The document summarizes the results of a 2012 survey of the pharmaceutical industry. It finds that three-quarters of respondents ranked changing the commercial business model as a top priority. Companies are increasingly focusing on market access strategies, realigning sales forces, and managed markets. Respondents also reported widespread adoption of tablets and increased use of social media like LinkedIn and Facebook.
Unlock your content, FirstSpirit, CMS, e-Spirit AG, Best-of-Breed, Internet, Intranet, Extranet, Management, CIO, CEO, CMO, Digital Marketing, Integration of third part technology, SEO, Analytics, Strategy, Customer Experience
Margin Performance Report - Exploring how companies can beat market expectationsCaroline Burns
In an environment characterized by uncertainty and global competition, margins are threatened like never before and cost optimization is running out of steam. How does margin relate to performance and how can margin be managed strategically?
Dr. Patrick Reinmoeller
Professor of Strategic Management
Cranfield School of Management
Cranfield University
The pervasiveness of digital technologies is reshaping aftermarket. e-tailing is gnawing away the market for spare parts as more people are buying online, social media is influencing the consumption of aftermarket services and customers are demanding deeper 24*7 experiences. In this article Browne & Mohan consultants showcase the drivers of digital transformation and adoption for aftermarket.
Social media compared to other known forms of media primarily differs on the interactivity and engagement process. This paper presents the process of building a successful social brand.A detailed understanding about what are the steps to be followed from the vision statement to the review has been provided.A list of recommendations has also been enlisted.
A Positive Outlook: Fourth Annual State of the Retail Supply Chain ReportJDA Software
What's top of mind for retail executives? Enhancing fulfillment capabilities. Nearly 90 percent of retailers say that direct-to-consumer fulfillment issues will command a greater level of attention from their supply chain management teams to support online and mobile sales. This according to The Fourth Annual The State of the Retail Supply Chain Study, a JDA sponsored study conducted by Auburn University and the Retail Industry Leaders Association.
For more information about the report and how you can achieve Retail. In Sync. with JDA, visit:
http://now.jda.com/RILA-AuburnStudy-2014.html
Unlock your content, FirstSpirit, CMS, e-Spirit AG, Best-of-Breed, Internet, Intranet, Extranet, Management, CIO, CEO, CMO, Digital Marketing, Integration of third part technology, SEO, Analytics, Strategy, Customer Experience
Margin Performance Report - Exploring how companies can beat market expectationsCaroline Burns
In an environment characterized by uncertainty and global competition, margins are threatened like never before and cost optimization is running out of steam. How does margin relate to performance and how can margin be managed strategically?
Dr. Patrick Reinmoeller
Professor of Strategic Management
Cranfield School of Management
Cranfield University
The pervasiveness of digital technologies is reshaping aftermarket. e-tailing is gnawing away the market for spare parts as more people are buying online, social media is influencing the consumption of aftermarket services and customers are demanding deeper 24*7 experiences. In this article Browne & Mohan consultants showcase the drivers of digital transformation and adoption for aftermarket.
Social media compared to other known forms of media primarily differs on the interactivity and engagement process. This paper presents the process of building a successful social brand.A detailed understanding about what are the steps to be followed from the vision statement to the review has been provided.A list of recommendations has also been enlisted.
A Positive Outlook: Fourth Annual State of the Retail Supply Chain ReportJDA Software
What's top of mind for retail executives? Enhancing fulfillment capabilities. Nearly 90 percent of retailers say that direct-to-consumer fulfillment issues will command a greater level of attention from their supply chain management teams to support online and mobile sales. This according to The Fourth Annual The State of the Retail Supply Chain Study, a JDA sponsored study conducted by Auburn University and the Retail Industry Leaders Association.
For more information about the report and how you can achieve Retail. In Sync. with JDA, visit:
http://now.jda.com/RILA-AuburnStudy-2014.html
This research set out to investigate the emphasis companies are putting on CEM and what steps, if any, they are taking to address this area. It also aimed to measure where customer expectations currently sit with respect to how they are treated by organisations.
CRM adoption in many companies do not yield intended benefits as it is managed as a IT roll out and not as a transformational project involving changes in process, procedures, ownership and measures. This paper presents MACE framework to manage this transformation and achieve the intended goals.
Of our days, with the opening of borders, the companies compete very aggressive for the flow of their products in a market, where only the companies well organized can afford a good share of the market. The survival of such and such company necessarily passes through the improvement of performance and competitiveness of organizations in general, and small and medium-sized enterprises (SMES) in particular. It is in this perspective that the establishment of the platform of the supply chain management can provide considerable benefits to SMES on their competitors
With its influence over key external and internal activities, Corporate Affairs – also known as Public Affairs - is an important function for organizations that must interact with external stakeholders and governmental bodies. Groups that often reside in Corporate Affairs include Policy, Government Affairs, Internal/External Communications and Patient Advocacy. This research project provides an overview of structural approaches to how Corporate Affairs groups are organized and factors influencing structural approaches. The study also includes a number of examples of different organizational models for Corporate Affairs across organizations large and small. Executives in Corporate Affairs can use this research to compare their structure and organizational approach with that of leading organizations.
201204 Nolan QNL: Life and Annuity Industry OutlookSteven Callahan
An abbreviated version of the industry forecast for 2012 pointing out the highlights of key issues, strategies, areas needing focus, and likely structural changes.
Reliability, quality and a competitive price are table stakes in
the business of maintaining and repairing industrial facilities
and equipment, commonly known as Maintenance, Repair
and Operations (MRO). Given the nature of MRO, urgency can
often catapult to the top of the list of requirements. Sellers
who cannot consistently come through will almost certainly
be dropped from future consideration.
Rewriting the code of Life Sciences CRE: 2014 Corporate real estate trends fo...JLL
This report analyzes the responses of life sciences CRE executives to JLL’s 2013 Global Corporate Real Estate Survey. Their views point to some alignment challenges for the CRE function in the industry while emphasizing extremely high demands for optimizing portfolios that shift across geographies.
