret Kyle Mary Frances Luce Daniel B. Mark Daniel N. Mendelson Will Mitchell David B. Ridley Frank A. Sloan Claude Snow

Current Scholars and Executives in Residence Barry P. Chaiken William Gradison Barry Greene Timothy McDonald Alex McMahon William Owen

William Sax Michael Waitzkin

1. Health Care in the 21st Century.2. Economics of Health Care3. Seminars in Health Care4. Health Care Marketing5. Health Care Operations6. Leading Medical Device Innovation to Market 7. Economics & Management of the Pharmaceutical Industry 8. Management of Health Systems and Policy 9. Biotechnology: Management of Drug Discovery 10. Economics and Strategy of Health Sector Management11. Invention to Application: Healthcare Research Commercialization12. Healthcare Law and Policy13. Global Health

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Seton Hall, New Jersey

Concentrations in Healthcare Management and Pharmaceutical Management

1. Introduction to the Healthcare System (3)2. Healthcare Management (3)3. Healthcare Financial Management & Accounting (3)4. Healthcare Cost Management (3)5. Products Liability (3)6. Supply Chain Management (2)7. Pharmaceutical Industry Overview (3)8. Pharmaceutical Operations Colloquium (1)9. Healthcare Policy (3)10. Managing Community Health Systems (3)11. Legal Aspects of Healthcare Organizations (3)

UPenn, Pennsylvania

Wharton/Windhover Program for Pharmaceutical and Biotech Executives

Associate Co-Director Patricia Danzon Roger Longman

Faculty Robert Brady,Partner, Hogan & Hartson Carrie Cox,Executive Vice President and President, Global Pharmaceuticals, Schering-Plough Corportation Clifford Cramer,former Managing Director, Investment Banking, Merrill Lynch Errol De Souza,President and CEO, Archemix Corporation James Frates,Vice President, Chief Financial Officer and Treasurer, Alkermes, Inc. Tamar Howson,Senior Vice President, Corporate & Business Development, Bristol-Myers Squibb Jim Kenney,Pharmacy Operations Manager, Harvard Pilgrim Health Care Murray Lumpkin,Principle Associate Commissioner, FDA

Drug Discovery: New Tools and Management ImplicationsManaging Drug DevelopmentMarketing and Pricing to Maximize ValueFinancial Tools for Valuing Deals and FirmsAlliances and Acquisitions: Trends and Strategies

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Clive Meanwell,Chairman and CEO, The Medicines Company Sean Nicholson,Assistant Professor, Cornell Univeristy, Senior Fellow, Leonard Davis Institute of Health Economics, The Wharton School Robert Perez,Senior Vice President, Sales and Marketing, Cubist Pharmaceuticals Bernard Poussot,President, Wyeth Pharmaceuticals Carl Seiden,Managing Director, UBS Melanie Senior,European Editor & Director, Windhover Information Mark Skaletsky,Chairman, President and Chief Executive Officer, Trine Pharmaceuticals Ian Spatz,Vice President, Public Policy, Merck & Co. Steven Stefano,Senior Vice President, Managed Markets and Eurohealth, GlaxoSmithKline Jesse Treu,General Partner, Domain Associates

UPenn, Pennsylvania

MBA in Healthcare Management

Chairperson Danzon, Patricia M.

Professors Burns, Lawton R. Harrington, Scott Pauly, Mark V.

Assistant Professors David, Guy

The Health Services SystemHealth Care Field Application Project Venture Capital and the Finance of Innovation (.5 cu can be counted toward the

Health Care Management major)Economics of Health Care and PolicyManaged Care, Market Structure and Health Care Delivery (1.25 cu)Financial Management of Health InstitutionsHealth Policy Analysis (.5 cu)Health Care Services Delivery: A Managerial Economic ApproachLegal Aspects of Health Care

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Wharton Faculty Hershey, John C. (Operations

and Information Management) Kimberly, John R.

(Management) Rosoff, Arnold J. (Legal Studies) University Faculty Asch, David A. Glick, Henry Scalzi, Cynthia C. Schwartz, J. Sanford Silber, Jeffrey H. Volpp, Kevin Williams, Sankey V. Affiliated Faculty Anessi, Eugenio DeParle, Nancy A. Doranz, Benjamin J. Ferniany, I. William Field, Robert I. Gilmore, Thomas Ikegami, Naoki Kinney, June M. Whitman, John Emeritus Faculty Jones, Robert C. Kissick, William L. Rovin, Sheldon

Management of Health Care for the Elderly (.5-1 cu)Health Care Marketing (.5-1 cu)Comparative Health Care SystemsManagement & Economics of Pharmaceutical & Biotechnology IndustryE-Health: Business Models and ImpactHealth Care Entrepreneurship (.5 cu)Advanced Study Project Seminar

or Independent Study

Harvard University, Massachusetts

Leadership and Strategy in Pharmaceuticals and Biotech- One week program (Certificate – Executive Education)

Shrikant Datar Robert Huckman Gary Pisano David Scharfstein Debora L. Spar Michael L. Tushman

R&D and technological innovation

Product life cycle management;

Intellectual property and licensing;

Technological, competitive, and operations strategies;

Market positioning and pricing;

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Product and portfolio management;

Business models and alliances;

Mergers and acquisitions;

Risk management;

Financial strategy and control systems; and Sustainable leadershipNC State, North Carolina

- Full-time/Part-time MBA - Biotech-Pharmaceuticals Management

- Joint Masters of Microbial Biotechnology and MBA

Leslie Alexandre Steve Allen Steve Barr David Baumer Paul Bergey Deborah Brown Y. Al Chen Robert Clark

Strategic Overview of the Biotech and Pharmaceutical IndustryLegal and Regulatory Environment of Biotech and Pharmaceutical Industry Case Studies in Microbial BiotechnologyProduct Design and Development (biotech/pharma project required) Technology Evaluation and Commercialization Concepts (biotech/pharma TEC

project required)Supply Chain Practicum (biotech/pharma project required)

Drexel, Pennsylvania

1. Health Economics2. Economic Analysis of Health Systems3. Management of Health Care Information Systems4. The Drug Development Process5. Management of Health Care Outcomes6. Health Care Law and Pharmaceutical Regulation7. Epidemiology8. Advanced Concepts in Managed Care

HASS – University of California at Berkley, California

Health Management Certificate

Faculty Joan R. Bloom, Ph.D. Ralph Catalano, Ph.D., M.R.P. Jennifer Chatman, Ph.D. William Dow, Ph.D. Sandra Dratler, Dr.P.H. John Freeman, Ph.D.

Introduction to the Health Care System (3 units)

Entrepreneurial Issues in Biotechnology (2 units)

Development of Biopharmaceuticals (2 units)

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Paul Gertler, Ph.D. Helen Halpin, Ph.D., M.S.W. Ben Hermalin, Ph.D. Ann Keller David Levine, Ph.D. Jeffrey Oxendine, M.B.A.,

M.P.H. Kristiana Raube, Ph.D. James Robinson, Ph.D., M.P.H. Thomas G. Rundall, Ph.D. Richard Scheffler, Ph.D. Stephen Shortell, Ph.D. Paul Tiffany, Ph.D. Frances Van Loo, Ph.D.

Lecturers/Practitioners Ronnie AndrewsSenior Vice President, Roche Molecular Diagnostics Stefano Bertozzi, MD, PhDDirector of Health Economics, National Institute of Public Health (INSP), Mexico Bruce BodakenChairman, President and CEO, Blue Shield of California Steve CurdChief Information Officer, Healtheon/WebMD Jean FraserCEO, San Francisco Health Plan Michael J. Goran, MDPartner, BDC Advisors Bruce Hochstadt, MDPrincipal, Thomas Weisel Partners David Lawrence, MDFormer Chairman and CEO, Kaiser Foundation Health Plan, Inc. and Kaiser Hospitals Jack C. Lewin, MDCEO and Executive Vice President

Biotech: Industry Perspectives and Business Development (2 units)

Healthcare Technology Policy (2 units)

Healthcare Technology Finance and Strategy (2 units)

Healthcare Finance (3 units)

Health Management Seminar (1 unit)

Public Policy in Business of Health Care (2 units)

Strategic Management and Organization of Health Services (3 units)

Health Politics and Policy (3 units)

Healthcare Organizations and Environments (3 units)

Legal Basis for Public Health (3 units)

Economics of Medicine and Managed Care (3 units)

Microeconomics of Health Care Policy (3 units)

International Health Economics (3 units)

Epidemiologic Methods (3 units)

Health Policy Decision Making (3 units)

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California Medical Association Henry LoubetChief Executive Officer, Pacific Region, United Health Care Neal Masia, PhDDirector, Economic PolicyPfizer, Inc. Barbara MastersVice President, California Association of Public Hospitals Arnold Milstein, MDNational Healthcare ThoughtLeader, William Mercer, and Pacific Business Group on Health Steve McDermottExecutive Director, Hill Physicians Medical Group Anna-Lisa SilvestreGeneral Manager, Kaiser Foundation Health Plans, Inc. Mark SmithCEO, California Health Care Foundation Rick VanzuraPresident, Lifemasters Supported Selfcare

Howe School of Technology Management – Stevens Tech., New Jersey

Pharmaceutical Technology Management

Program Director Dr. Joel H. Dobbs

Certification Program:

Managing Pharmaceutical Research and Development

Marketing, Sales, and Supply Chain Management in the Pharmaceutical Industry

Technology and Innovation Management

MS in IT:

Business CoreIT Core

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Pharmaceutical Industry Trends and Direction

Pharmaceutical Industry Research and Development

Pharmaceutical Industry Marketing and Sales

Pharmaceutical Industry Supply Chain

MBA in Pharma Technology:

