Pharma Market Research Report Dec 2013


Published on

9th annual predictions issue in which various pharma MR leaders prognosticate about industry trends in 2014 and beyond

Published in: Health & Medicine, Business
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Pharma Market Research Report Dec 2013

  1. 1. December 2013 Pharma Market Research Report The world's only pharma market research publication, from the publisher of: Research Business Report Research Conference Report Research Department Report Welcome to our 9th Annual Predictions Issue Bob Lederer, PMR2 Editor and Publisher This year-ending PMR2 has the great contributors we expect and a wider array of pharmaceutical, biotech and healthcare MR predictions and comments than ever before. Thank you, all! There’s no question that this segment of the MR industry clearly sees many potential tasks before them. Based on what appears in these eight pages, there is no doubt that MR departments inside biopharma and healthcare operations will have all the tools and techniques needed to succeed. Brian Attig, Ph.D., Principal HealthCare.insight Is there something to be learned from the rocky rollout of the website and continuing issues with the Affordable Care Act (ACA) that could be instructive for us in healthcare MR? And beyond the IT implementation issues, does the policy behind the ACA point to any new opportunities for healthcare marketing research practitioners? I think so. While the case is an extreme (albeit high-profile) example, this story offers an instructive reminder for our industry about what can go wrong with formalized procurement. It shows problems if processes are too rigidly adhered to, if there is insufficient continuing oversight of vendors, not to mention examples of vendor management by individuals who lack the full experience to adequately assess vendor offerings. Competition run by vendor procurement can be a good thing when well applied. One upshot of the ACA has been the creation of Accountable Care Organizations (ACOs) – networks of healthcare providers and hospitals organized toward a goal of better coordinated patient care. In theory, the new ACOs should result in better aggregate patient outcomes as well as reduced overall costs. It will become increasingly incumbent on manufacturers to catalyze cross-functional teams (composed of R&D, Commercial, Payer Access/Pricing, Regulatory, Medical Affairs, HEOC and Risk Assessment) to push critical consideration of a pipeline product’s “value proposition” earlier in the developmental process – back to Phase II when strategic actions can still be planned (like designing outcomes trials), rather than the traditional handoff from R&D to Commercial at Phase III. There are a number of consultative approaches to help manufacturers facilitate these kinds of internal discussions (Translational Medicine is one). Important for us MR types to understand is that our work can play a contributory role to these strategy discussions as they require a blend of primary and secondary research among other inputs. The challenge to us in the MR industry is to find ways to step to the fore to help affect these discussions because it will help promote the long-term relevance of the marketing research business function. Adam Bianchi, Chief Operating Officer Cutting Edge Information, Inc. Cross-Functional Integration: Market research and related functions have faced as much change as any other corporate group in the last 10 years. That rapid evolution will continue as the industry continues to adjust to rapidly changing marketplace conditions. In 2014, we expect to see almost every department seek greater decision-making support. Some will do so formally with budgetary support. Others will ask to be “part of the conversation” in a less formal way. Regardless, these internal stakehold- Follow the RBDRChannel on YouTube and @RBDRfromRFL daily for the latest MR news
  2. 2. PHARMA MARKET RESEARCH REPORT ers can help market research teams communicate their value to the organization. Big Data in Support of Commercial Teams: The buzzword of the year is starting to pay off. Big Data has become a powerful tool for payer liaison teams to communicate clinical effectiveness and health outcomes. In 2014, new tools and applications designed to meet core marketing goals will provide deeper insights into patient adherence, physician preferences, competitive positioning and campaign effectiveness. Expect Big Data to provide a more proactive view of potential opportunities and threats in addition to analyzing the challenges you already know about. Comprehensive Product Lifecycle Support: Product and portfolio strategies have become more complex, often reflecting the new “niche blockbuster” paradigm. Look for market research’s decision support insights to be more formally incorporated across product development, commercialization and lifecycle management. These additions will include a wider set of activities, from analysis of unmet medical needs to key opinion leader identification to regional marketing differentiation to revenue defense to the chessboard of portfolio planning, and many steps in between. Vincent DeRobertis, Senior Vice President, Global Healthcare Research Now 2 I foresee a shift where healthcare firms leverage assets to build wider and deeper relationships with patients and HC professionals. I also think mobile technology will play an increasing role in how constituencies are engaged in 2014 and beyond. Healthcare companies want to use their existing customer databases along with panels, social media and other behavioral data to gain a better understanding of the voice of the customer and the voice of the market. Mobile and behavioral capabilities will take insights to a new level. Furthermore, I