Despite continued uncertain economic conditions, most companies remain persuaded that there is a strong causal link between their financial performance over a 5-10 year time horizon and their current commitment to improving their environmental, social and governance performance.
Against this background, a number of business leaders are reviewing their approach to sustainability, weighing new corporate strategies and new business models in efforts to ensure their long-term sustainability.
This research set out to investigate the emphasis companies are putting on CEM and what steps, if any, they are taking to address this area. It also aimed to measure where customer expectations currently sit with respect to how they are treated by organisations.
CRM adoption in many companies do not yield intended benefits as it is managed as a IT roll out and not as a transformational project involving changes in process, procedures, ownership and measures. This paper presents MACE framework to manage this transformation and achieve the intended goals.
Of our days, with the opening of borders, the companies compete very aggressive for the flow of their products in a market, where only the companies well organized can afford a good share of the market. The survival of such and such company necessarily passes through the improvement of performance and competitiveness of organizations in general, and small and medium-sized enterprises (SMES) in particular. It is in this perspective that the establishment of the platform of the supply chain management can provide considerable benefits to SMES on their competitors
With its influence over key external and internal activities, Corporate Affairs – also known as Public Affairs - is an important function for organizations that must interact with external stakeholders and governmental bodies. Groups that often reside in Corporate Affairs include Policy, Government Affairs, Internal/External Communications and Patient Advocacy. This research project provides an overview of structural approaches to how Corporate Affairs groups are organized and factors influencing structural approaches. The study also includes a number of examples of different organizational models for Corporate Affairs across organizations large and small. Executives in Corporate Affairs can use this research to compare their structure and organizational approach with that of leading organizations.
201204 Nolan QNL: Life and Annuity Industry OutlookSteven Callahan
An abbreviated version of the industry forecast for 2012 pointing out the highlights of key issues, strategies, areas needing focus, and likely structural changes.
Reliability, quality and a competitive price are table stakes in
the business of maintaining and repairing industrial facilities
and equipment, commonly known as Maintenance, Repair
and Operations (MRO). Given the nature of MRO, urgency can
often catapult to the top of the list of requirements. Sellers
who cannot consistently come through will almost certainly
be dropped from future consideration.
Rewriting the code of Life Sciences CRE: 2014 Corporate real estate trends fo...JLL
This report analyzes the responses of life sciences CRE executives to JLL’s 2013 Global Corporate Real Estate Survey. Their views point to some alignment challenges for the CRE function in the industry while emphasizing extremely high demands for optimizing portfolios that shift across geographies.
Despite continued uncertain economic conditions, most companies remain persuaded that there is a strong causal link between their financial performance over a 5-10 year time horizon and their current commitment to improving their environmental, social and governance performance.
Against this background, a number of business leaders are reviewing their approach to sustainability, weighing new corporate strategies and new business models in efforts to ensure their long-term sustainability.
Marketing disruption: Five blind spots on the road to marketing's potential -...Bertrand Barbet
“Disruption” has become a blanket term to encapsulate the massive changes affecting businesses. But the term’s overuse and broadness have obscured what really matters to marketing. Often missing in the debate is a clear-eyed look at the causes of disruption to help marketers make better decisions regarding what to do about them.
"Budget + Strategy: Tipping the Balance (Sheet) in Your Favor" WebinarBluespire Marketing
During this BlueSpire TrendLab webinar, our marketing experts analyze results from an exclusive BlueSpire poll on what marketers are experiencing with budgeting and strategic planning.
Among the many things discussed during the webinar were:
- How financial and healthcare marketers are approaching/handling strategic planning and budgeting.
- The importance of tracking, measuring and reporting, all key elements to consider when deciding how to target audiences and get budgets approved.
- Specific recommendations that can be implemented at any type of organization, including those in highly regulated industries.
In today’s connected, global business
environment, operational leaders have greater visibility of regulation and changes in market structure - presenting strong potential for driving business value.
'Operations power performance: Managing risk and delivering value', an EIU report sponsored by Broadridge, examines the ways in which operational units are contributing business value.
Read more>> bit.ly/OpP14
Empirical Public Relations Survey: Penn Schoen Berlandpsbsrch123
Empirical public relations Survey carried out by PSB depicts that Empirical Public Relations has yet to be fully adopted but much progress has been made. And the introduction of more effective methods of media measurement will further its development. Public Relations today need Empirical Public Relations more than anything else if it has to remain relevant to corporate reputation.
To lead digital transformation, CIOs at pharmaceutical and medical device companies need to adopt new workstyles and mindsets, including C-level relationship-building and the ability to both catalyze innovation and find the talent to execute on it.
Inside this Issue
1. Crafting a Digital Strategy: A Primer for Indian Pharma by Manish Bajaj
Steps and mantras for digital transformation of the pharma organization
2. Effective Management begins with Role Clarity by K. Hariram
Role clarity and the importance of coaching for successful frontline management
3. Digital Transformation in Pharma Begins with a Mindset Change by Sandeep Narula
The biggest challenge is not technology adoption but mindset change
4. Who Moved my Visual Aid? by Vivek Hattangadi
A story of how digital technology made the Visual Aid obsolete – inspired by Dr. Spencer Johnson. Download here.
5. AIOCD Market Highlights by Ameesh Masurekar
Market highlights for the month of January 2018
Mastering Digital Marketing Structure and Strategy: Transforming Multi-Channe...Best Practices
Wonder where we got the idea for our 2013 Digital Marketing Consortium? Our partners in this study love the results but want more.
Digital Marketing technologies are transforming the commercial marketplace -- challenging companies to develop new marketing skills that employ a broad range of new tools and techniques. When managed well, Digital Marketing technologies can be tremendously effective. When managed poorly, they can damage customer goodwill and create unnecessary expense.