Managing Pharmaceutical R&DLogistics, Marketing and Sales in the Pharmaceutical IndustryIntroduction to Pharmaceutical ManufacturingRegulation and Compliance in the Pharmaceutical IndustryTechnology Licensing & FinanceRisk Management

Introduction to Pharmaceutical Manufacturing

Regulation and Compliance in the Pharmaceutical IndustryNJIT, New Jersey Pharmaceutical

ManagementPrinciples of Pharmaceutical EngineeringValidation and Regulatory Issues in the Pharmaceutical Industry

Competing in Global Markets

Financial and Economic Environment

Project Management

Project Control

Total Quality ManagementUniversity of the Sciences in

Pharmaceutical Business

Interim Director Bruce B. Rosenthal

Leadership and DevelopmentIntroduction to Marketing

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Philadelphia, Pennsylvania Department Chair

Glenn W. Rosenthal

William L. Ashton Robert I. Field Harold E. Glass William F. McGhan Melanie B. Oates Andrew M. Peterson Richard G. Stefanacci

Adjunct Professors Rick Bartels Joan Cavanagh BJ Cunningham Jeff DiFrancesco Robert Fesnak Neil Goldfarb

Judith Johnson Eugene “Mick” Kolassa Michael Latta Greg Lucado Thomas Lytle Kevin Mayo Laurie Myers Marianne O’Connor Laura Pizzi Jon Pressman William Reilly Nancy Scalone Brian Seal Anthony Sedgwick Jeff Slemrod Nick Spring Michael S. Thomas Michael Wolfe

Business StatisticsManagerial and Financial AccountingManagerial FinanceTeam Dynamics—Human ResourcesIntroduction to Health PolicyPharmacoeconomics and Economics of Health CarePharmaceutical Marketing and Sales ManagementIntroduction to Market ResearchCorporate FinancePharmaceutical Research and Development ManagementRegulations of Prescription Drugs and Ethical IssuesCompetitive Analysis and Strategic Business PlanningInternational Pharmaceutical Business Mergers and AcquisitionsCapstone: Global Business StrategiesMultidiscipline Strategic Management I Multidiscipline Strategic Management IIProfessional Writing in ScienceRegulatory Documentation ProcessBiostatistics for Biomedical WritersInformation Technology and Resources in Health CareRisk Assessment: Critical Thinking & HealthPublic Health Research and EpidemiologyQuantitative MethodsSociology of HealthRegression Analysis

Certified Medical Representatives

Pharmaceutical Management

Disease ManagementThe Managed (3)

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Institute, Arizona Healthcare Market (3)Principles of Pharmaceutical Management (3)Pharmaceutical Marketing (3)Managing Business communication (3)Managing People (3)Business Ethics and the Pharmaceutical Industry (3)Field Sales Management (3)Capstone Courses (4)

Contemporary Pharmacoeconomics (3)

Outcomes: Measurement, Management and Marketing (3)Temple University, Pennsylvania

Various certification programs in clinical trials and pharmaceutical development

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4.13 Appendix C: Comparison between Pharmaceutical/Healthcare programs at various schools

School Program Degree or Certificate

Core Requirements Electives Unique features of the program

Fairleigh Dickinson University, New Jersey

Pharmaceutical Management

MBA - The Pharmaceutical Industry: Structure and Government Regulations (3)

- Pharmaceutical Marketing and Product Development (3)

Select (2)- Management of Research

& Technology in Pharmaceutical Industries

- Management of Production, Purchasing & Quality Control in the Pharmaceutical Industries.

- Topics in Current Development.

- - Pharmaceutical Project

Close relationship with Pharmaceutical industries

University of Colorado, Colorado

Executive Pharmaceutical Management

MBA Take 12 out of the 16 Courses in Health Administration Program Plus:- The Healthcare Industry

and Role of the Pharmaceutical Industry

- Pharmaceutical Supply Chain Management

- Pharmaceutical Marketing

- Pharmacoeconomics

Select (2)- Major Issues in Ambulatory

Care Organizations.- Clinical Outcomes Measures- Managed Care- General System Theory- International Health- Entrepreneurship in Health

Care- Ambulatory Care

Organization-their - Governance and Management

- Combined sessions both on-campus and online, four courses per each semester.

- Each course is introduced during the on-campus portion and continues through computer-based instruction session until completion.

- A Total of 30 days of on-campus time are required for entire program.

- It is a 25-month program.

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- Students are required to travel to the campus every six months

Saint Joseph's University, Pennsylvania

Executive Pharmaceutical Management

MBA 15 courses are at 1.3 credits each. They are regular MBA core requirements.

Select 20 courses at 1.3 credits each. The following is the list of pharmaceutical related courses.- Regulation of Prescription

Drug Marketing and Promotion

- Pharmaceutical Strategy- Product Management- Creating Effective R&D and

Commercialization Interface: Integrating Product Strategy into

- the Drug Development Process.

- Pharmacoeconomics- Strategies for Dealing with

Managed Care- Future Issues in the

Pharmaceutical Industry- Basic Pharmaceutical Market

Research- Advanced Pharmaceutical

Marketing Research- Forecasting for the

Pharmaceutical Industry- E-Pharma Role of Internet in

the - Pharmaceutical Industry- Capstone-Pharmaceutical/

Business Strategy Simulation

- Mini courses at 1.3 credits each, all courses are offered on weekend and two days per each course.

- A total of 47.4 credits are required to graduate from the program.

Duke University, North Carolina

Health Sector Management

MBA - Health Care in the 21st Century.

- Economics of Health

Select (1)- Health Care Marketing- Health Care Operations

Program is available both during weekday and on weekend (EMBA)

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Care- Seminars in Health Care

Seton Hall, New Jersey

Concentrations in Healthcare Management and Pharmaceutical Management

MBA Total Program: 42 credits Concentration: 12 credits

MBA in Healthcare Administration - Collaboration between the Stillman School of Business and the Center for Public Service/Graduate Department of Public & Healthcare Administration (CPS/GDPHA)

Required courses (9

credits)

- Introduction to the Healthcare System (3)

- Healthcare Management (3)

- Healthcare Financial Management & Accounting (3)

MBA in Pharmaceutical

Management -

Required courses - Healthcare Cost

Management (3)

Choose one from the following

(3 credits)

- Healthcare Policy (3)- Managing Community Health

Systems (3)- Legal Aspects of Healthcare

Organizations (3)

Programs with concentrations in Healthcare and Pharmaceutical management

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- Products Liability (3)- Supply Chain

Management (2)- Pharmaceutical Industry

Overview (3)- Pharmaceutical

Operations Colloquium (1)

UPenn, Pennsylvania Wharton/Windhover Program for Pharmaceutical and Biotech Executives

Certificate Program

1-week session with focus on biotechnology and pharmaceuticals industries, management implications of the new techniques of drug discovery, marketing and pricing in the current environment, financial evaluation and deals, and mergers and alliances.

4.13.1.1 Session Topics- Drug Discovery: New Tools

and Management Implications- Managing Drug Development- Marketing and Pricing to

Maximize Value- Financial Tools for Valuing

Deals and Firms- Alliances and Acquisitions:

Trends and Strategies UPenn, Pennsylvania Healthcare

ManagementMBA Two required courses (2 cu):

- The Health Services System

- Health Care Field Application Project

Three full credit units selected from the following:- Venture Capital and the

Finance of Innovation (.5 cu can be counted toward the Health Care Management major)

- Economics of Health Care and Policy

- Managed Care, Market Structure and Health Care Delivery (1.25 cu)

- Financial Management of Health Institutions

- Health Policy Analysis (.5 cu)- Health Care Services

Delivery: A Managerial Economic Approach

- Legal Aspects of Health Care

Association with Wharton research centers: Center for Health

Management and Economics

Fishman-Davidson Center for the Study of Services and Operations Management

Leonard Davis Institute of Health Economics

Risk Management and Decision Processes Center

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- Management of Health Care for the Elderly (.5-1 cu)

- Health Care Marketing (.5-1 cu)

- Comparative Health Care Systems

- Management & Economics of Pharmaceutical & Biotechnology Industry

- E-Health: Business Models and Impact

- Health Care Entrepreneurship (.5 cu)

- Advanced Study Project Seminaror Independent Study

SEI Center for Advanced Studies in Management

Undergraduate joint-degree program with the School of Nursing, a University Minor in Biological Behavior and Health Services Management, and a University Minor in Nursing and Health Services Management

Harvard University, Massachusetts

Leadership and Strategy in Pharmaceuticals and Biotech

Certificate – Executive Education

One week program Key topics include:

- R&D and technological innovation

- Product life cycle management;

- Intellectual property and licensing;

- Technological, competitive, and operations strategies;

- Market positioning and pricing;

- Product and portfolio management;

- Business models and alliances;

- Mergers and acquisitions; - Risk management; - Financial strategy and control

systems; and

Admission is selective and based on professional achievement and organizational responsibility.

No formal educational requirements apply, but proficiency in written and spoken English is essential.

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- Sustainable leadershipNC State, North Carolina

- Full-time/Part-time MBA - Biotech-Pharmaceuticals Management

- Joint Masters of Microbial Biotechnology and MBA

MBA - Strategic Overview of the Biotech and Pharmaceutical Industry

- Legal and Regulatory Environment of Biotech and Pharmaceutical Industry

- Case Studies in Microbial Biotechnology

Elective: Choose one of the following

- Case Studies in Microbial Biotechnology

- Product Design and Development (biotech/pharma project required)

- Technology Evaluation and Commercialization Concepts (biotech/pharma TEC project required)

- Supply Chain Practicum (biotech/pharma project required)

Drexel, Pennsylvania MBA - One-Year MBA, full-time

- Professional MBA , full-time/part-time

- The Executive MBA , part-time program - only one Friday and two Saturdays and completes in 20 months.

