Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Team Members
Charles Gelb
Winnie Lee
Nick Lim
Ajit Nimbvikar
Yining Qi
Tom Stoltzfus
Brian Tesseyman
Karl Wagner
Project Sponsors
Program Office
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Table of Contents
Executive Summary............................................................................................................4
1 Strategic Business Plan: ..................................................................................................5
Summary.........................................................................................................................5
Business Concept........................................................................................................5
Current Situation.........................................................................................................5
Key Success Factors...................................................................................................5
Financial/Administrative Needs..................................................................................5
The Organization............................................................................................................6
Vision..........................................................................................................................6
Mission........................................................................................................................6
Milestones...................................................................................................................6
Organizational Model.................................................................................................7
Current Strategy..........................................................................................................7
Services Offered..........................................................................................................7
Strategic Alliances......................................................................................................8
SWOT Analysis..........................................................................................................9
Key Personnel...........................................................................................................11
Additional Human Resources...................................................................................12
Facilities....................................................................................................................13
Marketing Plan.............................................................................................................13
Overview of Marketing Goals..................................................................................13
Market Analysis........................................................................................................14
Future Strategy.............................................................................................................22
Improving Current Offerings....................................................................................22
Establishing New Strategic Alliances.......................................................................23
Developing New Products........................................................................................25
Financial Analysis.........................................................................................................26
2 Team Events....................................................................................................................29
Dead-Ends....................................................................................................................29
Successful Avenues.......................................................................................................30
Additional Research Required......................................................................................31
3 Implementation Plan.......................................................................................................34
4 Benchmarking Study on Pharmaceutical MBA Programs..............................................38
Summary.......................................................................................................................38
Program Types..............................................................................................................38
Concentrations..............................................................................................................39
Instructional Format.....................................................................................................40
Location........................................................................................................................40
Faculty Members..........................................................................................................42
Unique features from different programs.....................................................................42
University of Colorado.............................................................................................42
St. Joseph’s University..............................................................................................42
Drexel University......................................................................................................42
University of the Sciences in Philadelphia...............................................................43
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SWOT Analysis............................................................................................................43
Pharmaceutical MBA Program Survey ........................................................................44
Pharmaceutical Program Trends...................................................................................44
Appendix A: MBA Program Course Descriptions.......................................................46
Appendix B: Course Offerings by Pharmaceutical/Healthcare programs at various
schools...............................................................................................................62
Appendix C: Comparison between Pharmaceutical/Healthcare programs at various
schools...............................................................................................................74
Appendix D: SWOT analysis of different Pharmaceutical Management programs at
various schools..................................................................................................87
Appendix E: Pharmaceutical MBA Survey..................................................................91
Supplemental Data............................................................................................................94
Academic Center Profile...............................................................................................94
Tufts CSDD Impact Report........................................................................................106
Tufts CSDD 2006 Catalog..........................................................................................111
Tufts Sponsorship Brochure........................................................................................119
Presentations...................................................................................................................129
Presentation to Lerner Center Board of Advisors ......................................................129
Mid Project Presentation............................................................................................146
Presentation to Pharmaceutical Management Advisors..............................................171
Final Presentation.......................................................................................................187
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Executive Summary
This report contains the information that was collected and developed specifically
for the Interfunctional Management Consulting Team Project on The Blanche and Irwin
Lerner Center for Pharmaceutical Management Studies, which will collectively be
referred to as The Lerner Center. The project had two major parts; the first was to
develop a strategic business plan for The Lerner Center and the second was to benchmark
pharmaceutical MBA programs throughout the U.S.
In order to present all of the data in a clear manner the following report is set up
in four sections. The first section of the report includes a strategic business plan that has
been developed for The Lerner Center in order to help expand the center and help it
achieve its vision of becoming the premier academic center in pharmaceutical
management.
The second section addresses the project team’s workload. The section illustrates
all of the work performed by team throughout the project and outlines tactics that have
already begun to be implemented, areas that have been explored that yielded little to no
results, and future areas that need to be visited. The work that is presented in section two
was performed in support of the information provided in the first two sections.
The third section is entitled implementation plan. This section presents the
recommended strategies in a clearer manner. In this section, we reiterate the strategies
that have been recommended and outline some of the tactical steps for proper
implementation.
The fourth and final section of the report is the benchmarking study of
pharmaceutical MBA programs. This section compares and contrasts other programs that
offer an MBA degree in a pharmaceutical related field.