Best Practices, LLC conducted this study to explore key trends, success factors, and lessons learned for structuring Digital Marketing groups. The study also distills winning strategies for Digital Marketing activity management, staffing, and budget allocation to help executives manage their service costs and better serve their business units and their products.
2017 Linedata Global Asset Management Survey Linedata
Asset managers, administrators embrace differentiation to navigate challenging conditions; cite political concerns and ongoing regulatory constraints
• Seventh annual survey of global asset management industry highlights socio-economic and political concerns
• Disruption more likely to come from external factors rather than industry trends
• Differentiation now a major concern for respondents
• MiFID II the most important regulation over the next three years
Introductory presentation to an EphMRA Masterclass workshop follow-up webinar given 6 December 2012. The original Masterclass workshop was delivered in Paris June 2012 at the EphMRA '360 Future' conference.
The full recorded webinar will be made available to EphMRA members later in 2013
Public Relations Impact on Business Matters: Penn Schoen Berlandpsbsrch123
The survey carried out by Penn Schoen Berland to evaluate how Public relations impact on business matters highlights the fact that public relations firms need to become a strategic partner to their client. The global economic environment continues to adversely impact most services businesses, including public relations. Read more about this in winning knowledge section of psbresearch.in
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
Just in case any Pharmaceutical company is planning to step into Multichannel Business Models either forced by COVID-19 or following a natural business transformation within the Pharmaceutical Industry, please find attached BEST PRACTICES GUIDELINES for the Phase 1 of the Process.
Programa de emprego para enfermagem portuguesa em Inglaterra, mesmo com Brexi...Daniel J. Martínez-Canca
ESEMED (Escola Superior de Estudos Médicos), com sede em Málaga, concebeu um itinerário específico de trabalho internacional para o grupo da enfermagem portuguesa.
ESEMED realiza o gerenciamento da Formação e Emprego para a área da saúde, em colaboração com seus parceiros com vasta experiência internacional no recrutamento.
Nosso trabalho abrange hospitais de primeiro nível e prestígio internacional para aqueles que gerenciamos candidatos (Hospitais de Oxford, Cambridge, Surrey, Sussex, Brighton, Papworth e outros hospitais como Russell Hall ou Yeovil, hospitais de última geração e top ten na Inglaterra) e aqueles onde há um recrutamento preferencial para aqueles que optan por trabalhar através de ESEMED.
Graças aos nossos acordos e parceiros no Reino Unido, ESEMED realiza a pré-selecção e preparação dos candidatos para entrevistas com esses hospitais, incluindo seminários sobre o Serviço Nacional de Saúde do Reino Unido e oferta de condições de trabalho, por escrito, antes da incorporação, oferecendo maior padrões de qualidade nos processos de recrutamento contra outras opções que estão ocorrendo em diferentes mercados de trabalho no campo da enfermagem.
As condições de trabalho e do Programa estão contidas nesta apresentação.
Para mais informações, pode contactar-nos através dos vários canais de contato listado no final desta apresentação, ou ainda pelo telefone +34 951 35 61 60, ou escrevendo para rrhh@esemed.es com a referência "Enfermagem NHS".
Programa de emprego para enfermagem brasileira em Inglaterra, mesmo com Brexi...Daniel J. Martínez-Canca
ESEMED (Escola Superior de Estudos Médicos), com sede em Málaga, concebeu um itinerário específico de trabalho internacional para o grupo da enfermagem brasileira.
ESEMED realiza o gerenciamento da Formação e Emprego para a área da saúde, em colaboração com seus parceiros com vasta experiência internacional no recrutamento.
Nosso trabalho abrange hospitais de primeiro nível e prestígio internacional para aqueles que gerenciamos candidatos (Hospitais de Oxford, Cambridge, Surrey, Sussex, Brighton, Papworth e outros hospitais como Russell Hall ou Yeovil, hospitais de última geração e top ten na Inglaterra) e aqueles onde há um recrutamento preferencial para aqueles que optan por trabalhar através de ESEMED.
Graças aos nossos acordos e parceiros no Reino Unido, ESEMED realiza a pré-selecção e preparação dos candidatos para entrevistas com esses hospitais, incluindo seminários sobre o Serviço Nacional de Saúde do Reino Unido e oferta de condições de trabalho, por escrito, antes da incorporação, oferecendo maior padrões de qualidade nos processos de recrutamento contra outras opções que estão ocorrendo em diferentes mercados de trabalho no campo da enfermagem.
As condições de trabalho e do Programa estão contidas nesta apresentação.
Para mais informações, pode contactar-nos através dos vários canais de contato listado no final desta apresentação, ou ainda pelo telefone +34 951 35 61 60, ou escrevendo para rrhh@esemed.es com a referência "Enfermagem NHS".
Enfermeras/os de España para el Reino Unido incluso con Brexit (Actualizado ...Daniel J. Martínez-Canca
El Brexit (Salida del Reino Unido de la Unión Europea) NO supondrá un handicap para la contratación de los profesionales españoles de la enfermería en el Reino Unido, sino que flexibilizará aún más las contrataciones y aumentará los beneficios ante la alta demanda que necesita el país inglés.
El Brexit, por otro lado, NO AFECTA de ningún modo a los requisitos y procedimientos de contratación ya existentes y en vigencia para los profesionales de la enfermería que siguen estando fuera de la Unión Europea, que tienen su propia normativa regulatoria en materia de contratación (explicada en el documento adjunto)
El Brexit, por tanto, NO afectará a las excelentes condiciones laborales y beneficios que ofrecen los hospitales del NHS a los trabajadores tanto comunitarios como extracomunitarios. Y de cualquier modo, tardarán años en regular la salida de Europa y gestionar estos aspectos de otro modo, pero siempre buscarán acuerdos para que no se vean afectados los trabajadores europeos, por el bien de ambas partes.
La demanda de enfermer@s en el Reino Unido, sigue existiendo y a su Servicio Nacional de Salud no le interesa verse afectado por sus propias decisiones.