- LEAD MBA , part-time evening, accelerated MBA program, completes in 24 months.

- MBA Anywhere , part-time, accelerated online MBA program, completes in 24 months.

- Great Valley LEAD MBA, part-time, accelerated MBA

- Health Economics- Economic Analysis of Health

Systems- Mgt of Health Care

Information Systems- The Drug Development

Process- Management of Health Care

Outcomes- Health Care Law and

Pharmaceutical Regulation- Epidemiology- Advanced Concepts in

Managed Care

- Multiple programs at multiple locations

- Four of the 20 courses offered in the program are offered in face-to-face formats during three- to six-day onsite sessions at the beginning, middle, and end of the program.

- Sixteen of the courses are conducted online during 10-11 week sessions.

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program, completes in 24 months. Excellent location near Routes 202, 29 and 30 make this a perfect location for one of Pennsylvania’s strongest economic development zones.

- Corporate MBA at DuPont a flexible hybrid format, online and fact-to-face at Barley Mill Plaza in Wilmington; part-time MBA program is designed for professionals in the Wilmington area.

- Corporate MBA for Lockheed Martin, delivered in a flexible hybrid format, online and face-to-face, this cohorted, part-time MBA program

- Corporate MBA in Pharmaceutical Management online, along with three face-to-face residencies (at the beginning, middle and end of the program), part-time MBA program

- MD/MBA , a dual degree program with the Drexel College of Medicine for physicians to help them

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manage corporate medical practices and hospitals and contribute to the development of health care management

HASS – University of California at Berkley, California

Health Management Certificate

Certificate11 units total, including one required course (3 units)

- Introduction to the Health Care System (3 units)

Any combination of the following courses totaling 8 units:

- Entrepreneurial Issues in Biotechnology (2 units)

- Development of Biopharmaceuticals (2 units)

- Biotech: Industry Perspectives and Business Development (2 units)

- Healthcare Technology Policy (2 units)

- Healthcare Technology Finance and Strategy (2 units)

- Healthcare Finance (3 units)- Health Management Seminar

(1 unit)- Public Policy in Business of

Health Care (2 units)- Strategic Management and

Organization of Health Services (3 units)

- Health Politics and Policy (3 units)

- Healthcare Organizations and Environments (3 units)

- Legal Basis for Public Health (3 units)

- Economics of Medicine and Managed Care (3 units)

Berkeley BioBusiness Association

Organization with objectives similar to that of Lerner Center

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- Microeconomics of Health Care Policy (3 units)

- International Health Economics (3 units)

- Epidemiologic Methods (3 units)

- Health Policy Decision Making (3 units)

Howe School of Technology Management – Stevens Tech., New Jersey

Pharmaceutical Technology Management

- Four Graduate Certification Program- 12 course MS in Management with concentration in Pharmaceutical Technology Management- 20 course MBA with concentration in Pharmaceutical Technology Management

Certification Program:

- Managing Pharmaceutical Research and Development

- Marketing, Sales, and Supply Chain Management in the Pharmaceutical Industry

- Technology and Innovation Management

MS in IT:

- Business Core- IT Core

MBA in Pharma Technology:

- Managing Pharmaceutical R&D

- Logistics, Marketing and Sales in the Pharmaceutical Industry

Electives (choose one) --

- Introduction to Pharmaceutical Manufacturing

- Regulation and Compliance in the Pharmaceutical Industry

MS in IT:

- Pharmaceutical Industry Trends and Direction

- Pharmaceutical Industry Research and Development

- Pharmaceutical Industry Marketing and Sales

- Pharmaceutical Industry Supply Chain

MBA in Pharma Technology:

- Four more courses or

- Certificate, MS and MBA programs

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- Introduction to Pharmaceutical Manufacturing

- Regulation and Compliance in the Pharmaceutical Industry

- Technology Licensing & Finance

- Risk Management

- Three courses and a thesis

NJIT, New Jersey Pharmaceutical Management

Certification – 4 courses, 12 credits

- Principles of Pharmaceutical Engineering

- Validation and Regulatory Issues in the Pharmaceutical Industry

Select two from:

- Competing in Global Markets- Financial and Economic

Environment

- Project Management

- Project Control

- Total Quality Management

- On-campus, off-site, on-line options

- Two for one credit earning if continued for MS degree in Pharmaceutical Engineering

University of the Sciences in Philadelphia, Pennsylvania

MBA in Pharmaceutical Business

Online MBA - Introduction to Health Policy - Credits: 2 (Online)

- Pharmacoeconomics and Economics of Health Care - Credits: 2 (Online)

- Pharmaceutical Marketing and Sales Management - Credits: 2 (Classroom)

- Introduction to Market Research - Credits: 2 (Online)

- Corporate Finance -

- 22 month program with 36 credits

- Coursework centered around a case study where students create a hypothetical pharmaceutical company. Work in a team, examine, formulate and explain all aspects of pharmaceutical or health care services company’s business

- Discussion forums, chat rooms for each course

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Credits: 2 (Online)- Pharmaceutical

Research and Development Management - Credits: 2 (Online)

- Regulations of Prescription Drugs and Ethical Issues - Credits: 2 (Online)

- Competitive Analysis and Strategic Business Planning - Credits: 2 (Online)

- International Pharmaceutical Business - Credits: 2 (Online)

- Mergers and Acquisitions - Credits: 2 (Online)

- Multidiscipline Strategic Management I* - Credits: 1 (Online)

- Multidiscipline Strategic Management II* - Credits: 1 (Online)

- Multidiscipline Strategic Management I & Multidiscipline Strategic Management II are worked on throughout the entire curriculum with guidance from the instructor.

University of the Sciences in Philadelphia,

MBA in Pharmaceutical Business

Executive MBA

- Same as the On-line program

- 18 courses, total 36 credits

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PennsylvaniaUniversity of the Sciences in Philadelphia, Pennsylvania

MBA in Pharmaceutical Business

Evening MBA - Brand Management (3 credits)

- Introduction to Marketing (3 credits)

- Pharmaceutical Marketing and Sales Management (3 credits)

- Introduction to Market Research (3 credits)

- Pharmaceutical R&D and New Product Development (3 credits)

- Regulation of Prescription Drugs (3 credits)

- Ethical Issues in Pharmaceutical Business (2 credits)

- Multidiscipline Strategic Management I, II, III

- International Pharmaceutical Business (2 credits)

- Health Economics (3 credits)

- Issues and Trends in Health Policy (3 credits)

- Professional Writing in Science (3 credits)

- Regulatory Documentation Process (3 credits)

- Biostatistics for Biomedical Writers (3 credits)

- Information Technology and Resources in Health Care (3 credits)

- Risk Assessment: Critical Thinking & Health (3 credits)

- Public Health Research and Epidemiology (3 credits)

- Quantitative Methods (3 credits)

- Sociology of Health (3 credits)

- Regression Analysis (3 credits)

- 56-credit program

University of the Sciences in Philadelphia, Pennsylvania

MBA in Pharmaceutical Business

Certificate Program

Marketing Track - Introduction to

Pharmaceutical Marketing

- Pharmaceutical

- Select a track and complete at least 5 courses in the selected track

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Marketing & Sales - Pharmacoeconomics - Market Research - Capstone General Management Track- Introduction to

Pharmaceutical Marketing

- Pharmaceutical Marketing & Sales

- R&D Management- International

Pharmaceutical Business- Capstone

Certified Medical Representatives Institute, Arizona

Pharmaceutical Management

Certification – 32 credits

- Disease Management- The Managed (3)- Healthcare Market (3)- Principles of

Pharmaceutical Management (3)

- Pharmaceutical Marketing (3)

- Managing Business communication (3)

- Managing People (3)- Business Ethics and the

Pharmaceutical Industry (3)

- Field Sales Management (3)

- Capstone Courses (4)

Choose One:

- Contemporary Pharmacoeconomics (3)

- Outcomes: Measurement, Management and Marketing (3)

Temple University, Pennsylvania

Various certification programs in clinical trials and pharmaceutical development

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4.14 Appendix D: SWOT analysis of different Pharmaceutical Management programs at various schools

School Strengths Weaknesses Opportunities ThreatsRutgers Proximity to Pharma

companies Program assisted by multiple

Pharma companies Off-campus program Widely recognized program

Limited electives Day-time classes for Pharma

MBA

Higher demand from pharma companies

Economic recovery may increase demand

International program Partnership with other

universities (West Coast, etc.) Leverage competence in supply

chain management

Competition from other schools in this area

Competition from remote schools that offer online courses

People may switch to short certificate programs

FDU Proximity to Pharma companies

Partnership with Pharma companies and foreign universities

Flexible program schedule

Small school Programs not well-recognized

Economic recovery may increase demand

International program Higher demand from pharma

companies

Competition from other big schools in this area

People look for the high profile program

U. of Colorado Distance learning program (online)

Variety of electives Online courses allow students

to take them at their pace

Program unknown No close tie with pharma

companies Travel requirement to campus Insufficient communication

among students and faculties No pharma industry input

May be attractive to people close to west coast

May fit needs of people who can’t attend class regularly

Higher demand from pharma

Other schools in the same area may start to offer online class.

Not enough student population in local region.

Saint Joseph's University

Short course to allow student complete every course on each weekend

Opportunity to take more courses on different subjects

Less credits required to complete the program

Small school No online courses Program reputation is low Financial statement may not be

very strong

Higher demand from pharma companies

The short courses may attract students who like to complete courses on weekend and take more courses

Competition from other big schools in the same area

Other school may also offer the similar program

Need time to build up reputation

Duke University Excellent school reputation Strong program support from

school Good location in RTP Financially stable

Not focused on Pharma Limited courses selection No close relationship with phama

industry

Can easily develop a pharma program

Strong demand from health care industry

Excellent school reputation

Surrounding schools may offer similar program to attract students.