see new methodologies (i.e., mobile research) taking the lead in patient journeys, ethnographies and diaries. The convenience of the mobile device makes it so much easier to engage with consumers. Mobile is one of the key drivers in the future of market research; these devices are unique to an individual, provide additional data without user involvement and are with us 24/7. PHARMA MARKET RESEARCH REPORT Longer term engagement will be possible – and the healthcare market researcher will get more consistent data and develop a closer tie between the patient and drug, device, or other medical-related service. Justin Edge, Managing Director, North American Health GfK Each year we pump out prognostications, but this year feels different. Change has arrived and it has settled in for a nice long stay. Industry veterans reminisce wistfully about the good old times, yet we ind ourselves in the middle of an analytics and data revolution. This should be a golden age for MR, as long as we can re-invent ourselves. • It’s not (just) about statistical techniques, it’s about storytelling and guiding smart management decisions. • We need to get out and learn from other industries. Believe me, financial services, CPG and high tech can teach health marketers a thing or two about stakeholder engagement, white space innovation and changing distribution models. • We all know how technology has changed what we do and how we do it. But there’s more to be done. Mobile measurement, passive metering and digital ethnographies are powerful in themselves, but even more so when twinned with traditional approaches. Imagine amping up patient journeys with passive observation of online behavior. • Let’s look into integrating data streams instead of an all-out embrace of surveys. Embrace “Biggish Data”, even if you’re a little perplexed by Big Data. Exploit behavioral, HEOR, media consumption and survey data for consumers and professionals. Stack it up, link it together and spot the patterns. • Solve tomorrow’s problems, not those of yesteryear. MDD manufacturers and bio-pharmacos are increasingly focused on market access, CRM, user experience and spurring growth in a digital “wild west.” • Solve problems in tomorrow’s hot markets. It’s time to get beyond our traditional US+Big 5 EU mentality. BRICS and MISTs are post-emerging markets; in fact, some are rapidly maturing. • Excellence still matters, but it’s defined differently. Delivering great insights in a compelling way is still pretty important, but excellence also manifests in how we manage preferred supplier relationships, how we comply with AE monitoring, how we train our people and how we treat each other. Lisa Fox, Vice President Adelphi Research The U.S. healthcare system, as we have traditionally known it, no longer exists. From healthcare delivery to pharmaceuticals to reimbursement, the environment continues to change – rapidly – with a future that remains largely in flux. Clearly, much of the change we are witnessing is exceptionally positive. No one can debate the value of having new and effective therapies to treat once intractable conditions. And the recognition that coordinated, quality focused care is not an option but a necessity, is long overdue. A key obstacle to this evolution, however, is that the change is outpacing the industry’s ability to harness it. Even for the insured, the expense associated with many lifesaving therapies remains too much to bear. And a new coverage gap is emerging as millions of America’s poorest citizens, intended recipients via a planned Medicaid expansion, are neither eligible for coverage nor premium subsidies because their states rejected the tenets of expansion under PPACA. As pharmaceutical manufacturers reside at the center of this semi-controlled chaos, it would seem that they are tasked with the impossible in order to thrive in this new environment, not only riding the wave but somehow, shaping it. Pharma will be well served to embrace these evolving stakeholders, targeting not just the individual physician prescriber but the health system of which he or she is a part. Incorporate Payor Perspectives Earlier More evolved pharmacos will incorporate payor perspectives far earlier in the development process to ensure that what is considered clinically meaningful is aligned with payor perspectives of value. They will also recognize that emerging payors participating in the healthcare exchanges will further serve to fragment an already heterogeneous system. Pharmaceutical-sponsored value-adds may see an evolution from patient assistance programs (which payors and health professionals often deem either unnecessary or ineffective) to those that focus on innovative ways to bring the newly insured into the healthcare continuum. The new rules of engagement for pharma, quite simply, may be to discard many of the old rules and forge onward. Pharmaceutical market researchers are charged with the daunting task of foreseeing and understanding these changes, as well as shifting many of the paradigms under which we have operated for so many years. Physician sample composition will change, with the increasing influence of health systems on an individual practitioner’s decision making. Institutional segments, such as hospitals and clinics, will warrant re-definition based on the new parameters. The inclusion of stakeholders, such as payors, will shift from a ‘nice to have’ to a necessity throughout the market research continuum. Classic methodologies, such as chart pulls, will eventually become obsolete once the true data power of EMR is realized. Sherry Fox, President - North America The Planning Shop International As predicted last year, with the continued downsizing and re-organization by pharmaceutical companies, there is an