Tanto los Extracomunitarios como los Europeos que contactan con ESEMED siguen teniendo garantizado por escrito la posición en Hospitales ingleses de prestigio internacional, con contrato anual, a tiempo completo y sin finalización, con excelentes beneficios y con salarios muy competitivos.
Trabajo para enfermeras/os de Latinoamérica en Reino Unido incluso con Brexi...Daniel J. Martínez-Canca
El Brexit (Salida del Reino Unido de la Unión Europea) NO AFECTA de ningún modo a los requisitos y procedimientos de contratación ya existentes y en vigencia para los profesionales de la enfermería que siguen estando fuera de la Unión Europea, que tienen su propia normativa regulatoria en materia de contratación (explicada en el documento adjunto)
El Brexit, para los enfermer@s de la Unión Europea, como mucho podría suponer una equiparación de los requisitos y procedimientos de contratación, que son mínimos, al del resto de extracomunitarios sin afectar a las excelentes condiciones laborales y beneficios que ofrecen en los hospitales a los trabajadores. Aún así, tardarán años en regular la salida de Europa y gestionar estos aspectos de otro modo, pero siempre buscarán acuerdos para que no se vean afectados los trabajadores europeos, por el bien de ambas partes.
La demanda de enfermer@s en el Reino Unido, sigue existiendo y a su Sistema Nacional de Salud no le interesa verse afectado por sus propias decisiones.
Tanto los Extracomunitarios como los Europeos que contactan con ESEMED siguen teniendo garantizado por escrito la posición en Hospitales ingleses de prestigio internacional, con contrato anual, a tiempo completo y sin finalización, con excelentes beneficios y con salarios muy competitivos.
Pharma’s future has never looked more promising – or more ominous.
Major scientific, technological and socioeconomic changes will revive
the industry’s fortunes in another decade, but capitalising on these
trends will entail making crucial decisions first
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
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Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
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New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
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NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Pharynx and Clinical Correlations BY Dr.Rabia Inam Gandapore.pptx
Cegedim 2012 pharma insights report
1. 2012 US Pharma Insights
Results of an Industry Survey
November 2012
2. PERFORM
A White Paper on Current Trends
& Challenges of the Pharmaceutical
Industry
2 White Paper
3. Executive Summary
Evolutions continue to spur innovation in 2012. This year, to account for the tectonic market shifts and the widening
companies have watched the fabric of the pharma business availability of game-changing technology. Companies continue
model being reconfigured before their eyes. Facing numerous to voice the growing pains of change and are utilizing tablets,
patent expirations, companies have delivered a prolific year mobile platforms and social media more than ever before.
for R&D innovations, but in many cases, revenue from current
pipelines will not create enough value to supplant losses. As Key Findings
a result, companies are streamlining business models and The formidable issues of concern remain constant from 2011
maximizing interactions by leveraging a deeper focus on to 2012, especially the evolution of the current business
next generation technology and holistic operational changes model which holds fast as the primary concern.
centered on a higher level of efficiency. • ased on a scale from one to five, nearly three-fourths
B
(74%) of respondents ranked the changing commercial
With the ground shifting beneath their feet, how exactly business model as their first, second or third priority
are companies innovating beyond current challenges in of concern.
the life sciences industry? Through the eyes of leading • esults for other customer groups were evenly divided
R
pharmaceutical, biotech and generic companies, what are among patients (19%), government (17%) and managed
the defined challenges of 2012? How does the industry and care organizations (16%).
market evolution shape decision making regarding innovation,
investment and budget? The drivers of change are themselves evolving. Executive
management and strategy/business planning/business
Cegedim Relationship Management has undertaken its third development teams are proving to be the most evident drivers
annual survey of life sciences professionals in the United of technology and business model changes.
States to provide a real-time snapshot of this year’s trends. • xecutive management (46%) is the primary driver
E
Composed of the industry’s most relevant voices, this thought of tech decisions, followed by business (sales and
leadership report highlights pivotal developments, current marketing) departments at 25% and IT at 18%.
strategies and technology trends. By drawing analysis from • ver half of respondents (55%) cite strategy/business
O
three consecutive years of responses, the report discovers planning/business development to drive main business
underlying patterns and richer insights to deliver a more model and process changes.
complete image of industry perceptions.
The prioritized changes to the business model that these
This year reveals distinct concerns with the flux of the current drivers are pushing towards have been clearly outlined by
commercial model and reinforces the support for digital respondents.
solutions. Nearly three-fourths (74%) of respondents point • he leading category cited by 64% respondents is an
T
to the changing commercial business model as the biggest increased focus on market access strategies, followed
issue keeping them up at night. As traditional channels of distantly by primary sales force realignment (38%) and
interaction experience irrevocable change, respondents are increased focus on managed markets (35%).
articulating how and where this market change is taking shape
within their own companies.
Critically, the most selected business model/process change
cited by respondents is an increased focus on market access
strategies (64%). The third annual survey report provides
critical insights into how companies are adapting strategies
White Paper 3
4. The dominant customer group continues to be prescribers at
Introduction
28%.
An entirely new set of metrics will determine growth for
Customer Distribution
Customer Distribution
“Who areare yourprimary customers?”
’’Who your primary customers?’’ pharma. 2012 is marked by challenges such as healthcare
reform, shifting product value, pricing, reimbursement, patent
28% cliffs, generic competition and increasing regulatory
Prescribers
34% requirements, making it more difficult to form realistic growth
Other
strategies. Off-patent medications now experience continued
success due to widespread cost-cutting initiatives and the
demands of a payer-led market. Companies must yet again
reinvent themselves in light of the current life sciences
16%
Managed Care revolution.