4
1 Strategic Business Plan:
Summary
Business Concept
Current Situation
Financial/Administrative Needs
• Human capital
• Larger facilities
• Additional/alternative revenue streams to increase available budget
5
The Organization
Vision
Mission
Established in 2004 through a gift from the couple for whom it is named,
the Blanche and Irwin Lerner Center for Pharmaceutical Management Studies
(The Lerner Center) is emerging as a vital and productive resource for world-class
research and expertise. Its mission focuses on expanding and disseminating
knowledge on management issues of critical importance to the industry by:
Milestones
In order for The Lerner Center to realize its vision it must meet a number
of milestones:
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industry
Obtain accreditation for current programs 2006 End
Build strategic alliances to increase reach and 2007
promotional response
Obtain a larger building space When deemed necessary
Hire additional administration/marketing/ 2007
public relations staff
Develop a more aggressive marketing plan 2007, revisit 2009
Increase services to include in-house training 2007
programs and the administration of special
commissioned reports
Become self-funded through expanded 2008
offerings and utilization
Organizational Model
Current Strategy
Services Offered
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landscape that is the pharmaceutical industry. The certificate programs provide a
framework for understanding the structure and competitive profile of the industry,
and includes a review of key regulatory issues, applicable patent laws, drug
pricing and reimbursement, DTC advertising, mergers and acquisitions, public
policy initiatives, and financial evaluation. This program is offered three times a
year at IDT’s Washington Square Conference Center in Newark, NJ.
The Lerner Center offers semi-annual symposia that cover issues relevant
to the pharmaceutical industry and are presented by renowned industry and
academic experts. The most recent symposia was entitled “Healthcare for the
21st Century: The Role of the Pharmaceutical and Biotech Industries”
Strategic Alliances
Currently, the Lerner Center’s only strategic alliance is with the Rutgers
Business School MBA program in Pharmaceutical Management. The director of
the Lerner Center is also the director of the MBA program in pharmaceutical
management. The alliance provides the Lerner Center access to faculty members
and accounts for the Lerner Center’s intellectual resources. Maintaining this
stable relationship allows the center to position itself as the premier academic
center in pharmaceutical management knowledge.
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SWOT Analysis
Strengths
The Lerner Center has the support of the Rutgers Business School’s
MBA program in Pharmaceutical Management program, which gives the
center access to dedicated and qualified faculty. The affiliation with Rutgers
also gives them an increased level of credibility as experts in the area of
Pharmaceutical Management, which should help in building corporate
alliances.
Weaknesses
The Lerner Center is relatively new and has limited recognition within
the industry. Additionally, the center is in need of a long term business plan.
The Lerner Center has limited staff and physical space. It is supported
by only two personnel, a director and an administrator. The administrator is
the only full-time staff member. The center currently is only one office, which
is shared with the center administrator. It has no meeting rooms. It is in need
of support infrastructure and staff, as well as equipment resources.
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Opportunities
Threats
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efficient. These trends cause pharmaceutical companies to reduce its
investment in their own manufacturing facilities. Companies may reposition
its offices. This poses a threat to the Lerner Center because it causes instability
to the major pharmaceutical companies located in the vicinity of the Center.
Underutilization of the Lerner Center as a knowledge base could
potentially threaten the very existence of the center. If the center does not
implement a strategic and marketing plan successfully in the near future, the
center may become insufficiently funded and fall short in its mission and goals.
Key Personnel
Director:
Center Adminstrator:
Advisory Board:
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Honorary:
Irwin Lerner
President and CEO (Retired),
Hoffmann-La Roche Inc.
Chairman, Medarex
Board of Advisors
The Board of Advisors of the Lerner Center consists of high level
executives with very diverse backgrounds. It is critical for the Center to make the
most of these incredible resources. Though the Board members participate on a
voluntary basis, they seem to be truly committed to the Center. Members of the
project team attended the Board of Advisors meeting and reviewed the Board
meeting minutes, and the team was left with the feeling that the Board members
not been fully utilized. The project team presentation generated additional
interest in helping the Center. It is imperative to follow up with the members and
hold them accountable for the services/connections that they have offered.
Amongst other things, Board members could provide marketing, financial, and
general pharmaceutical industry advice and resources.