ever-growing need for partnership among market research agencies so that they can deliver added-value. Those agencies who can identify and implement true synergies for a more robust client offering will see their businesses grow in the future. And this does not always mean reduced costs; clients are also looking for more strategic insights or ways to combine objectives so that a larger more expensive piece of research occurs, versus a series of small projects that will ultimately cost more. The trend towards mobile technology means that researchers must keep abreast not only of new developments in phone apps, iPad and website usability testing and digital technology in general, but also of the specific applications for eacheverything from on-site conference research to utilization of eye-tracking and biometrics for website testing. Finally, corporate market researchers will need to find ways to make themselves more valuable, not only through pursuing partnership strategies with agencies, but also keeping up with new technologies. More specifically, researchers on the client side should be looking to their agency partners for important sales and customer service skills that will help client researchers to more proactively and effectively service their internal customers (notably brand teams). We believe the key will be expanding their ability to provide true strategic insights and consultancy in order to develop successful brands. 3
  3. 3. PHARMA MARKET RESEARCH REPORT Kendall Gay, Vice President of Healthcare, Qualitative Team Leader MarketVision Research 4 A key component of the Patient Protection and Affordable Care Act (PPACA) is electronic medical records (Electronic Health Records, or EHR). Unfortunately, I'm not convinced that EHRs are paying off or will do so for some time. This important issue alone can and will revolutionize and improve healthcare overall. However, since EHR is more transactional and more tactical, it has been less noticed than the philosophical, political and economic debates surrounding "affordable care." There were and are significant economic incentives for medical practices to adopt EHR – some would say greenmail - however, they require business process knowledge and computer systems savvy that many practices simply don’t have. According to “The Physician's Foundation 2012 Survey of America's Physicians: Practice Patterns and Perspectives,” just over 50% of physicians run practices with 1 to 5 people. These small businesses often lack a dedicated business manager and formal management structure necessary to handle the task of establishing EHR within the practice. The survey shows over 60% of the 13,575 respondents (overall margin of error of 0.998%, standard deviation of 0.04%, confidence interval of 99%) say they would retire now if they had the means. That is a hugely telling prognostication about the American healthcare system, and when we think about these two factors we can see it hobbles the promise of EHR. So, the incentives and ultimately the benefits of EHR are not being fully realized by the healthcare system because the means by which “big” healthcare data would be created is struggling to get off the ground. Further compounding the logistical challenges is reluctance to participate in EHR. According to the Physician's Foundation survey, over 47% of doctors have significant concerns that EHR poses a risk to patient privacy. This indicates a fundamental inertia towards EHR, an organic challenge that further lessens the promise of Big Data. The next challenge with the “Big Data” inherent in EHR is access. In talking with a colleague, Tim O'Rourke of Healogix, the challenge we face in primary market research is that “to do Big Data, you need Big Data. The analytics are the easy part.” Tim points out an issue we all need to be thinking about, from industry to government. My final PHARMA MARKET RESEARCH REPORT point regarding access is a question: What entity will decide and will regulate who gets access and who does not? Another barrier is that the right mix of incentives and benefits have not been offered to small medical practices to induce them to comply with EHR. While the Medicare and Medicaid incentive programs offer eligible individual practitioners, eligible hospitals and critical access hospitals (CAHs) $44,000 (Medicare) and $63,750 (Medicaid), these payments are meted out over 5 years and 6 years, respectively. That does not come close to covering the entirety of costs required to migrate paper records to EHR. Beyond EHR software, there are numerous ancillary costs (e.g., staff time, consultant time, integration into existing internal and external information systems, network build-out and equipment, additional computer equipment requirements, data storage and security requirements, initial and ongoing training, service contracts and more). Again, these monies are available to individual practitioners and just over 50% of practices are 1-5 people. Who in these small practices will account for, manage and administrate the monies for all participating providers? What happens to the EHR data from HCPs within the practices who don’t accept Medicare or Medicaid patients? Now, compound this economic issue with the increasing migration of healthcare providers (HCPs) away from providing services to Medicare and Medicaid patients. We can see another "Big Data" gap emerging. How do we capture EHR data from those HCPs who decline to participate in Medicare and/or Medicaid? Beyond simple demographics, how do we compare and contrast these data sets to drive business? One thing I am less worried about is data security. There are sufficient security and encryption protocols to protect the data, though certainly new threats are always emerging. And, while there is some potential value to stealing such data, there is not nearly the economic incentive that there is in stealing bank and credit card data.   