10% Organization
Patients
12%
Government
According to this year’s report, market changes have
propelled new strategies. Mobility campaigns and increased
Respondents express their continued focus on leveraging online presence represent well-formed trends in 2012. An
effective mobile tools with insights into tablet usage and their overwhelming majority of surveyed companies (80%) report
favorite mobile operating systems. that they are currently using or will be using tablets in their
• ight out of ten (80%) report that they are currently
E organizations, especially for field-related operations. Further,
using or will be using tablets in their organization. almost all respondents (96%) have profiles on LinkedIn and
• ield sales/account management (61%) account for
F most (70%) are on Facebook.
the most active mobility team.
• alf of respondents (50%) selected Apple OS as their
H Results reveal that implementing tablet solutions provides
preferential mobile platform. a vital tactical advantage, particularly for sales forces.
Additionally, the consistent uptake of social media may signal
Social media has firmly established its value in the life sciences that respondents are stepping outside the archetype of a
business model, making significant gains between 2011 and product provider and into the customer-centric role of an
2012. information resource and thought leader.
• irtually all respondents (96%) are active on LinkedIn
V
and 70% of respondents are active on Facebook. Moreover, revitalized market access strategies continue to
• arketing (64%), PR (42%) and sales departments
M be essential. This year finds companies aiming even higher
(38%) are the most active regarding social media to align products with moving targets by fully understanding
usage. stakeholders in a cost-constrained environment. In order
• lthough budgets remain small for social media,
A to pinpoint and influence key opinion leaders (KOLs) of the
respondents illustrated notable gains in 2012. healthcare industry and payer communities, companies
must perpetually restructure tactics to better suit their
evolving targets. Additionally, the impact of pharmaceutical
and healthcare regulations, combined with intense global
competition, now inspire companies with a more definite focus
on process effectiveness at each level of their enterprise.
In order for companies to adapt to a host of industry
transformations, ranging from commercial business model
4 White Paper
5. changes to more stringent regulations and more robust market Yet, how are these concerns shaping the decision-making
access strategies, it is essential for pharmaceutical companies process? Concerning investments in new technology and
to implement solutions that can help them do more with less. business model changes, are decision makers still sourcing
Continued growth in 2012 will require companies to stay alert from the same place within the company?
and learn to accept that continuous strategy adaptations in
Primary Drivers of Technology
the name of best practices are becoming the new industry Primary Drivers of Technology
2012 vs 2011
2012 vs. 2011
norm of the life sciences. Executive 46%
Management 28%
25%
The Shape of Change Business
(Sales or Marketing)
14%
IT 18%
28%
Change and concern are the catalysts for innovation. That Operations 8%
Manufacturing 9%
being said, today’s leading companies are quick to express the Regulatory / Compliance 1%
16%
pain points that are keeping them awake at night. Judging Other
3%
5%
from the dynamic structural changes to the industry within the 2012 2011
last year, the top three cited concerns are of little surprise.
The comparison graph uncovers the changing origins of
Top 3 “Points of Pain”
Top 3 ’’Points of Pain’’
“Please rank “Please rank issues’ thatkeeping you awake at night.”
the ‘big the ’’big issues’’ keep you up at night”
technology decisions. In 2011, IT and executive management
matched pace in the decision-making process regarding
Changing Commercial Business Model 74% tech investments (both at 28%). Possibly due to market
Impact of Regulatory Reform 62%
shifts, executive management has taken the reins, now
Market Access 53%
Pipeline Growth 50% accounting for over double of IT’s share of the tech dialogue
Generic Competition 26% (46% vs. 18%). Additionally, business (sales and marketing)
Patient Involvement 15% departments have increased their influence in this area,
Patient Adherence 12%
Other 8% growing from 14% in 2011 to 25% in 2012. The influence of
regulatory/compliance has declined from 16% in 2011 to
Based on a scale from one to five, respondents ranked their 1% in 2012, most likely because in 2011 many life sciences
concerns from greatest to least. The dominant concern, ranked regulatory/compliance teams made technology changes in
as first, second and third priority by three-quarters of the anticipation of the enactment of the Patient Protection and
respondents, is the changing commercial business model Affordable Care Act (PPACA).
(74%), followed directly by the impact of impending regulatory
reforms (62%), market access (53%), pipeline growth (50%) The most valuable takeaway from this trend is the importance
and generic competition (26%). of new technology. Executive management’s newly inspired
control over their tech momentum demonstrates the
Comparing results to those of 2011, trends have maintained overwhelming value of next generation solutions. Supporting
consistent through the two years. This year’s question added the evident commercial gains from implementing new tools and
the two fields of market access and patient adherence to solutions, business (sales and marketing) departments now
broaden the scope of the responses, and over half selected account for a greater stake of the decision making process
market access as a primary concern. Intuitively, this highlights than IT. Whether it’s rich cloud technology or stand-alone
that companies are determined to go beyond the boundaries mobility tools, the latest pharma-specific innovations are no
and challenges of global, regional and local markets in order to longer an added benefit, understood and pressed only by IT
achieve a product portfolio with the highest overall adoption departments, but a clearly defined financial opportunity driven
in diverse patient groups. by a top-down approach.
White Paper 5
6. Who is leading the conversation in terms of changes made Prioritized Changes to Business Model: Model
Prioritized Changes to Business
to the business model and processes? This year saw a Top3 Priorities 2012
Top 3 Priorities
sharp increase in the percentage of respondents who cited “What“What changes to thecommercial business model is your company making?”company making?”
changes to the commercial business model is your
strategy/business planning/business development as the Increased focus on market access strategies 64%
primary driver of business model/process change at respondent Primary sales force re-alignment 38%
companies. In 2012, more than one-half (55%) cited strategy/ Increased focus on managed markets 35%
Developing external therapeutic partnerships 32%
business planning/business development as the primary driver Increased focus on Key Opinion Leaders (KOLs) 30%
compared to three out of ten (29%) in 2011. Additionally, the Shift to a hybrid model 30%
marketing/brand teams, commercial operations and regulatory/ Increased use of e-detailing channels 25%
Outsourcing of non-strategic activities 23%
compliance saw a directional decline in the perception of being No changes at this time 19%
a leading driver of change. Other 5%
Primary Driver of Business/Process
In considering changes to the business model at their
Model Change
Primary Drivers of Business Model / Process Change
2012 vs. 2011 2011
2012 vs. respective companies, respondents ranked key categories
on a scale from one to three, from greatest to least priority.