University Administration
It is important to align and utilize the resources of the University
Administration. In the departure of Dean Howard Tuckman, the Center lost a
close ally in the administration. The Lerner Center should be prepared to act
quickly to develop a relationship with the new administration, particularly with
the incoming dean. The center director and administrator should seek to set up a
meeting with the dean to inform and make her/him aware of the mission,
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offerings, purpose, and goals of the Lerner Center. The meeting could perhaps
include a brief tour of the Center. The primary idea is to attract the attention of
the new Dean, with the goal that she/he may champion the goals of the Center. A
positive relationship must be developed.
University Students
The Center has not been able to truly connect with the university students,
this is an area that needs to be improved. Not only could these students benefit
from the services and offerings of the Center, but they can also help in the
development of the Center. Providing opportunities for students to become
familiar with the Center will lead to increased awareness of the Center and could
lead to better participation in Center sponsored events. As a long-term goal it
should not be forgotten that these students will eventually become alumni and
potentially pharmaceutical executives who could become future patrons of the
programs and offerings. Note: These students don’t need to be pharmaceutical
MBA students, undergraduate students could recruited to pursue mass
communications/marketing/public relations activities as could Rutgers law
students be recruited for pro bono work related to patents as part of a pharma-
based study.
Facilities
The Lerner Center has a web page that is accessible through the Rutgers
Business School website. The center does not have a webmaster on staff and so
the website is maintained by the Rutgers University computing services.
Marketing Plan
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In our conversations with the project sponsors and our mid-project
presentation to the Lerner Center Board of Advisors all were in agreement with
our team’s finding that the Tufts Center for Study of Drug Development (CSDD)
was truly the leader in the field. For this reason many of the examples refer to the
Tufts CSDD and it is no coincidence that many of the recommendations seek to
emulate the general structure of the incredibly successful CSDD. We must,
however, keep in mind that the well-established Tufts CSDD has been in
existence for over thirty years and is extremely well staffed and funded. To that
point the Lerner Center must build its own identity slowly and given the proper
circumstances should be willing to deviate to respond to the changing needs of
those in the Pharmaceutical Management Industry.
As previously stated, the Lerner Center has a unique opportunity to
establish itself as a premier academic center in the multifaceted realm of
Pharmaceutical Management. With the exception of a few established centers,
New Jersey’s pharmaceutical managers are largely underserved. Fortunately, the
Lerner Center, in its infancy, has taken initial steps to establish some of the
qualities, characteristics and programs that will serve as the underpinnings of a
truly successful academic center. We should stress that this is a long-term project
that will aid The Lerner Center in establishing its niche within the industry.
Market Analysis
One of the primary mandates of the study was the identification and
review of both regional and national academic centers. More specifically, the
goal was to profile as many relevant academic centers as possible. Relevant
being, those that operated within a university setting and concentrated on
pharmaceutical management. After researching this, it appeared that there are
not as many centers operating in this capacity, as was originally expected. This
means that there is a lack of university-associated academic centers focusing
on pharmaceutical management in the nation, and thus an excellent opportunity
exists for the Lerner Center.
In the initial searches we were quite broad in gathering information on
all academic centers with a pharmaceutical tilt, but quickly found that the
majority focused solely on the medical side of the Pharmaceutical industry and
were largely irrelevant. As part of the review of the programs we tried to
identify unique features that could be utilized by the Lerner Center. After a
final review we narrowed down the field and chose to profile four Centers that
concentrated primarily on Pharmaceutical Management issues. As you will
see, many of the centers offer some unique programs that the Lerner Center
could slowly buildup over a period of time. It is important to identify the
proper programs and more importantly the proper implementation order so that
Center can build upon its successes. As we progressed in our research we
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identified several key components that exist in most successful centers, these
being:
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that are fully self-funded. It should be noted that there that were many centers
that are a combination of the first two models mentioned. In the Lerner
Center’s case many of the expenses and academic pursuits are funded through
benefactor support while the staff is subsidized by Rutgers University for the
present time. In order to achieve the Center’s goal of operating on a fully
self-funded basis the Center must generate enough revenue to cover academic
endeavors as well as current and future staff. Fortunately, the Lerner Center
has established some of the initial programs that other centers have used to
successfully generate revenue.
The most successful academic centers that we reviewed relied on
offering continuing education classes on a post-graduate and professional
level. These offerings were used to generate revenue by charging a fee for
attendance. The Tufts CSDD initially began with one course offering to
industry professional decades ago and today the CSDD offers five very
diverse, well attended continuing education courses. Topics include a three
day course Decision Making Skills for Pharmaceutical R&D, a five day course
in Post-Graduate Clinical Pharmacology, Drug Development, and Regulation,
a three day program in Leadership for Drug Development Teams, and a one
day Senior R&D Roundtable.