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Flexible schedule of the program

may easily attract students for any program it offers

Seton Hall Located in Central NJ, close to many pharmaceutical companies

Multiple concentrations, Healthcare and Pharmaceutical

Relatively short MBA program, 42 credits

Collaboration between Pharmaceutical and Healthcare Admin organizations

Small school More focus on healthcare Relatively new program

Economic recovery Demand for pharma courses

and MBA education

Relatively new program compared with other schools in the area

Only one location, may not be convenient for all students

People look for the high profile program

More schools may offer the similar program.

UPenn Ivy League school Great reputation Financially strong Leader in various other fields

including healthcare, medical education, health economics and health management

Close proximity to various Pharmaceuticals companies

The program is widely recognized

Focus on Pharma and Biotech – leading edge of technology

Multiple options for students, MBA to certification

Associated with various research centers (Leonard Davis Institute of Health Economics)

Good overall education, undergraduate join-degree program in association with other departments

Students choose the health care major at the time of application to Wharton

Major is run as a program, which integrates academic and professional development. E.g.

Relatively expensive Great reputation may help it set up more executive programs

Expenses may affect small to mid size local pharma companies, who may send their excs to other low- expense local schools

Philadelphia is away from Pharma hub in NJ.

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the department helps students to obtain summer and permanent positions in all parts of the health care sector, including consulting firms, biotechnology, and pharmaceutical firms, hospitals, insurers, government agencies and other health related firms.

The department sponsors a mentor program and links students to the Wharton Health Care Alumni Association.

Harvard – Leadership and Strategy in Pharmaceuticals and Biotech (Certification Program)

Ivy League school Great reputation Financially strong Leader in various other fields

including healthcare, medical education, health economics and health management

Close proximity to various Biotech companies in Massachusetts

Focus on pharmaceutical and biotechnology products

Program consists of case studies, lectures, and panel sessions to explore today's defining issues—and to engage participants in interactive discussions and exercises with the program faculty, guest speakers, and peers from around the world.

Highly competitive and catered towards senior executives

Admission is selective and based on professional achievement and organizational responsibility

Great reputation may help it set up more executive programs

In the process of setting up programs in other regions

Expensive education catered for senior executives

NC State Biotechnology + Pharmaceutical concentration

Joint Masters of Microbial Biotechnology and MBA

Focus on biotech research, legal and regulatory environment issues, not much offering for Pharma marketing

Opportunity to attract executives from research triangle

Proximity with schools with better reputation may hurt its chances to attract top talent

Drexel Multiple options – on-site, corporate, executive, online

Program pharma industry focused, lacks research focus

Can extend its corporate program for more corporations

Competition from other big schools in the same area

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Classes on week ends Close proximity with local

pharma industry

May not get high quality faculty for all programs

HASS – Uni. of California at Berkley

Close proximity to local biotech and healthcare companies

Proximity with local biotech and pharma companies

Association with research centers

Joint program with Columbia University

Specialization in Health Management

MBA and MPH – Masters in Public Health

Extensive course offerings, 34 electives offered

Focus on public health and health management, not much on pharma side

MBA + MPH – needs 81 credits

No schools in the area offer as strong Pharma//Healthcare MBA programs

Opportunity to leverage reputation of both partners (U. of Cal and Columbia)

Can extend partnership to universities in other geographies

Joint program is designed for traveling executives, but others may not need it

Length of program may be too long for part-time students

Howe School of Technology Management – Stevens Tech., New Jersey

Concentration in Pharmaceutical Technology management

Close proximity with pharma hub in NJ

Options for MS and MBA

Focus on Pharma technology rather than on Pharma management or marketing

Higher demand from pharma companies

The short courses may attract students who like to complete courses on weekend and take more courses

Other area schools with recognized pharmaceutical program

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4.15 Appendix E: Pharmaceutical MBA Survey

This survey is being conducted by the Rutgers Business School student inter-functional consulting team for the benefit of the Director, Pharmaceutical Management Program. Thank you very much for sharing your opinions and comments. Your inputs will be valuable to enhance the program.

1. Rank the importance of your reasons for selecting the Rutgers Business School over other business schools (1 = most important, 10 = least important). Rank only those reasons relevant to you.

a. Locationb. Flexibility of class schedulingc. Smaller classd. Reputation /quality of the programe. Curriculumf. Costg. Other _______________

2. Are you currently working in the Pharmaceutical Industry?a. Yesb. No

3. Are you currently pursuing or do you intend to pursue Pharmaceutical Management concentration?

a. Yesb. No

4. If no, do you plan to take any course in the Pharmaceutical Management Program?

a. Yesb. No

5. Would you be interested in the following scheduling formats for your program (Please check all that apply)?

a. Evenings (Mon- Thu)b. Weekend (one course each day)c. Weekend (two course on either of the days)d. Late afternoons (beginning at 3:30 or 4:00 PM)e. Early morning (beginning at 7:00 or 7:30 AM)f. Start the course on campus and complete the rest onlineg. Friday-Saturday-Sundayh. Other, please specify____________

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6. Please specify the geographical locations in which you would like to complete your MBA (Please check all that apply).

a. Newarkb. New Brunswickc. Morristownd. Princetone. Jersey Cityf. Other, please specify_____________

7. Which of following topics would be of interest to you in a Pharmaceutical Management Program (Please check all that apply)?

a. Pharmaceutical Marketingb. Pharmaceutical Product Research and Developmentc. Pharmaceutical Technologyd. Legal and Regulatory Compliancee. Pharmaceutical Financef. Pharmaceutical Manufacturingg. Pharmaceutical Supply Chainh. Pharmaceutical Quality Managementi. Pharmacoeconomics

8. On a 7-point scale, where 7 = extremely important and 1 = not at all important to you, please rate the following program features.

a. The program offers the courses at multiple locations that are convenient to students 1 2 3 4 5 6 7

b. The program offers the courses at different schedules (weekend, evening and daytime) 1 2 3 4 5 6 7

c. The program offers a broad selection of electives 1 2 3 4 5 6 7

d. The program offers online courses available to students 1 2 3 4 5 6 7

e. The program maintains high quality standard for the courses offered 1 2 3 4 5 6 7

9. The number of years of full-time work experience you had before entering the MBA program

a. <2b. 2-4c. 5-7

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d. >7

10. Are you a ____student?a. Part-timeb. Full-time

11. Gendera. Maleb. Female

12. Agea. 20-25b. 26-30c. 31-35d. 36-40e. 41-45f. 46-50g. >50

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5 Supplemental Data5.1 Academic Center Profile

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Lerner Center Interfunctional Consulting GroupAcademic Center Profile

Center: Tufts Center for the Study of Drug DevelopmentUniversity Affiliation: Tufts University

Founded: 1976

Brief History:

The Center was founded in 1976 by Dr. Louis Lasagna as the Center for Drug Study and Development at the University of Rochester. Dr Lasagna, credited as the founder of clinical pharmacology, original vision for the Center was captured in his writing: "The idea behind our Center was to establish academic focus for the gathering of relevant information and for scholarly analysis and interpretation, and through the publication of such research to raise the intellectual level of debate on questions of public policy." In 1984 Dr. Lasagna moved the group to Tufts University, where he serves as head of the Center until 1998..

Structure: Multi-Disciplinary

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Focus: All Aspects of New Drug Development

Mission:

Tufts CSDD's mission is to provide strategic information for drug developers, regulators, and policy makers on improving the quality and efficiency of pharmaceutical development, research, and utilization.

Description:

The Tufts Center for the Study of Drug Development is an independent, academic, non-profit research group affiliated with Tufts University. The center focuses on scholarly analyses and thoughtful commentary regarding pharmaceutical issues.

Approach:

Research Based - Aligned with US Government and drug manufacturers: through industry cooperation collect data and analyze using strict quantitative methods. Center's goal is to create objective findings while maintain the confidentiality of individual company data.

Agenda: Includes:R&D and Performance IssuesBiotech Product DevelopmentHealthcare Financing

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Regulatory Policies

Continuing EducationTufts CSDD Institute for Professional Development The CSDD Institute for Professional Development operates as a division of the Tufts CSDD.

- The Institute offers postgraduate courses on pharma issues as well as hosts workshops and forums - ***Continuing Education is available on some program courses.

Brief Course Descriptions:

Decision Making Skills for Pharm R&D: Three Day program focused on helping practitioners apply principles of effective decision making in your own R&D Organization. Course combines case study and interaction with faculty. Tuition $3,250.00. ($2,950.00 for participants of Tufts CSDD sponsoring organization)

Postgraduate Course in Clinical Pharmacology, Drug Development, and Regulation: Five Day program focused on advanced instruction and technical problem solving. Course utilizes mock drug trial design. Tuition $3,500.00. ($3,250.00 for participants of Tufts CSDD sponsoring organization)

Leadership for Drug Development Teams: Three-Day program focused on helping individuals lead cross functional drug development teams more effectively . Course utilizes mock drug trial design. Tuition $3,250.00. ($2,950.00 for participants of Tufts CSDD sponsoring organization) Offered in Boston and SanFrancisco

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Leadership for Drug Development Teams: Three-Day program focused on helping individuals lead cross functional drug development teams more effectively. Tuition $3,250.00. ($2,950.00 for participants of Tufts CSDD sponsoring organization) Offered in Boston and SanFranciscoSenior R&D Roundtable: One Day program focused bringing together senior R&D executives. Tuition $1,195.00. ($995.00 for participants of Tufts CSDD sponsoring organization) Offered in Boston

Onsite Meetings:The center will customize and facilitate meeting to educate groups on specified topics. Cost is an unspecified professional development fee.