Strategic / Business Planning 55%
29% Leading the responses, over six out of ten (64%) respondents
Marketing / Brand Teams 14%
23% selected increased focus on market access strategies as their
12%
Commercial Operations
28% first, second or third priority.
Regulatory / Compliance 5%
13%
Sales 5% Cegedim Relationship Management’s 2012 Pharma Insights
5%
Other
3%
9% report finds a reinvigorated focus in market access strategies
2012 2011
as the most prominent change being currently implemented.
Especially in this year’s results, companies seem to be making
It is interesting to note that strategy/business planning/business significant steps to achieve the wider adoption of new and
development, as opposed to commercial operations (a leading existing products through improved understanding of the
category in 2011), has abruptly overshadowed all other categories. changing healthcare market and effective communication of
This may indicate an emerging trend of increased proactivity from value to the broadest range of patient groups.
a strategic standpoint. Rather than reacting solely to financial
indicators to spur new processes and investment, such as new The following responses represent three to four out of ten as
technology, companies are integrating business model change as a first, second or third priority: primary sales force realignment
a part of strategy, planning and development to instinctively stay (38%), increased focus on managed markets (35%), developing
ahead of the curve. external therapeutic partnerships (32%), increased focus on
key opinion leaders (30%) and shift to a hybrid model (30%).
Now that companies have voiced who is driving technology, Accounting for one quarter of responses, respondents selected
business model and process changes, exactly what changes are increased use of e-detailing channels (25%) and outsourcing
companies currently making? Based on recent market transitions, of non-strategic activities (23%).
are areas of focus changing from last year’s responses?
Prompted by an in-depth understanding of the industry’s
alteration, companies are shifting the control of the
decision-making process to better suit current requirements.
A more top-down and strategic view of changes to business
model, processes and technology is the leading trend in
respondent companies.
6 White Paper
7. not only serving a platform to improve external interactions
Mobility with clients, but are providing the collaborative power to
An effective sales force is everything. The hurdles have consolidate the inner working of life sciences enterprises.
continued to grow on reps’ pathways to targets. Doctors now
permit sales rep visits to occupy even less of their schedules Tablet solution packages now function as the nexus for a
due to increased cost containment pressures from multiple company’s activity. The most revolutionary providers of tablet-
sources. Therefore, capturing a healthcare practitioner’s (HCP) enabled solutions integrate the mobile tool with customer
attention goes well beyond the one-sided sales pitch and into relationship management (CRM) platforms that centralize all
the realm of valuable education. commercial interactions. Tablet CRM features capabilities to
support the most essential field operations and management,
Across the board, companies have strengthened their sales including primary care interactions, KAM, KOL management,
forces with next generation mobility tools to maximize as well as sales force realignment and rich analytics.
their interactions with practitioners and stakeholders. An
overwhelming majority of surveyed companies (80%) report Furthermore, tablets provide an excellent vehicle for data
that they are currently using or will be using tablets in their capture. Creating a comprehensive source for sample and
organization. Respondents support the established trend that expenditure data is particularly valuable due to the onset of new
tablets are no longer a convenience but an essential tool for and more stringent compliance regulations. Groundbreaking
greater effectiveness, collaboration and efficiency. mobile interfaces enable companies to expertly control, track
and maintain compliance with all sample management activities.
Field sales/account management (61%) and field managers Additionally, HCP expenditure data captured on tablets can be
(32%) account for the largest groups to leverage tablets within seamless input into innovative aggregate spend and disclosure
surveyed organizations. These figures reflect the exponential compliance solutions. Overall, strategic companies are now
growth of the tablet-enabled solution market geared specifically leveraging intuitive mobility solutions to better analyze their
towards pharma’s customer-facing personnel. Today’s leading sample operations and HCP expenditures with the end goal
mobile applications for tablets feature usability, seamless of achieving consistently smarter, more targeted activities in
flexibility and are fully scalable to suit business models from the future.
large to small.
Considering the wide functionalities of today’s mobile CRM
Tablet Usage solutions, sales forces are able to achieve new levels of
“What groups within your organization are using tablets,
Tablet Usage
What groups within your organization are using tablets,
or planning planning tothem, withinthe next 12 months?
to use use them within the next 12 months?”
performance in an increasingly competitive market. The
or
latest solutions center on improved usability and human-
Field Sales/Acct. Management 61%
centered design to dramatically boost end user adoption
Field Managers 32% and sustainability. By creating greater information synergies
Throughout the enterprise 23% between customer-facing teams and managers, top mobile
Not using and/or not planning to 20% CRM systems have proven to foster collaboration in real-
Clinical Development 9%
Customer Support 9% time.
Other
5%
Essentially, effective mobility initiatives strengthen companies
It is important to note that a certain importance lies in the with the ability to more dynamically and strategically build
distribution of responses. Nearly one-fourth (23%) are relationships via fully integrated content management
employing tablets throughout each level of their enterprise. functionalities, KAM strategies, key messages and customer
The breadth of tablet utility now extends far beyond its assignment. Moreover, mobility enables companies to keep
original purpose of solely supporting field activity. Tablets are reps on task more effectively through functionalities that
White Paper 7
8. remain consistent independent of WiFi reception, and support
Social Trending
actionable execution of strategy.
Social media now accounts for a formidable aspect of a
Since tablets represent an essential toolkit for the majority company’s presence. Companies have been propelled to interact
of respondents, how many plan to implement or currently differently – both internally and externally. Respondents
operate a mobile platform? Which vendor holds the place of express the promising social trends of embracing the emerging
most relevant mobile platform for the life sciences commercial channel, which can provide a new opportunity to improve
model? patient engagement, deploy thought leadership campaigns
Mobile Platforms
Platforms and deepen overall customer-facing communications.