In conversations with representatives from the Tufts CSDD they cite
that their ability to identify and adapt to the needs of the pharmaceutical
industry and produce timely offerings was critical in the success of their course
offerings. As a result, the CSDD is able to charge attendees up to $3,500.00
for a course, thus generating substantial revenues for the CSDD. The success
of the programs and well-known name of the CSDD has allowed it to expand
the locations where the course is administered to the west coast, where courses
are presently offered in San Francisco. A recent plan for expansion to London,
with a course adapted for European regulations was delayed for unspecified
reasons.
Even with the substantial revenue generation the continuing education
courses only account for about 22% of the CSDD’s total revenue. In a mature,
well-established center, where the majority of the funding comes from grants,
revenues from continuing education are less important, but in the case of the
Lerner Center continuing education revenue is vital for increasing research,
which will in turn lead to expanding notoriety. These may ultimately lead to
key funding/revenue sources through grants posted by large corporations,
foundations, and potentially government agencies that will provide for
additional research and staffing.
It should be added that these revenues of continuing education courses
are subject to some industry risk. As Dr. Hassan noted, the pharmaceutical
industry, especially some of the larger companies located in the New Jersey
area, are in a period of transition due to some recent setbacks. To this point he
noted that attendance may be weak for this reason and attracting attendees was
becoming increasingly difficult. This recent trend was also noted by
representatives from the Tufts Center, but they noted that the courses geared
more toward general continuing education courses such as leadership skills
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were more subject to a decline in participation during such downturns. The
CSDD representative also noted the skill/training courses, which potentially
may be viewed as imperative for company professionals, were less impacted
during periods of uncertainty. With that stated, the potential to hedge against
future or additional downturns may be improved by including in the offering
mix- courses on a specific set of skills that all executives and managers would
deem necessary, even when budgets at various company were tightened.
Moreover, the counterpoint would be that the various startups that continue to
emerge also stand to benefit from a relationship with the Lerner Center and
relationships with representatives from these companies must be aggressively
sought out.
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might help is a monthly e-mail to previous attendees, informing them of
upcoming events. In establishing the contacts, the Center should build on the
contacts of the founder, director of the center, Board of Advisors, faculty
members, and university alumni.
In terms of attracting corporate partners/sponsorships this will rely on
the ability of the Center to provide a value proposition to each partner. Over
time the Center’s reputation for the ability to provide value to sponsors will
broaden its appeal and attract additional sponsors as well as increased dollars
from potential existing sponsors. In the review of other academic centers,
several interesting structures of partners were found. The basic model is to
attract sponsors on an even basis at a set dollar value. A second model, seen in
the MIT Sloan POPI model, includes various levels of sponsorship which
requires increasingly higher commitment of corporate funds and allows for
increasing benefits to the sponsor. A third model, utilized by Tuft’s CSDD, is a
complex, graduated model that provides all partners with the same benefits
with funding commitment determined by calculating a certain percentage each
companies research and development costs. Of the three models the most
applicable for the Lerner Center’s case is to create a system with various levels
of funding commitments for sponsors. The reasoning is that set value
sponsorships may prohibit some smaller potential clients from pursuing any
level of partnership due to prohibitive cost and the last option, the Tufts model,
is far too complex to implement at this stage in the Lerner Center’s growth.
By offering various levels of sponsorship, it gives companies more flexibility,
thereby allowing for a wider variety of potential sponsors.
As previously stated the development of the value proposition is
imperative and will truly be an evolving process. In the review of other
developed academic center sponsorships benefits, they include access to
Center documents, reports and texts, the ability to request meetings with
Center staff and faculty on specific research topics, and reduced registration
fees. The current value proposition could likely involve the same offering;
such as reduced registration and access to the Center staff, but since these may
be somewhat limited at the present the Lerner Center should appeal on other
levels. One approach, as Center builds its resources, is to attract partners by
appealing to their desire to assist in purely on educational grounds, as it is
often mandated by some portion of company budgets, especially in larger
companies. An additional approach would be to appeal to companies desire to
be the “first” to be associated with a valuable, growing organization such as
the Lerner Center.
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journals and newsletters. The Tufts Center has developed numerous
proprietary databases; Investigational NCE Database, Approved NCE Database
Biotechnology Database, Fast Track Designations Database, EMEA Approvals
Database and an Orphan Drug Database.