All of this may sound as if I'm pessimistic about EHR, but you would be wrong. EHR is long overdue. The issue is that EHR as a sociopolitical initiative has been foisted upon an industry without good consideration of all practical, logical and economic implications. Epidemiologically, EHR offers great value-add in more accurate, timely, efficient and consistent delivery of healthcare in more effective ways. We should aspire to that as a society. Todd Grossman, Managing Director Precise Media U.S If I have to pick one key prediction for the next year it would be that more people will look online for health information and seek to connect with others like them. The quality of content, growth in popularity of online patient communities and improved access through the use of mobile will enable patients and caregivers to access the information they need, when they want and where they want. Mike Kelly, Americas CEO Kantar Health The success or failure of the Affordable Care Act (ACA) will be the 2014 wild card. The ACA promises greater patient access and better care for patients; while “increased access” will be easy to measure, “better care” may be too abstract a metric to easily quantify. Increasing EMR data availability provided under the ACA will help provide a more holistic view of patient care.  However, since many of the inputs into individual electronic records are used to help determine eligibility and access, using these same data alone to measure improvements in patient outcomes may be more limiting. This complexity, combined with the growing need to monitor preventive care and patient choices unavailable in the EMR, will create an information gap that can only be filled with primary research. Well-designed primary research will provide manufacturers with a way to measure outcomes and to better understand how dramatic the changes of the ACA are on the healthcare landscape.  Regardless of how well the ACA meets its objectives of greater patient access and improved care, we can expect new information and measurements required to assess its success or failure to significantly advance our understanding of our own healthcare system. Harriet Kozak, U.S. President The Research Partnership The patient’s role in healthcare will continue to grow in importance in 2014. Pharma is now taking into much greater consideration the fact that, while physicians still write the script, the patient is now much more knowledgeable and educated about their disease and wants to take greater control of their treatment decisions. This is not a bad thing and that means that the pharma industry is now taking a much greater interest in learning about and hearing the voice of the ultimate customer. The economic downturn in the global economy and the aging population has put pressure on the healthcare industry to demonstrate greater value for money. Pharmaceutical companies are responding by seeking to add value with the creation of outcomes-based models such as Pfizer’s “Pill Plus” initiative. Technology has helped pharma to engage with and support patients over time, with the clear benefit of being able to influence behavior more directly. Many brands for treating chronic conditions now offer patient support tools such as educational and support websites, apps and other devices to help patients with taking their medication and improving their overall lifestyle. Our syndicated research findings reveal that patients who come to a joint decision about their treatment are more likely to be compliant and to successfully manage their condition. Pharma companies have an opportunity to affect outcomes for patients by understanding and intervening at critical points in the patient journey. In order to meet patients’ needs effectively, pharma companies need to have as much understanding of them as they do the physician prescribing the brand. Technology has helped us as market researchers to deliver greater patient insights. First it was online research. Now, mobile technology can immerse us in the patient’s world. Using intercept methods, we can find out exactly how patients are really acting and feeling, in the moment of the experience. We can be distant and yet there, which means market research can conduct a more “observational” style of research. We can also gather rich data, from pictures to audio diaries and videos through which patients are able to share the experience of living with their disease. The resulting output to our pharma industry is enhanced and enriched insights that incorporate the voice of the customer. 5
  4. 4. PHARMA MARKET RESEARCH REPORT Bob Leitman, Regional Vice President, Healthcare Toluna 2014 will be the beginning of a profound long-term change in the American healthcare system. Change will be slow and ongoing for many years. Some things are certain: More people will have health insurance, including prescription drug coverage. The nature of that coverage will vary, but on the whole, it will be deeper than it was before. As a result, the focus of decision-making will move from a small number of key players to a wider group. There are, as a result, new needs for survey research as we’ll need more insight on how decisions are being made about choice of health plans, choice of drugs, procedures, and devices, as well as the influence of out of pocket costs . Expect institutions and individuals to change directions over time. Researchers who can put these pieces together in an algorithm (that gives an accurate reading of the market at any point in time) and nimble in forecasting and adjusting that algorithm to ongoing changes in the market will be able to command a