Publications

Tufts CSDD Impact Reports

Tufts CSDD Impact Reports, published on a bi-monthly basis summarize current Tufts CSDD research findings and present them in a concise, easy-to-read format. Industry decision makers from pharmaceutical, biotech, and niche provider companies, as well as regulators and policy makers, read Tufts CSDD Impact Reports to keep informed and to help share R&D, marketing, sales, and regulatory decisions.

Copy AttachedCost of the publication subscription, $395 annually -$195 for sponsors, government, academic, and non profits.

Tufts CSDD Annual Outlook

Tufts CSDD Outlook is published annually in January. The Outlook highlights near term pharmaceutical drug development trends. The date and analysis contained in the Tufts CSDD Outlook are based on proprietary research of the CSDD research staff.

Copy Attached

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Proprietary Databases: Databases include confidential and public source data on drug development in the US and abroad.Include:Investigational NCE DatabaseApproved NCE DatabaseBiotechnology DatabaseFast Track Designations DatabaseEMEA Approvals DatabaseOrphan Drug DatabasePediatric Studies Database

Financial Structure:

The Center receives funding in the form of unrestricted grants from pharmaceuticals and biopharmaceutical companies, research organizations, trade associations, and corporation. The unrestricted grants cover approximately 55% of the CSDD's operating expenses. The remaining fees are derived from grants for commissioned projects, registration fees for courses and conferences, foundation support, and subscription fees from CSDD publications.

Sponsorship/Partnership Center invites sponsors to support the CenterSponsorship Brochure Attached Listed Benefits Include:

Opportunity to submit data for confidential use in Tufts CSDD studies.

Confidential benchmarking report contrasting company performance to industry standard.Request periodic custom meetings with and presentation by Tufts CSDD research staff to review

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current research findings, provide a briefing on the ‘state of drug development’, our assessment of the critical issues facing the research-based industry, and other industry-related topics to company executives. Meetings can be conducted in a formal manner—i.e., conference-style presentation—or in a more informal, small-group-discussion manner.Invitation to attend on-site roundtables and panel discussions on key industry topics. Attendees receive a written report summarizing meeting outcomes.

Priority access to Tufts CSDD extensive library containing documents, reports, texts, and other information on the drug development and regulatory process. Tufts CSDD’s full-time research librarian is available to assist Tufts CSDD sponsors with their specific information requests.Complimentary annual Impact ReportsReduced registration fees for Tufts CSDD courses, conferences, and workshops.Invitations to Corporate Sponsors Meetings to discuss strategies for improving the efficiency of pharmaceutical R&D and other critical drug development issues.

Independence: The research agenda is set by the CSDD group's director and research staff.

Commissioned Projects

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Special Commissioned Projects

The Center conducts special commissioned and custom projects based on a wide variety of topics identified by individual or multiple project sponsors. Tufts CSDD brings broad expertise, creativity, and 30 years of research experience to special commissioned projects. Here are some examples of what they offer:Primary and Secondary Research - including surveys, executive and opinion leader interviews, focus groups, and original and secondary data analyses. Facilitated Roundtable and Management Meetings - including small and large group conference-style presentations and moderated discussions held onsite at the sponsor organization or at neutral locations.White Papers and Custom Management Reports - including the compilation of source information, review and analyses of mission-critical issues, and R&D trends and their strategic implications. Tufts CSDD can develop a custom white paper report, or, if requested, submit a manuscript for publication in trade or peer-review journal.

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Lerner Center Interfunctional Consulting GroupAcademic Center Profile

Center: MIT Sloan Program on the Pharmaceutical Industry (POPI)University Affiliation: Massachusetts Institute of Technology

Sloan School of Management

Founded: 1991

Brief History:

The Center was founded in 1991 with a major grant from the Alfred P. Sloan. It was originally set up at to promote research and educational activities on issues related to the pharmaceutical filed.

Structure: Multi-DisciplinaryInvolves faculty from the MIT Schools of Engineering, Science, Humanities and Social Science as well as the Sloan School of Management

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Focus:Issues related to the competitiveness, performance, and productivity in the pharmaceutical field.

Mission:

MIT POPI's mission is to perform multidisciplinary research on the factors which drive, constrain, and enhance the competitiveness of the pharmaceutical/ biotechnology industry and educate future scientific and management leaders for the industry and for those organizations which supply it, regulate it or use its products. In addition, the program seeks to strengthen working relationship between faculty and members of the pharmaceutical/biotech industry.

Description:

The program operates within the Sloan School of Management at MIT. The center focuses on scholarly analyses and research that integrates the scientific/medical with the managerial/policy objectives.

Approach:

Primary Education Based and Secondarily Research Based - Utilizes faculty in collaboration with industry partners and professionals. Research falls into three overarching areas: drug discovery and development, manufacturing and the business of pharmaceuticals. *Manufacturing Research is now separately funded by the Consortium for Advances in the Manufacture of Pharmaceuticals.

Agenda: Includes:Strategic Management of Research and DevelopmentMeasuring Health Outcomes Adjusted Pharm Price ChangesPharmaceutical Profitability

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Strategic Role of Manufacturing

Continuing EducationSymposium The Future of the Pharmaceutical Industry Symposium

Executive EducationSummer Professional Programs

Brief Course Descriptions: Management Issues in the Pharma and Biotech IndustryStatistical Methods in the Assessment of Health Outcomes.

Publications

Financial Structure:

The MIT Program on Pharmaceutical Management was founded in 1991 with the support of the Alfred P. Sloan Foundation. Since 1994 a number of pharmaceutical firms have helped to fund POPI as corporate sponsors. In addition the corporate sponsors provide data and insight to POPI researchers.

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Sponsorship/PartnershipSponsorship Brochure Attached Listed Benefits Include:

Grants

Process:

POPI offers students and faculty funding grant. Criteria are expected to combine the core strength of POPI and include both a scientific approach integrated with a managerial perspective.

Proposals are accepted twice annually.

All working papers. Manuscripts, and publications emerging from the partial support from POPI are expected to acknowledge in writing the source of that support through POPI.

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5.2 Tufts CSDD Impact Report

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5.3 Tufts CSDD 2006 Catalog

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5.4 Tufts Sponsorship Brochure

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6 Presentations6.1 Presentation to Lerner Center Board of Advisors

May 1, 2006

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Lerner Center Strategic Planning Project

Interfunctional Business Consulting GroupLerner Center Board of Advisors

May 1st, 2006

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Interfunctional Consulting Team• Rutgers MBA students performing

Management Consulting Project– Selected for Lerner Center project based

upon backgrounds and academic focuses• Project Goal: Develop Lerner Center

– Establish presence as a premier academic center in Pharmaceutical Management

127

Scope of Project

• Assess current position of Lerner Center • Benchmark other Academic Centers• Benchmark other Pharmaceutical

Management Programs• Develop Strategic Business Plan to grow

Lerner Center funding and awareness

128

Lerner Center Current Offerings

• Certificate Program• Symposium• Funding Faculty Research

129

Revenue/Growth Opportunities• Accreditation of Certificate Program• Strategic Alliances

– Rutgers Alumni Program– External Organizations

• Conference Providers (I IR)• Pharmaceutical Associations (PDA, DIA)

Other Growth Areas• Commissioned Research Projects• Center Sponsorships

130

Academic Center Benchmarking

• Lerner Center• Pharmaceutical Related Academic Centers• Other Rutgers Centers• Best in Class Centers

131

Academic Center Benchmarking

• Lerner Center• Pharmaceutical Related Academic Centers• Other Rutgers Centers• Best in Class Centers

132

Other Pharmaceutical Academic Centers• Other Pharmaceutical Centers Benchmarked:

– Tufts Center for Study of Drug Development– MIT Sloan Center Program on Pharmaceutical Industry– University of California, Berkley, Center for Health Research– Penn University, Leonard Davis Institute of Health Economics

• Areas of Research Focus:– History of Centers and Programs– Organizational Structure of Centers– Mission of Centers– Funding Analysis– Research Focus of Centers– Publications and other Offerings

133

Sample Academic Center ProfileTufts Center for Study of Drug Development

• Founded in 1976• Staff of 17 employees• Focus on New Drug

Development• Offerings

– Continuing Education– Special Commissioned

Reports– Publications– Proprietary Data

• Financial Structure: Self Funded

Sources of Funding

56%22%

14%

8% Unrestricted Grants

Special CommissionedReports

Continuing Education

Publications

134

Other Academic Centers at Rutgers

1 funded Staff Administrator

None

Funds research on hot topics in Supply Chain.

Research supported by Rutgers staff and approximately 40 research fellows

Involved with several industry organizations, including APAX, to identify topics

Seminar series – 2 to 3 per month

Annual Supply Chain Certificate Program

2000

Center for Supply Chain Management

1 funded Staff AdministratorNo Salaried EmployeesNo Salaried EmployeesStaffed

NA$700,000$1,000,000Donation

Speakers and conferences on salient ethical issues of the day

Support for faculty research and publication on business ethics

Support for current and new courses in business ethics

Case competitions for students

Funds research on issues essential to sound management of technology and innovation

Faculty Research Support Award($7,500 maximum)

Faculty Merit Award($10,000)

Dissertation Research Award($2,500 maximum)

Provides additional resources based on needs

Seminars 4/yr - pastConferences – past

Funds research in financial services and participation in academic conferences.

Sponsors the Applied Portfolio Management Capstone MBA elective.