Target Market
The target market for the Lerner Center is individuals and companies
that want current, high-quality and relevant information in the area of
pharmaceutical management. Segmentation of this market reveals that there
are three potential target groups within this market. These groups present
greatest opportunity for the Lerner Center to create and establish itself. The
Center must cater its offerings as per the needs of these target groups, as well
as meeting the need of the total market. Continuing education is a primary
requirement for career development in pharmaceutical and healthcare
industries. The three target market groups for Lerner Center are as follows:
19
their organizations to increase the potential
participant list for the center for future
programs and symposia
These potential targets offer a good match for Lerner Center’s primary
offerings. Ideally an offering mix can be devised to entice each sector. The
Lerner Center is also active in providing funding for faculty research which
should in turn be solicited by Lerner Center Management when they seek
funding in discussions with Pharma Company representatives at PDA/DIA
Meetings. The target markets identified above can provide greater
opportunities for the center to identify research projects, potential sponsors and
researchers. The Lerner Center can play a role of a liaison between its
researchers and the project sponsors from the industry. Only by developing
products and service offerings for each segment can the Lerner Center fulfill
its mission both today and long into the future.
Competitive Landscape
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• Steven’s Tech – New Jersey – University Research & Enterprise
Development
• St. Joseph’s – Pennsylvania -
• Drexel – Pennsylvania – Centers for Excellence
• U Penn – Pennsylvania - Leonard Davis Institute of Health
Economics
• NYU – New York – Research Centers
• Columbia – New York –
• Center for Global Health and Economic Development,
• International Center for Health Outcomes and Innovation
Research,
• Center for Continuing Education in the Health Sciences
• Tufts – Massachusetts – Tufts Center for Study of Drug
Development
• MIT – Massachusetts – Sloan Center Program for Pharmaceutical
Industry
• University of California, Berkeley – Center for Health Research
• Duke – Health Sector Advisory Council
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Future Strategy
New Jersey is hub of the pharmaceutical industry and this industry is very
data driven. In response to this, the Lerner Center needs to be the provider of
high value, relevant information in order to rise as a prominent academic center.
We believe that the Lerner Center needs to find innovative ways to meet what we
consider to be this unmet need. However, there needs to be some major changes,
if this goal is to be realized. The areas of expansion are broken into three areas,
improving current offerings, establishing new strategic alliances, and developing
new products
Certificate Program
As previously described, the Lerner Center offers a two-day certificate
program geared to help industry professionals understand the competitive and
ever-changing landscape of the pharmaceutical industry. In an effort to add
value to the current pharmaceutical executive training course and increase the
target market the Lerner Center should try to obtain continuing education
credit for the course content. These credits are provided by accreditation
councils as an effort to ensure that various licensed professionals are staying
current with topics in their fields of study e.g. the Accreditation Council for
Pharmacy Education (ACPE) requires pharmacists to complete at least 30
educational credit hours every two years to keep their license. There are a
large number of pharmacists in the pharmaceutical industry. If the Lerner
Center can gain continuing education credits for their program, then it can
offer pharmacists a means to help complete this requirement, thus increasing
the program attendance and the resulting revenue. Currently, the program will
begin the accreditation process. This process must be brought to a positive
outcome.
Symposia
The Symposia is an event offered by the Lerner Center that brings
together industry professionals/scholars who speak on current industry issues.
The symposia budget primarily works off the Campbell grant and limited
resources. While there is a $400 fee to attend the event, the event draws few
paid attendees as Rutgers faculty, students and staff attend free of charge.
While the Symposia Series has been well received at this time it should not be
counted on as a revenue source as currently configured. The Center recently
completed a successful event featuring the Hon. Tommy Thompson. Presently
and in the near future the series should be used to increase the awareness of the
Center and promote activities associated with the Center. The series should be
viewed as vehicle to bring students, faculty, administration, and industry
professionals and executives together to share industry relevant ideas. In the
interest of seeking an additional forum for attendees to discuss the topics
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covered in the speeches, etc, perhaps the Center could seek a corporate partner
to sponsor a small, informal reception for the attendees to continue the
discussions and promote relationships among the industry professional and
members of the University community. The continued help of Pharmaceutical
Management Club is pivotal to the future success of the symposia. Faculty
teaching pharmaceutical MBA courses need to be made “members” of the
Lerner Center, and tasked with the deliverables for its improvement. Annual
goals should be announced, met and then these accomplishments should be
promoted through all available outlets.
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students with a Center that would appreciate the additional resources to help
the Center flourish and tackle some larger projects that it otherwise would be
prohibited from pursuing. The work or project of the Student Advisory Team
could be presented in front of the Board of Advisors annually.