Mobile
“What mobile platform is your company using/planning to use?”
’’What mobile platform is your company using/planning to use?’’
The survey reveals social media usage to be on a clear,
Apple OS 50% robust upswing. Those surveyed were asked to rank their
Windows 8/Windows 30%
frequency of social activity on the leading channels. Virtually
Android OS 23%
RIM OS 17% all respondents (96%) use LinkedIn to a certain frequency,
Not using and/or not planning
to use a mobile platform 15% ranging from multiple times per day to a few times per month.
Don’t Know 3% The subsequent most frequently used channels are Facebook
(70%) and online communities (60%).
According to those surveyed, eight out of ten (82%) cite that
their company is using or planning to use a mobile platform. 2012 Social Media Usage
2012 Social Media Usage
Regarding the market leaders in mobile OS, one-half (50%) “How frequently do you use the following social media?”
“How frequently do you use the following social media?”
report that they are using/planning to use Apple OS; followed
Multiple A Few Once/ Total
by Windows at 30%, Android at 23% and RIM at 17%. Times/
Day
Once/
Day
3-4 Times/
Week
Once/
Week
Times/
Month
Month
or Less
Never Percentage
of Users
LinkedIn 18% 15% 22% 22% 15% 5% 3% 96%
This year’s trends find the union between mobile technology and Facebook 10% 18% 9% 11% 13% 9% 28% 70%
the life sciences business model to be indivisible. Respondents Online Communities 6% 11% 6% 10% 12% 15% 36% 60%
confirm that the hands of their sales force are fused to their Twitter 6% 5% 3% 5% 8% 9% 59% 37%
tablets, with Apple providing the most viable mobile platform Other 4% 0% 0% 1% 2% 1% 25% 8%
for their current requirements. Based on the materializing
pattern, tablets and mobile platform providers will continue
Social Media Usage
to improve their range of functionalities, making successful Social Media Usage
2012 vs. 2011
operations without next-generation mobility solutions nearly 2012 vs. 2011
LinkedIn 96%
impossible. 54%
Facebook 70%
32%
Online Communities* 60%
Twitter 37%
9%
Other 8%
3%
2012 2011
Usage of all social media has increased significantly between
2011 and 2012. The survey results show usage of LinkedIn up
43%, Facebook up 38%, and Twitter up 28%.
White Paper 8
9. So, now that usage is up, how are companies using social Social Media Spend
Social Media Spend
media within their respective companies? Are companies’ 2012 vs. 2011
2012 vs. 2011
social media campaigns strictly limited to customer-facing 50%
operations?
37%
The most common usages for social media at respondent
29%
companies are marketing, public relations and sales. Almost 25%
two-thirds of the respondents (64%) indicated that social 21% 20%
media is being used for marketing at their companies. Four
out of ten report that social media is being used for public 9%
4% 5%
relations (42%) and sales (38%). Less common uses for social 1%
media include internal communications (24%), human resources
Less than 5% -10% 11% -20% More than Don’t know
(22%) and customer relationship management (17%). 5% 20%
2012 2011
Social Media Usage
Social Media Usage
“For what initiatives is is your company using socialas a tool?”as a tool?”
“For what initiatives your company using social media media
Admittedly, not very much. But while social media expenditures
are still relatively low, more companies are allocating dollars
Marketing 64%
Public Relations 42%
for it in 2012 than in 2011. The number of respondents who
Sales 38% reported a 5% or less expenditure increased substantially from
Internal Communications 25% 29% in 2011 to 50% in 2012. The number of respondents
Human Resources 22% who were unaware of their media spend declined from 37% in
CRM 17% 2011 to 25% in 2012.
None/Not Using/Don’t Know 8%
Other 2%
Although the current budgets do not reflect devoted social
media spending, its importance should be highlighted due to
Evidently, customer-facing operations, including marketing, the incredibly newness of the communication channel. Judging
sales and public relations, make up the most common uses by the speed at which the internet came to revolve around
of social media. Yet, the survey reveals that many facets social media, the budgets for social media may soon represent
of companies’ business structure are leveraging the power a majority percentage of a company’s total digital marketing
of social media, including internal communications, human expenditure.
resources and customer relationship management. The diverse
utility of social channels demonstrates their added value of
continuously expanding capabilities for many respondent
companies.
Now that scope and function of social networks have been
outlined, how does that translate into respondents’ budgets?
White Paper 9
10. Conclusion
Fostering growth throughout the life sciences’ current cycle Also, by leveraging the same social channels, companies must
will require due diligence combined with an increasingly agile align with HCP data providers that integrate the target’s
business strategy. Companies have laid the groundwork with valuable digital profile in order to maximize targeting and
new innovations and are looking to derive key benefits from segmentation strategies.
mobility initiatives, social media channels and renewed market
access strategies. Respondents express increased drive concerning market
access strategies. Moving forward with this trend, companies
Yet, the defining difference between companies who persevere must empower both KAM and KOL teams with solutions that
and those who prosper is the continued support of next feature custom interfaces and functionalities. For KAM,
generation technology solutions designed for the nuances of solutions must feature the ability to define unique account
the life sciences business model. strategies and to better understand networks of influence.
Intuitive KOL solutions pivot on interfaces to manage expansive
Respondents highlight that tablets are already ingrained in networks of opinion leaders and functionalities to maintain
their companies, but fully leveraging all avenues of this optimal compliance as well as track activity and reimbursement.
mobile technology will provide the seamless connection Further, companies must make customer data management
between sales forces and today’s evolving business objectives a high priority in order to increase the effectiveness of all
and targets. Tablet-enabled CRM platforms are specifically marketing activities.
designed to increase sales efficacy and feature the latest in
cloud technology. Analysts foretell that pharma will never be put back in its
original package. Therefore, the life sciences community must
In addition, the leading mobile CRM providers deliver the most discovery new pathways to best practices. Many trusted
flexible system architecture to enable companies to adapt with channels, including pipeline growth to capture new value,
market shifts via superior configuration. Through the ability will remain true despite the transition, yet controlling cost
to adapt or disable functionalities, rapidly deploy business and embracing the market of next generation solutions will
strategies and consistently meet all regulatory compliance help provide the improved margins required to navigate
requirements, companies can remain prepared for all the sharp compounding industry obstacles.
turns in the road ahead.