Brick-Whitcomb ($2,000)Working Paper Series

Research199919881986Founded

Prudential Business Ethics Center

Technology Management Research Center

Whitcomb Center for Research in Financial

Services

135

Pharmaceutical Management Program Benchmarking

• Structure of Programs• Focus of Curriculum• Unique Offerings

136

Pharmaceutical Management Education Competitive Offerings (Program Concentrations)

Seton HallJ oint majors (Pharmaceutical + Healthcare)

NC StateJoint majors (Microbial Biotechnology + MBA)

Uni. Of California at BerkeleyHealth Management

FDUHealth Systems Management

Duke, Seton Hall, U PennHealth care/sector Management

Stevens TechPharmaceutical Technology

St. J oseph'sPharmaceutical Marketing

Uni. Of Colorado, St. J oseph's, Seton Hall, FDUPharmaceutical Management

137

U. of Penn

Drexel

U. Of Colorado

Seton Hall

NC State

U. C. Berkeley

FDU

Duke

Stevens Tech

St. Joseph

OnlineIn classWeekendEveningDay Off campus

Oncampus

CertificateMBA

Lecture formatScheduleLocationProgramSchool

Pharmaceutical Management Education Available Program Options

138

Next Steps

• Continued project review meetings with Dr. Hassan

• Finalize Research and Analysis• Development of Lerner Center Strategic

Business Plan

139

Questions/Feedback/Suggestions?

140

6.2 Mid Project Presentation

May 2, 2006

141

Lerner Center Strategic Planning Project: End of Semester One – Status Update

Interfunctional Business Consulting GroupLerner Center Project Steering Committee

May 2nd, 2006

142

Interfunctional Consulting Team• Rutgers MBA students performing

Management Consulting Project– Selected for Lerner Center project based

upon backgrounds and academic focuses• Project Goal: Develop Lerner Center

– Establish presence as a premier academic center in Pharmaceutical Management

143

Interfunctional Project Team• Project Sponsors

– Howard D. Tuckman, PhD, Dean, Rutgers Business School, Newark and New Brunswick– Mahmud Hassan, PhD, Director, The Blanche and I rwin Lerner Center– Ingrid Castillo, Administrative Assistant, The Blanche and I rwin Lerner Center

• Core Project Team– Yining Qi, Project Manager, BD– Karl Wagner, Global Quality Assurance, Novartis Consumer Health OTC– Ajit Nimbvikar, IT Manager, Sudler and Hennesey– Brian Tesseyman, Investment and Portfolio Analyst, Quadrant Capital– Winnie Lee, Reinsurance Consultant, MetLife– Tom Stoltzfus, Lead Business Systems Integration Analyst, Honeywell International– Charles Gelb, Analytical Chemist, Xenobiotic Labs– Nick Lim, Senior Financial Analyst, Novartis Pharmaceuticals

• Program Office– Paul Belliveau, Director, MBA Team Consulting Program, Rutgers Business School– Steve Moccio, Team Advisor, MBA Team Consulting Program, Rutgers Business School

144

Scope of Project

• Assess current position of Lerner Center • Benchmark other Academic Centers• Benchmark other Pharmaceutical

Management Programs• Develop Strategic Business Plan to grow

Lerner Center funding and awareness

145

Lerner Center Current Offerings

• Certificate Program• Annual Symposium• Seminar Series• Funding Faculty Research

146

Revenue/Growth Opportunities• Accreditation of Certificate Programs• Strategic Alliances

– Rutgers Alumni Program– External Organizations

• Conference Providers (I IR)• Pharmaceutical Associations (PDA, DIA)

Other Growth Areas• Commissioned Research Projects• Center Sponsorships • Web Site Development

147

Academic Center Benchmarking

• Lerner Center• Pharmaceutical Related Academic Centers• Other Rutgers Centers• Best in Class Centers

148

Academic Center ProfileBlanche and Irwin Lerner Center

• Founded in 2004• Focus on Pharmaceutical Management Studies• Offerings

– Certificate Programs– Annual Symposium– Funding Faculty Research

• Financial Structure: – Endowment – Rutgers Assistance

Lerner Center Position

149

Other Pharmaceutical Academic Centers• Other Pharmaceutical Centers Benchmarked:

– Tufts Center for Study of Drug Development– MIT Sloan Center Program on Pharmaceutical Industry– University of California, Berkley, Center for Health Research– Penn University, Leonard Davis Institute of Health Economics

• Areas of Research Focus:– History of Centers and Programs– Organizational Structure of Centers– Mission of Centers– Funding Analysis– Research Focus of Centers– Publications and other Offerings

150

Sample Academic Center ProfileTufts Center for Study of Drug Development

• Founded in 1976• Staff of 17 employees• Focus on New Drug

Development• Offerings

– Continuing Education– Special Commissioned

Reports– Publications– Proprietary Data

• Financial Structure: Self Funded

Sources of Funding

56%22%

14%

8% Unrestricted Grants

Special CommissionedReports

Continuing Education

Publications

151

Other Academic Centers at Rutgers

1 funded Staff Administrator

None

Funds research on hot topics in Supply Chain.

Research supported by Rutgers staff and approximately 40 research fellows

Involved with several industry organizations, including APAX, to identify topics

Seminar series – 2 to 3 per month

Annual Supply Chain Certificate Program

2000

Center for Supply Chain Management

1 funded Staff AdministratorNo Salaried EmployeesNo Salaried EmployeesStaffed

NA$700,000$1,000,000Donation

Speakers and conferences on salient ethical issues of the day

Support for faculty research and publication on business ethics

Support for current and new courses in business ethics

Case competitions for students

Funds research on issues essential to sound management of technology and innovation

Faculty Research Support Award($7,500 maximum)

Faculty Merit Award($10,000)

Dissertation Research Award($2,500 maximum)

Provides additional resources based on needs

Seminars 4/yr - pastConferences – past

Funds research in financial services and participation in academic conferences.

Sponsors the Applied Portfolio Management Capstone MBA elective.

Brick-Whitcomb ($2,000)Working Paper Series

Research199919881986Founded

Prudential Business Ethics Center

Technology Management Research Center

Whitcomb Center for Research in Financial

Services

152

Pharmaceutical Management Program Benchmarking

• Structure of Programs• Focus of Curriculum• Unique Offerings

153

Pharmaceutical Management EducationEducational Trends:

– Program Types• Full credit MBA program (Executive and Regular)• Certification programs for Executives• J oint programs (University alliances)

– Schedules• Full Time• Part Time (evenings)• Part Time (weekend only)

– Locations• On Campus• Off Campus (International)• Corporate Campus

154

Pharmaceutical Management EducationEducational Trends (continued):

– Instruction Formats• Classroom• On-line

– Credits Required to Graduate• 47 to 60

– Course Selection• Core courses plus electives (cross-departmental)• Mini-courses with broader selections of electives

– Program Focus• Pharmaceutical Management• Pharmaceutical Marketing• Pharmaceutical Technology• Health Management• Health System Management• Biotechnology

155

Pharmaceutical Management Education Competitive Offerings (Program Concentrations)

Seton HallJ oint majors (Pharmaceutical + Healthcare)

NC StateJ oint majors (Microbial Biotechnology + MBA)

Uni. Of California at BerkeleyHealth Management

FDUHealth Systems Management

Duke, Seton Hall, U PennHealth care/sector Management

Stevens TechPharmaceutical Technology

St. J oseph'sPharmaceutical Marketing

Uni. Of Colorado, St. J oseph's, Seton Hall, FDUPharmaceutical Management

156

U. of Penn

Drexel

U. Of Colorado

Seton Hall

NC State

U. C. Berkeley

FDU

Duke

Stevens TechSt. J oseph

OnlineIn class

WeekendEveningDay Off campus

Oncampus

CertificateMBALecture formatScheduleLocationProgramSchool

Pharmaceutical Management Education Available Program Options

157

• Other area schools with better pharmaceutical program

• Higher demand from pharmacompanies• The short courses may attract students who like to complete courses on weekend and take more courses

• Focus on technology rather than on Pharma management or marketing

• Concentration in Pharmaceutical Technology management• Close proximity with pharmahub in NJ• Options for MS and MBA

Howe School of Technology Management –Stevens Tech., New Jersey

• Competition from other big schools in the same area• May not get high quality faculty for all programs

• Can extend its corporate program for more corporations

• Program pharma industry focused, lacks research focus

• Multiple options – on-site, corporate, executive, online• Classes on week ends• Close proximity with local pharma industry

Drexel

• Relatively new program compared with other schools in the area• Only one location, may not be convenient for all students• Prospective students may look for high profile programs• More schools may offer the similar program.

• Economic recovery may increase demand• Higher demand from pharmacompanies

• Small school• Focus on healthcare• Relatively new program

• Located in Central NJ, close to many pharmaceutical companies• Multiple concentrations, Healthcare and Pharmaceutical• Relatively short MBA program, 42 credits • Collaboration with Healthcare Admin organization

Seton Hall

• Competition from other big name schools in this area• Prospective students may look for high profile programs

• Economic recovery may increase demand• International program• Higher demand from pharmacompanies

• Small school• No on-line courses• Programs not well-recognized

• Close proximity to local Pharmacompanies• Partnership with Pharmacompanies and foreign universities• Flexible program schedule

FDU

• Competition from other schools in this area• Competition from remote schools that offer on-line courses• Prospective students may switch to certificate programs

• Higher demand from pharmacompanies• Economic recovery may increase demand• International program• Partnership with other universities (West Coast, etc.)