24
Other organizations could be utilized for logistic issues while the
Lerner Center and Rutgers Faculty and Researchers would retain full creative
control. (VIB Events, IIR, PTI, Designing Events).
Additionally, there are certain prominent organizations that the Lerner
Center should establish affiliations. (PDA, DIA) These relationships need to
be in place, as the primary benefit here is for the awareness for the center and
to be aware of who the various industry “thought leaders” are and how they
can best be engaged.
Sponsorships
Again, once the Lerner Center develops unique offerings discussed
herein or developed separately, this will support a value proposition to entice a
company into corporate sponsorship similar to the CSDD. The CSDD allows
access to proprietary databases and reduced fees to the many of their products,
such as their journal workshops and commission reports.
Proprietary Database
Proprietary database topics are long-term projects and outside the scope
of this project, but we would suggest if this was an area of interest a sub-
committee of faculty and Board members should be assembled to identify
viable candidates to develop a database around.
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Case Study Reports
Students throughout higher education purchase case studies as material
required for courses. A majority of cases purchased for business come from
the Harvard Business School, however there is a need for development of
pharmaceutical related content. The Lerner Center should look into the
possibility of partnering with the Rutgers pharmaceutical MBA program
administrators and teachers to see if creating original case study reports by
faculty and/or graduate students is possible. A program could be set up to have
students enrolled within the pharmaceutical MBA Program develop case
studies for purchase in future classes, internally, and in the future look to offer
them to other institutions. These reports may also be offered in a
downloadable format.
Journal
The long-term interest of Dr. Hassan to produce a journal was duly
noted by the Interfunctional Team. A periodic email should be distributed to
previous event attendees that sums up the recent notable news events and the
projected impact on the companies represented in the attendee list database.
While the costs of a journal is prohibitive at this we suggest that the
Center start out small and utilize it to generate awareness of Center activities as
opposed to generate revenue as it is in the case of Tufts. We would propose
beginning that the monthly email could then be repackaged as a simple semi-
annual newsletter format. The articles could include synopsis articles of the
findings of those receiving grants from the Center, additionally reviews of past
events and information on upcoming events should be incorporated. The
newsletter should be sent to all of the enhanced e-mail lists and posted on the
website. After the journal becomes more renowned, the Lerner Center can
offer fee-based subscriptions in order to gain revenue. Case study reports that
were created during the term could also be included in this type of periodical.
Financial Analysis
The current goal of the Blanche and Irwin Lerner Center is to have the
center flourish into a self-funded entity within the next 2-3 years. As of today, the
center is primarily working off the interest of the one million dollar endowment
made by the Lerner Family. With an interest rate at four percent, the center
currently has a budget of forty thousand dollars to work with annually. The budget
is reduced by thirty thousand dollars annually which the center has allocated for
research grants. The budget is further reduced by another $5,792 annually for
costs associated with: Computer Supplies, Fax, Supplies, Telephone and Training.
This brings the annual budget closer into the red without having any dollars
allocated for software/data or staff salaries.
26
In our discussions with Ms Castillo, the current staff salaries are paid by
Rutgers University however this will be changing in the near future. Incurring this
additional cost, the Lerner Center would be unable to sustain its’ current structure
and be forced to make decisions due to lack of financial resources. Ingrid has also
expressed an interest in having a staff to assist with marketing of the Lerner
Center offerings and this cost would further drive the Lerner Center into financial
hardship. IMS data which can be accessed at the Lerner Center has been donated
on a conditional basis that the data not be used for pecuniary gain. With little left
budgeted annually, the Lerner Center is limited when expanding the data sources
and programs necessary to back future innovative research.
The Lerner Center currently offers a pharmaceutical management based
conference three times a year to generate revenue for the center. The course
content is adequate and on par with conferences provided by competitors however
the Lerner Center Conference has not received the recognition or the response rate
it requires to be beneficial to run. The break-even point to run a conference has
been calculated at 10 attendees with the latest conference attracting Spring 12,
Summer 19. This break-even analysis was done by fixed costs associated with
running a conference: $10,000 allocated for the honorariums, $500 for an e-mail
list of 1,000, and $2,040 for the venue. This brings the total fixed cost to $13,840
with a variable cost of $130 per attendee for brochures, supplies and food. With
this we calculated the break-even point to be 10 attendees when full price $1,500
of the conference is paid. This Excel spreadsheet has been attached so that future
event modeling could be completed.