Life sciences companies have grown accustomed to a state of
With evident social media momentum, now is the time for fluidity. Shifting policies, varying perceptions and patent cliffs
companies to capitalize on their social image and to improve will always remain beyond the limits of a company’s control.
their understanding of targets. Not only do social networks But this year’s report showcases that the latest host of next
govern the structure of the internet, discerning payers now generation tools will enable companies to regain control over
conduct research well beyond the takeaways at the doctor’s every aspect within the realm of possibility.
office. Social networks provide pharma with the unique
opportunity to take hold of the conversation concerning their
companies and, most importantly, better connect with the
patient community.
White Paper 10
11. Cegedim Relationship Management, the leading global Cegedim Relationship Management
provider of pharmaceutical Customer Relationship US Headquarters:
Management (CRM) solutions, provides the most 1405 U.S. Highway 206
comprehensively packaged offering, enabling Life Bedminster, NJ 07921
Sciences companies to achieve rewarding and lasting Email: info@cegedim.com
relationships with their customers as well as meet Tel: 908.443.2000 or 888.336.3748
their present and future business objectives and
requirements. Solutions include: Authors:
Angela Miccoli
• Customer Relationship Management President, North America
• Customer Data Management Cegedim Relationship Management
• Regulatory Compliance angela.miccoli@cegedim.com
• Analytics
• Support Services Drew Bustos
• Marketing Services Vice President, Global Communications
Cegedim Relationship Management
Contact Cegedim Relationship Management today for drew.bustos@cegedim.com
more information.
White Paper 11
12. Four out of ten respondents (39%) cite their job function
Methodology
as General/Executive Management, while three out of
The study was conducted via the Internet. Selected ten (31%) are in Marketing or Sales.
respondents completed a questionnaire on-line and submitted
their responses to Cegedim Relationship Management in Job Function
Job Function
“What is your job function?”
’’What is your job function?’’
August 2012.
General / Executive Management 39%
Marketing 16%
Responses were analyzed by GreyHome Marketing and Sales 15%
Research Consulting. Percentages are subject to a 6.709 Regulatory / Compliance 7%
IT 4%
point margin of error and were tested for significance at the Other 1%
90% confidence level using Decision Analyst’s STATS tool,
Version 2.0.
Three out of ten respondents (29%) are in managerial
positions.
Significant differences between attributes are indicated in
Postion
Position
almost all instances by changes in color on the bar charts ’’What position do you hold?’’
“What position do you hold?”
presented in this report. Bars of the same color in the charts
Manager 27%
are not statistically different from each other. This is done Executive Vice President / C-level 20%
to help the reader recognize statistical cohorts in the charts. Senior Director 18%
Director 18%
Occasionally, an attribute could belong to two different cohort Vice President 14%
Other 3%
groups. This occurs when the percentage is at a transition
point between two groups. When this occurs, the attribute is
placed in the group where it most logically fits.
Demographics
Four out of ten respondents (40%) describe their
company’s Principal Line of Business as Prescription
Small Molecule and Biologics
What Is Your Company’s Principal Line of Business?
What Is Your Company’s Principal Line of Business?
Prescription small molecule
biologics 40%
Branded off-patent
generics 13%
Consulting 7%
Advertising/Marketing 5%
IT 4%
Medical Devices 4%
Logistics Distribution 3%
CRO 3%
OTC medicines 3%
Vaccines 1%
Other 19%
12 White Paper
13. Recommended Reading
Russia 2012: The Pharmaceutical Market New Legislation - Building for Growth in a Fast Changing Marketplace –
September 2012
http://crm.cegedim.com/page/Documents/2012_Russia_Pharma/index.html
Emerging Markets Today and Tomorrow: Insights on Healthcare, Pharmaceuticals and Future Trends in the
BRIC Landscape - April 2012
http://crm.cegedim.com/Docs_Whitepaper/Industry/Emerging-Markets-Whitepaper-2012.pdf
2012 US Trends in Aggregate Spend and Disclosure Reporting – March 2012
http://crm.cegedim.com/Docs_Whitepaper/Compliance/Aggregate_Spend_Trends_Disclosure_Reporting_Whitepaper_2012.pdf
2011 European Trends in Aggregate Spend, Transparency and Disclosure – February 2012
http://crm.cegedim.com/Docs_Reports/Compliance/2011_European_Trends_Compliance_Report.pdf
2011 US Pharma Insights - A White Paper on Current Trends Challenges of the Pharmaceutical Industry –
October 2011
http://crm.cegedim.com/Docs_Whitepaper/Industry/Pharma_Insights_Survey_Whitepaper_2011.pdf
2011 EU Market Access Survey White Paper - June 2011
http://crm.cegedim.com/Docs_Whitepaper/Data/EU_Market_Access_Survey_Rpt_June_2011.pdf
2011 European Trends Challenges in Customer Data Management within the Life Sciences Industry- June 2011
http://crm.cegedim.com/Docs_Whitepaper/Data/EU_Cust_Data_Mgmt_Survey_Rpt_June_2011.pdf
2010 US Pharma Insights - A White Paper on Current Trends Challenges of the Pharmaceutical Industry – June 2010
http://crm.cegedim.com/Docs_Whitepaper/Industry/Pharma_Insights_Survey_Whitepaper_June_2010.pdf
Reproduction and distribution of this report is allowed only with the written authorization from Cegedim.
White Paper 13
14. 2012 US Pharma Insights
Results of an Industry Survey
November 2012