• Limited electives• No on-line classes• Day-time classes for Pharma MBA

• Close proximity to local Pharmacompanies• Financially stable• Supported by Pharma companies• Off-campus program• Widely recognized program

Rutgers

ThreatsOpportunitiesWeaknessesStrengthsSchool

SWOT Analysis

158

SWOT Analysis

• Other schools in the area with better reputation may hurt its chances to attract top talent

• Opportunity to attract executives from research triangle

• Focus on biotech research, legal and regulatory environment issues, not much offering for Pharma marketing

• Biotechnology + Pharmaceutical concentration• Joint Masters of Microbial Biotechnology and MBA• Presence near research triangle

North Carolina State

• Joint program is designed for traveling executives, but others may not need it• Length of program may be too long for part-time students.

• No schools in the area offer as strong Pharma//Healthcare MBA programs• Opportunity to leverage reputation of both partners (U. of Cal and Columbia)• Can extend partnership to universities in other geographies

• Focus on public health and health management, not much on pharmaside• MBA + MPH – needs 81 credits

• Close proximity to local biotech and healthcare companies• Proximity with local biotech and pharma companies• Association with research centers• Joint program with Columbia University• Specialization in Health Management• MBA and MPH – Masters in Public Health • Extensive course offerings, 34 electives offered

University of California at Berkeley

• Lack enough student population in local region. • Online classes are now being offered by many schools.

• May fit needs of people who can’t attend class regularly• Higher demand from pharmacompanies

• No close ties with pharmacompanies• Insufficient communication among students and faculties

• Distance learning program (online)• Variety of electives• Online courses allow students to take them at their pace

University of Colorado

• Competition from other big schools in the area which offer the similar programs• Need time to build a reputation

• Higher demand from pharmacompanies• Short courses may attract students who like to complete courses on weekend and take more courses

• Small school• Program not highly reputed

• Short courses to allow student complete courses on weekends• Opportunity to take more courses on different subjects• Less credits required to complete the program • On-line Executive MBA program – Pharma Marketing

Saint Joseph's University

ThreatsOpportunitiesWeaknessesStrengthsSchool

159

Pharmaceutical Management EducationUnique Offerings – University of Colorado

– Four courses per semester– Learning done through combination of on-

campus and online instruction• Each course introduced during on-campus portion and

continues through computer-based instruction through completion

– Total of thirty days on campus are required over the course of the entire program

– Students are required to travel to the campus every six months

– The entire program lasts twenty five months

160

Pharmaceutical Management EducationUnique Offerings – Saint Joseph’s University

– Total of thirty six courses in various pharmaceutical business modules

– Each course lasts two days– Courses are offered in a Friday/Saturday

Executive MBA format– All courses are 1.3 credits, with the

exception of the 2 credit capstone class, for a total of 47.5 credits

161

Pharmaceutical Management EducationUnique Offerings – Drexel University

– Curriculum designed after extensive consultation with J ohnson and J ohnson

– Most of the curriculum (16 of the 20 courses) is conveyed online

– Remaining courses taught in three face to face, six day residency sessions which take place at the beginning, middle, and end of the program

– Selected groups of students take the same sequence of courses

– Courses offered at various corporate locations around Philadelphia

– MD/MBA dual degree program with Drexel College of Medicine for physicians – focus on medical practices, hospitals, and health care management

162

Project ScheduleJan JuneMay AugustJuly

• Team Formation• Initial Client Meeting• Problem Definition• Solution Brainstorming• Initial Research

AprilMarchFeb

Letter ofEngagement Development

Funding Solution Research

Industry Trends and Competitor Research

Board of AdvisorsPresentationDevelopment

Final PresentationDevelopment

Formatted Benchmark Data and Strategic Business Plan Development

Analysis of Research andRecommendation Formation

Activities leading totangible deliverable

Research and administrative activities

163

Next Steps

• Continued project review meetings with Steering Committee

• Finalize Research and Analysis• Development of Lerner Center Strategic

Business Plan

164

Questions or Suggestions?

165

6.3 Presentation to Pharmaceutical Management Advisors

July 10, 2006

166

Benchmarking and Research on Pharmaceutical MBA Programs

Rutgers Business School MBA InterfunctionalManagement Consulting Team

July 10, 2006

167

Benchmarking and Research on Pharmaceutical MBA Programs

• Objectives of Research:– Research comparable pharmaceutical M.B.A. programs offered at other

academic institutions in the United States– Identify opportunities to enhance RBS’s Pharmaceutical M.B.A. program

• Focus of Research:– Pharmaceutical educational attributes

• Program types• Program locations• Class schedules• Instructional formats

– Competitive offerings from other institutions• Unique features of various programs • Core requirements and elective courses• Program faculty

– SWOT analysis on various programs– Students survey design

• Team’s Recommendations

168

Pharmaceutical Management EducationAttributes:

– Program Types• Full credit MBA program (Executive and Traditional) – 92%• Certification programs for Executives – 42%• Joint majors – 17%

– Schedules• Full Time – 83%• Part Time (evenings) – 75%• Part Time (weekend only) – 50%

– Locations• On Campus – 100%• Off Campus (International) – 58%• Corporate Campus – 8%

169

Pharmaceutical Management EducationAttributes (continued):

– Instruction Formats• Classroom – 100%• On-line – 33%

– Credits Required to Graduate• 36 to 60

– Course Selection• Core courses plus electives (cross-departmental)• Mini-courses with broader selections of electives

– Program Focus• Pharmaceutical Management• Pharmaceutical Business• Pharmaceutical Marketing• Pharmaceutical Technology• Health Management• Health System Management• Biotechnology

170

Pharmaceutical Management EducationCompetitive Offerings (Program Concentrations)

University of the Sciences in PhiladelphiaPharmaceutical Business

Seton HallJoint majors (Pharmaceutical + Healthcare)

NC StateJoint majors

– Microbial Biotechnology + MBA– Biotech-Pharmaceutical Management

University Of California at BerkeleyHealth Management

FDUHealth Systems Management

Duke, Seton Hall, U PennHealth care/sector Management

Stevens TechPharmaceutical Technology

St. Joseph'sPharmaceutical Marketing

University Of Colorado, St. Joseph's, Seton Hall, FDUPharmaceutical Management

171

U. S. P.

U Penn

*Drexel

Uni. Of Colorado

Seton Hall

NC State

U. C. Berkeley

FDU

Duke

Stevens TechSt. J oseph

OnlineIn classWeekendEveningDay Off campus

Oncampus

CertificateMBALecture formatScheduleLocationProgramSchool

Pharmaceutical Management EducationAvailable Program Options

* Offers program at Corporate campus

172

• Other area schools with recognized pharmaceutical program

• Higher demand from pharmacompanies• The short courses may attract students who like to complete courses on weekend and take more courses

• Focus on Pharma technology rather than on Pharma management or marketing

• Concentration in Pharmaceutical Technology management• Proximity with pharma hub in NJ• Options for MS and MBA

Howe School of Technology Management –Stevens Tech., New Jersey

• Competition from other big schools in the same area• May not get high quality faculty for all programs

• Can extend its corporate program for more corporations

• Program pharma industry focused, lacks research focus

• Multiple options – on-site, corporate, executive, online• Classes on week ends• Proximity with pharma industry

Drexel

• Relatively new program compared with other schools in the area• Only one location, may not be convenient for all students• Prospective students may look for high profile programs• More schools may offer the similar program.

• Economic recovery may increase demand• Higher demand from pharmacompanies

• Small school• Focus on healthcare• Relatively new program

• Located in Central NJ, close to many pharmaceutical companies• Multiple concentrations, Healthcare and Pharmaceutical• Relatively short MBA program, 42 credits • Collaboration between Pharmaceutical and Healthcare Admin organizations

Seton Hall

• Competition from other big name schools in this area• Prospective students may look for high profile programs

• Economic recovery may increase demand• International program• Higher demand from pharmacompanies

• Small school• Programs not well-recognized

• Proximity to Pharma companies• Partnership with Pharmacompanies and foreign universities• Flexible program schedule

FDU

• Competition from other schools in this area• Competition from remote schools that offer on-line courses• Prospective students may switch to certificate programs

• Higher demand from pharmacompanies• Economic recovery may increase demand• International program• Partnership with other universities (West Coast, etc.)• Leverage competence in supply chain management

• Limited electives• Day-time classes for Pharma MBA

• Proximity to Pharma companies• Program assisted by multiple Pharma companies• Off-campus program• Widely recognized program

Rutgers

ThreatsOpportunitiesWeaknessesStrengthsSchool

SWOT Analysis

173

SWOT Analysis

• Other schools in the area with better reputation may hurt its chances to attract top talent

• Opportunity to attract executives from research triangle

• Focus on biotech research, legal and regulatory environment issues, not much offering for Pharma marketing

• Biotechnology + Pharmaceutical concentration• Joint Masters of Microbial Biotechnology and MBA• Presence near research triangle

North Carolina State

• Joint program is designed for traveling executives, but others may not need it• Length of program may be too long for part-time students.

• No schools in the area offer as strong Pharma//Healthcare MBA programs• Opportunity to leverage reputation of both partners (U. of Cal and Columbia)• Can extend partnership to universities in other geographies

• Focus on public health and health management, not much on pharmaside• MBA + MPH – needs 81 credits

• Close proximity to local biotech and healthcare companies• Proximity with local biotech and pharma companies• Association with research centers• Joint program with Columbia University• Specialization in Health Management• MBA and MPH – Masters in Public Health • Extensive course offerings, 34 electives offered

University of California at Berkeley

• Lack enough student population in local region. • Online classes are now being offered by many schools.