Figure 1
$50,000.00
$45,000.00
$40,000.00
$35,000.00
Dollars $
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The success of the conference is an area in which the consulting group
eyes as pertinent to the success of the Lerner Center. With our current projections
we see that a conference can bring in upwards of twenty seven thousand dollars
with the simple addition of concentrated e-mail distribution lists. The response
rate of attendees is currently at 1% and with the addition of another two thousand
contacts which we estimate to receive from the board members we calculate an
attendee count of 30. This would bring in $45,000 of total revenue and when you
deduct the total cost to run the conference of $17,740 we receive a net profit of
$27,260. You can notice that the variable cost of running a conference is minimal
$130 and once the break-even point is surpassed hosting a conference becomes
very lucrative. While marketing efforts may increase event attendance, if there
isn’t a significant increase, then limiting the event to biannual will prevent the
dilution of attendance at each individual event and boost profitability.
The Lerner Center also holds a symposium bi-annually that is offset by the
Campbell grant. Profit ratio from running the symposium is far less than the
conference. Due to this fact we advise continuing offering the symposium with no
reliance of it to generate revenue for the center. Use of the symposium as a
marketing tool for the conference is an approach the center may want to continue
to employ. The symposium is a great compliment to the conference however
energy and additional resources should be concentrated in building/running a
successful conference.
An expanded budget would allow the center to branch out and acquire
more data and software programs. This could ultimately assist with finding a
niche data service the biotechnology and pharmaceutical industry associates with
the Lerner Center. This data would prove to be invaluable as the Lerner Center
would continually be recognized as a reliable source to do research. Increased
recognition and awareness within the industry brings increased funding from the
industry. With a steady revenue stream, the Lerner Center would be able to
continue serving its’ mission of “expanding and disseminating knowledge on
management issues of critical importance to the industry”.
28
2 Team Events
Dead-Ends
Currently the CMD offers a Mini-MBA in business and finance and upon
completion of either course, 3 credits could be used toward the pursuit of an MBA
at Rutgers University. A preliminary discussion took place with Abe Weiss the
Director of Operations of the CMD and interest was expressed in developing a
Mini-MBA program with a focus on pharmaceutical management. This
information sharing session revealed the difficulties in creating a program and the
need for a real niche. With New Jersey being a Pharmaceutical Industry hub it
was thought that creating such an offering would be a great revenue stream for
both the Lerner Center and the CMD. Along with creating a Mini-MBA in
Pharmaceutical Management it was thought with the assistance of the CMD we
could create on-site programs which tailored to the Pharmaceutical Industry.
Alumni Network
With current enrollment greater than sixty-four thousand, Rutgers
University has an extensive alumni network “Rutgers Alumni Association” which
can be utilized to market the current program offerings. Our initial thoughts were
to contact the association directors to discuss the ideas of creating a link on their
website to the Lerner Center website and marketing the Lerner Center offerings at
their events.
29
Multiple calls and e-mails were made to the Director of the Rutgers
Alumni Association, Keri DeMayo with no avail.
Successful Avenues
Accreditation
The certificate program that is offered by the Lerner Center covers the
gamut of cutting-edge pharmaceutical topics that is beneficial to industry
professionals. To generate additional revenue for the center, accreditation was
pursued for the existing program. Attaining accreditation would expand the target
market which the Lerner Center markets the certificate program. Recent trends
within the pharmaceutical industry have companies slashing budget for
conferences. Gaining accreditation would provide the center a competitive
advantage with funds coming from continuing education.
Marketing Club
In hopes of addressing the lack of a marketing department we have
contacted the leaders of the student organization known as the Rutgers MBA
Association of Marketing and Strategy. The association could aid in the
implementation of current initiatives as well as develop new strategies and
marketing approaches. The initial response was positive although the assistance
cannot begin immediately.
30
Benchmarking of Academic Centers
We have also researched, analyzed and benchmarked several academic
centers. Data on MBA programs at various schools were gathered. Various
universities were contacted for additional data. The SWOT analysis and
benchmarking study on Pharma MBA programs have been completed. This will
assist in targeting the future of the Lerner Center, as well as the Pharma MBA
concentration. The academic centers we’ve analyzed have relied on offering
continuing education classes on a post-graduate and professional level. These
offerings were used to generate revenue by charging a fee for attendance.
Website Development
When accessing the Lerner Center website one will find a site that utilizes
the generic Rutgers University website template. Our idea is to have the site
redesigned making navigation easier and providing the option for video content.