premium. Similarly, data collection companies that can access all of the relative groups that need to be surveyed, will be increasingly important. There is much to be learned from markets outside the United States. While health systems in many of these countries have been relatively stable, they will be subject to the same demographic pressures from an aging population and, therefore, will have to deal with cost pressures similar to those in the United States. In sum, healthcare will be a highly dynamic marketplace for the next decade and beyond, and it will test the best capabilities of us all. Rob Ramirez, SVP, Strategic Development Schlesinger Associates 6 Over several years, the industry has focused on identifying ideas that will provide ‘disruptive change.' When it comes to healthcare market research, that concept has typically led to tweaking or retooling research methodologies. Changing the partnership dynamic between endclients, insight firms and recruiting companies is PHARMA MARKET RESEARCH REPORT driving significant benefits to research stakeholders. Specifically, rethinking the procurement process to bring recruiting partners to the table earlier in the process is leading to what stakeholders feel is an improved research model. It is the efficiencies that this model can achieve that bring us nearer to the ‘Holy Grail’ of paradigms; faster moving projects, reduced costs, and increased quality of projects. We have seen a significant increase for end client satisfaction scores. These scores stay high and overall value metrics achieve levels that otherwise wouldn’t be possible. A single source data collection partner makes data integration a possibility. Following patients longitudinally across a treatment pathway or having access to mine all data across studies has been a key driver on the ability for the partnership to drive value. Manufacturers and Insight partners are also beginning to recognize that they need to address the real threat: the decline in the willingness of their customers to participate in research and therefore finding targets becoming increasingly challenging and costly. There is no questioning that rare and orphan diseases are a focus area for HC research and lower incidence populations relating to them can present additional recruiting challenges. When you overlay the current procurement structure that typically doesn’t involve direct or long-term interaction between research teams and recruiting partners, it becomes self-evident that model is unsustainable. Allowing recruitment companies to take a more strategic and collaborative approach to fulfilling the long-term recruitment needs is already countering these threats and challenges to ensure that clients and can continue have powerful conversations with their audiences. Breaking apart insight generation from recruiting will ultimately lead to strengthened partnerships between end clients, insight providers and recruiting partners. I believe that the opportunity for more minds contributing to core competences, from different perspectives and early in research planning is critical to better research performance in our rapidly-evolving research environment. Shirley Stoltenberg, Consultant Vivisum Partners In 2012 we started the Research (R)evolutions* initiative, whose core element has evolved into an annual Consortium where we conduct 30 minute, in-depth interviews with market research executives focused on three key topics: •Success Drivers •Innovation •Vision for the Future Our learnings, based on interactive dialogue with these market research professionals, lead us to make the following predictions for what we believe will be evolutionary (vs. revolutionary) change in the Pharma Market Research Industry in the coming year: • Innovation within the pharma market research profession will be represented by extending our reach. We won’t be just collecting insights using innovative methodology; we’ll be taking a more active role in facilitating implementation of innovative actions in response to those insights. Pharma market researchers will migrate from being problem identifiers and information gatherers to strategic interpreters and action identifiers, relying on their broader understanding of the customer groups (physicians, patients, payors, etc.) • More resources within pharma market research, both human and financial, will be dedicated to synthesizing multiple sources of both insights and data into actionable business plans for which ownership will be shared across a multidisciplinary team. We believe the role of the researcher on these teams will grow in significance as MR becomes more action-oriented in support of strategic decision-making. Through these evolutionary changes, we predict that pharmaceutical market researchers will gain increased respect within their companies as marketing strategists, informing and influencing actions that are taken throughout the organization in response to information and insights gathered and interpreted through increasingly complex and multi-faceted market research. Jean Patrick Tsang, Ph.D., MBA, President Bayser Consulting Specialty Pharma (SP) will exceed the $100 billion mark this year! It will be a well-needed oasis in our $320 billion prescription market relentlessly pummeled by generics. How long will the bonanza last? The question is a good one as SP flips the revenue model on its head: it's big money from a small number of people as opposed to small money from a big number of people. In one scenario, it's business as usual: Payors simply pay up huge tabs for a relatively small number of patients, which, by the way, keeps on growing as SP caters to a growing number of orphan, ultra-orphan and hitherto unheard-of diseases. In another more disturbing scenario, commercial