• May fit needs of people who can’t attend class regularly• Higher demand from pharmacompanies

• No close ties with pharmacompanies• Insufficient communication among students and faculties

• Distance learning program (online)• Variety of electives• Online courses allow students to take them at their pace

University of Colorado

• Competition from other big schools in the area which offer the similar programs• Need time to build a reputation

• Higher demand from pharmacompanies• Short courses may attract students who like to complete courses on weekend and take more courses

• Small school• Program not highly reputed

• Short courses to allow student complete courses on weekends• Opportunity to take more courses on different subjects• Less credits required to complete the program • On-line Executive MBA program – Pharma Marketing

Saint Joseph's University

ThreatsOpportunitiesWeaknessesStrengthsSchool

174

Pharmaceutical Management EducationUnique Offerings – University of Colorado

– A total of 16 courses, 12 courses are in Health Administration, the rest fours are in Pharmaceutical Management.

– Four courses per semester– Learning via combination of on-campus and online instructions

• Course introduction at an on-campus session and continuation through computer-based instructions

– A total of 30 days on campus required over the course of the entire program

– Students required to travel to the campus every six months– Program duration - 25 months

175

Pharmaceutical Management EducationUnique Offerings – Saint Joseph’s University

– 36 courses in various pharmaceutical business modules– Each course taught over two days– Courses offered in a Friday/Saturday Executive MBA

format– All courses - 1.3 credits, Capstone class - 2 credit, for a total

of 47.5 credits for the program

176

Pharmaceutical Management EducationUnique Offerings – Drexel University

– Curriculum co-designed with Johnson and Johnson– Majority of the curriculum (16 out of the 20 courses) conveyed

online– Remaining courses taught in three face to face, six day residency

sessions, at the beginning, middle, and end of the program– Selected groups of students take the same sequence of courses– Courses offered at various corporate locations around

Philadelphia– MD/MBA dual degree program with Drexel College of Medicine

for physicians – focus on medical practices, hospitals, and health care management

177

Pharmaceutical Management EducationUnique Offerings – University of the Sciences in

Philadelphia– Online MBA - 36-credit program

• 16 of the 19 courses delivered on-line (five-week courses)• Three courses at executive conference facilities

– Traditional MBA – Full or Part-time program (56 credit program)• USP Multi-discipline Strategic Management class, a three semesters course• For MSM I & II – Students:

– create a fictitious pharmaceutical company (FPC), learn to operate this company in the real world

– address management, personnel, financing and strategic issues– present case study to a panel of professors

• For MSM III – Students:– complete a research project assigned by a major pharmaceutical company– present these findings to the organization, follow up on their recommended course

of action, and discuss the results of their recommended strategy

178

Student Survey Design– Objective:

• Obtain feedback from current and prospective RBS students about the program’s (Pharmaceutical Management Program) features and options that would fit into their needs and be more attractive to them

– Focus of Survey questionnaire:• Reasons for attending the Rutgers Business School• Educational topics that would be of interest to students in the Pharmaceutical

Management Program• Importance of program’s features to students

– Campus location that is convenient to students– A broad selection of electives – Availability of online courses – Flexibility of course schedules– Program quality

– Next Steps:• Distribution of survey to current and prospective RBS students• Analysis of results by the program director

179

Team’s findings and Recommendations• Establish strategic partnerships with pharmaceutical

companies to bring real world experience into classrooms – adds value to the Pharma MBA program

• Leverage University’s reputation with a Pharma MBA curriculum to attract prospective students

• Providing convenient program locations and flexible schedules increases the value of the program

• Online courses may meet needs of potential students, especially executives and senior management personnel

• Marketing the unique features of a program in order to gain competitive advantage

180

Q & A

181

6.4 Final Presentation

July 10, 2006

182

74

183

Interfunctional Consulting Team• Rutgers MBA students performing

Management Consulting Project– Selected for Lerner Center project based

upon backgrounds and academic focuses• Project Goal: Develop Lerner Center

– Establish presence as a premier academic center in Pharmaceutical Management

184

Interfunctional Project Team• Project Sponsors

– Howard D. Tuckman, PhD, Dean, Rutgers Business School, Newark and New Brunswick– Mahmud Hassan, PhD, Director, The Blanche and I rwin Lerner Center– Ingrid Castillo, Administrative Assistant, The Blanche and I rwin Lerner Center

• Core Project Team– Yining Qi, Project Manager, BD– Karl Wagner, Global Quality Assurance, Novartis Consumer Health OTC– Ajit Nimbvikar, IT Manager, Sudler and Hennesey– Brian Tesseyman, Investment and Portfolio Analyst, Quadrant Capital– Winnie Lee, Reinsurance Consultant, MetLife– Tom Stoltzfus, Human Capital Management IT Manager, Honeywell International– Charles Gelb, Analytical Chemist, Xenobiotic Labs– Nick Lim, Senior Financial Analyst, Novartis Pharmaceuticals

• Program Office– Paul Belliveau, Director, MBA Team Consulting Program, Rutgers Business School– Steve Moccio, Team Advisor, MBA Team Consulting Program, Rutgers Business School

185

Scope of Project

• Assess current position of Lerner Center • Benchmark other Academic Centers• Develop Strategic Business Plan to grow

Lerner Center funding and awareness• Benchmark other Pharmaceutical

Management Programs

186

Interfunctional Report Format• Lerner Center Strategic Business Plan

– Summary– Organization– Milestones– Marketing Plan– Strategy– Financial Analysis

• Team Events• Implementation Plan• Benchmarking Study of Pharmaceutical MBA

programs

187

Strategic Business PlanSummary

• Business Concept• Current Situation• Key Success Factors• Financial/Administrative Needs

188

Strategic Business PlanOrganization

• Vision• Mission• Organizational Model• Services Offered• Strategic Alliances• Key Personnel• Facilities

189

Strategic Business PlanMilestones

2008Become self-funded through expanded offerings and utilization

2007 Increase services to include in-house training programs and the administration of special commissioned reports

2007, revisit 2009Develop a more aggressive marketing plan

2007 Hire additional administration/marketing/public relations staff

When deemed necessaryObtain a larger building space

2007Build strategic alliances to increase reach and promotional response

2006 EndObtain accreditation for current programs

2006Exploit its industry and academic connections to help grow awareness in the community and industry

2006Develop a strategic business plan

AchievedEstablish a training program for industry professionals

Target DateObjective

190

Strategic Business PlanMarketing Plan

• Goals• SWOT Analysis• Market Analysis

191

Marketing Plan:Goals

• Develop Identity as Premier Academic Center

• Expand Revenue Base• Increase Industry Awareness of Center

192

Marketing Plan:SWOT Analysis

• Strengths– Location, Qualified Faculty, Industry Affiliation

• Weaknesses– Limited Exposure, Budget Constraints

• Opportunities– Program Enhancement, Strategic Alliances, New

Offerings• Threats

– Pharmaceutical Industry Trends, Competition

193

Marketing Plan:Market Analysis

• Benchmarking• Target Market• Competitive Landscape

194

Market Analysis:Benchmarking

• Strong commitment from individuals to the center

• Financial plan basis for revenue generation• Commitment to academics and industry

advancement• Establishing corporate and industry

relationships• Gathering, analyzing, and disseminating

unique information

195

Market Analysis:Target Market

• Industry Personnel– Professionals seeking management roles

• Corporate Executives– Managers looking to exploit current trends

and exchange ideas through peer network• Rutgers Alumni

– Familiar with quality of Rutgers programs

196

Market Analysis:Competitive Landscape

• Other Academic Centers• Pharma Industry Associations• Conference Providers• Research Centers

197

Future Strategies

• Improving Current Offerings• Establishing New Strategic Alliances• Developing New Products

198

Future Strategies:Improving Current Offerings

• Certificate Program• Symposia• Website Development

199

Future Strategies:Establishing New Strategic Alliances

• Student Advisory Board• Rutgers MBA Association of Marketing

Strategy• Third Party Pharmaceutical Related

Organizations• Sponsorships• Board Member Affiliations

200

Future Strategies:Developing New Products

• Special Commission Reports• Proprietary Database• Publications

201

Strategic Business PlanFinancial Analysis

• Current Financial Position• Financial Strategy• Potential Revenue Sources

202

Financial Analysis:Break-Even Analysis

Break Even Analysis

$-$5,000.00

$10,000.00$15,000.00$20,000.00$25,000.00$30,000.00$35,000.00$40,000.00$45,000.00$50,000.00

1 4 7 10 13 16 19 22 25 28 31

Attendees

Dol

lars

$ Fixed CostTotal CostTotal Revenue

203

Financial Analysis:Potential Revenue Sources

• Marketing of continuing education courses• Symposia• Commissioned Research Projects• Center Sponsorships – Value Proposition• Accreditation of Certificate Programs• Strategic Alliances

– Rutgers Alumni Program– External Organizations

• Conference Providers• Pharmaceutical Associations

204

Team Events:Dead Ends

• Center for Management Development Program Affiliation– Professional Development Certificate– Pharmaceutical Mini MBA Certificate

205

Team Events:Successful Activities

• Initiation of Alliance with PTI• Marketing Club Engaged• Benchmarking Academic Centers• Benchmarking Pharma MBA Programs• Auditing Lerner Center Offerings• Potential Accreditation

206

Team Events:Further Analysis Needed

• Supply Chain Management Center Affiliation

• Student Survey• Alumni Network• Execution on Commitments from Board

Members• Website Development• Case Studies• J ournals

207

Implementation Plan

• Presents findings in a clear and concise manner

• Reiterates the recommended strategies

• Outlines tactics needed to implement the plan

208

Project ScheduleJan JuneMay AugustJuly

• Team Formation• Initial Client Meeting• Problem Definition• Solution Brainstorming• Initial Research

AprilMarchFeb

Letter ofEngagement Development

Funding Solution Research

Industry Trends and Competitor Research

Board of AdvisorsPresentationDevelopment

Final PresentationDevelopment

Formatted Benchmark Data and Strategic Business Plan Development

Analysis of Research andRecommendation Formation

Activities leading totangible deliverable

Research and administrative activities

209

Questions?

210

211