members refuse to pay up as they recognize their premiums are unfairly high (the fact that they'll have to pay a fine for purchasing a “Cadillac” plan may just be the straw that breaks the camel's back). They cannot relate on a personal level to diseases as they know no one in their immediate circle of friends, colleagues, neighbors and acquaintances that are afflicted with such diseases. They may be emboldened when the result of their genetic profile confirms they will never get such a disease (such a test is available for $100 from 23andme). In that case, they may refuse to pay up and find the fine for violating the individual mandate a more attractive option. In that case, payors will have to raise the premium for the remaining members to make up for the missed revenue, thereby initiating a vicious downward spiral. Some people argue we should not be concerned that new people that gain access to healthcare coverage under PPACA (some initially estimated 32 million people) will bring in huge premiums which would be more than enough to pay for those claims. Government PPACA subsidies will exceed one trillion dollars over the next 10 years. The disturbing fact is those same patients will be filing a lot of claims as they haven’t had healthcare coverage for a very long time (pent-up demand). It is analogous to a restaurant opening its doors to a group of very hungry people who have not eaten for days and suddenly have access to food. The restaurant collects a lot of money; it also has to keep on refilling the food trays. Here's the rub: In Scenario One, one can be selfish and still play along as there is a very good chance of filing a claim. In Scenario Two, one needs to be like Mother Teresa and accept to pay a hefty premium, while fully recognizing one will virtually never file an SP claim. The reason we conferred a Nobel Prize on Mother Teresa was precisely because she was so uncharacteristically unlike the rest of us, selfish profit maximizers always on the lookout for a great deal! It is safe to say it's Scenario One today and may be Scenario Two tomorrow. Of course, we do not want Scenario Two to ever rear its ugly head. 7
  5. 5. PHARMA MARKET RESEARCH REPORT Matt Wallach, Co-Founder & President Veeva Systems Cloud computing is widely recognized as the life sciences industry standard for commercial operations. In its latest life sciences CRM vendor report, IDC Health Insights noted that cloud-based systems are now mainstream. In recent years, the industry landscape has evolved rapidly, and I’ve witnessed progressive companies adopt these solutions for the flexibility, easy collaboration and agility they provide. Moreover, moving into the cloud presents the opportunity for unique data and a deeper understanding of customer behavior, revolutionizing your work as a market researcher and dramatically increasing your effectiveness. For example, the ability to compile all call activity and multichannel interaction data across the industry, can provide enormous insight into the channel preferences of physicians. With the cloud, data can be updated, verified and made available in real-time so you can track trends as they happen. Market shifts will be detected faster than ever, leading to more precisely targeted and impactful customer interactions. We’re at the start of a profound change, with data analysts at its center. As a critical mass of companies utilize the cloud, their aggregated activity creates a powerful customer data resource. Until now, crowdsourcing Big Data across customers to create industry benchmarks was impossible, but as this cloud-enabled data permeates the marketplace, it will soon be a competitive necessity. RFL Editor & Publisher Bob Lederer was honored with the 2013 Next Generation Market Researcher (NGMR) Award for Individual Achievement in MR “disruptive innovation” at The Market Research Event in Nashville on October 21. Honored was our Research Business DAILYReport news video. On page 1, you can see where to access RBDR. Rent or purchase RFL’s proprietary 9,200-name list of client market researchers, which is updated daily. Call (847-673-6288) or email ( Linda Tresley for information about how you can reach out to contact the top client-side market research buyers in the U.S. RFL Communications, Inc., the world’s foremost provider of news and information for market researchers, publishes 3 other MR newsletters. RFL was the 2013 recipient of NGMR’s Individual Achievement award for “Disruptive MR Innovation” for Research Business DAILY Report, our daily news video (available at & Our newsletters are: Research Business Report (RBR) focuses on technological, methodological, economic and business changes in marketing research. Research Conference Report (RCR) summarizes key presentations made at MR conferences staged all across the globe. Research Department Report (RDR) profiles leading MR Directors, focusing on the small differences between MRDs that have major impacts. For a free copy of RBR, RCR or RDR please contact RFL. The contents of PMR2 are copyrighted and may not be reproduced without the expressed written consent of RFL Communications. Federal law provides severe civil and criminal penalties for unauthorized photocopying or faxing of this newsletter, including for internal use. Pharma Market Research Report RFL Communications, Inc. P.O. Box 4514 Skokie, IL 60076-4514 Tel: (847) 673-6284 Email: Thank you to the 2013 sponsors of Research Business DAILY Report Staff Editor & Publisher: Robert (Bob) Lederer Bob Lederer Associate Editor: Jo Anne Nathan Contributing Editor: Sherri Neuwirth Circulation Manager: Linda Tresley Sherri Neuwirth 8 Jo Anne Nathan To advertise, call (847) 673-6288 PMR2 is a copyrighted publication of RFL Communications, Inc. ISSN#: 1521-7590