The current website garners minimal hits on various search engines and it is
necessary to modify the website structure to increase search relevancy.
Contact was made with the head of IT at the university, Tom O’Reilly.
Costs constraints for hardware needed for offering video content and a more
robust site is minimal. Currently Rutgers provides a server for offering on demand
video content. Areas that the Lerner Center may encounter issues with are the
actual redesign as any significant changes would require the involvement of,
Ripple Effects Interactive, the firm that created the site. Approval by Angie Tsung
and the Dean is also required as Rutgers Business School is trying to keep a
uniform offering throughout all programs.
31
industry. Information obtained was useful and our team learned of the centers’ use
of an interfunctional consulting team in 2003.
Survey Development
A survey was developed by our team to assess the current attitudes of
Rutgers Business School students. The primary focus of the survey is to see which
areas of the MBA program are in need of strengthening by meeting market needs.
Multiple versions of the survey were reviewed/critiqued by members of the team
and the program director. Currently the survey is ready to be distributed as our
team was informed not to analyze any data that is gathered.
Case Study
Students throughout higher education purchase case studies as material
required for courses. A majority of cases purchased for business come from the
Harvard Business School, however there is a need for development of
pharmaceutical related content. A requirement could be set to have students
enrolled within the Pharmaceutical Management Program develop case studies for
purchase in future classes. The Lerner Center would benefit by publishing the
cases and providing assistance with research.
Public Relations
During our presentation to the Lerner Center Board of Advisors multiple
members offered their assistance with developing the Center. Members offered e-
mail lists that could boost attendee levels at future conferences and made multiple
suggestions as how to increase revenue. A commitment was also made by Chris
Kinmun regarding the assistance of a PR firm on a pro bono basis.
Minutes from the Lerner Center Board Meeting were obtained from Ingrid
Castillo to tie which members offered what services. E-mails were then sent to the
various members with regard to the commitments they offered. Some responses
have been received however additional work will be required.
Corporate Sponsorship
In its state of infancy, the Lerner Center has yet to discover a “product”
that the industry associates itself with. The Sloan Center has a product in the
analysis of the cost of producing a drug from research to market. Recognition will
come with the development of a product the industry uses/quotes widely.
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Suggestions from the board
Developing relationships with the media outlets by inviting the press to
future certificate programs and symposia. This would put the center in the public
and industry eyes and increase awareness of Lerner Center activities. This
suggestion has been implemented and continual follow through is only
advantageous to the center.
33
3 Implementation Plan
An essential step to strategic business planning is the eventual implementation. In
order to expedite this process this section will present the recommendations of future
strategies in a clear manner and outline the tactics necessary for a successful
implementation. It is important to note, however, these strategies and tactics are
suggested and for the Lerner Center to grow in the future these methods may need to be
modified to better suit the conditions that the future will present.
Certificate Program:
Tactics: Utilize the alumni network to try to gain access to potential attendees
in the industry. Utilize board members contacts to obtain corporate e-mail
lists and make use of any public relations or marketing resources that they
may have access to.
Symposia:
34
Establishing New Strategic Alliances
Strategy: Add a student member to the Board of Advisor in order to give the
board members a student perspective as well as provide additional help in
bringing about many of the member’s ideas.
Tactics: Appoint or elect a full/time part-time student that would sit in on the
Board of Advisors meetings. Assign the student board member the task of
following up on the board members suggestions.
Tactics: Follow up on the initial contact with PTI in order to establish if this
alliance is appropriate for the Lerner Center. Contact other organizations that
may help the Center achieve its goals either through the creation of a joint
venture that will help increase revenue streams or one that will allow the
Lerner Center to utilize the marketing and public relations resources of the
company.
Sponsorships
Strategy: Once the Lerner Center develops some unique offerings the Center
should set up a system of corporate sponsorships to gain revenue.
Tactics: Continue expanding the Center and offering new products. Set up a
system by which companies can enter into a sponsorship that would provide
them access and reduced fees to the Center’s product offerings. The structure
should be multi-tiered, corresponding to various levels of sponsorship
depending on the size of the contribution.
35
Developing New Products
Tactics: Once the Center has further established itself in the industry as a
leading center in the area of pharmaceutical management, the center should
set up a system by which industry professionals interested in obtaining an
original report in the area pharmaceutical management could contact the
Lerner Center. The Lerner Center would in turn contact faculty and/or
graduate students that are interested in taking on such a project and would
commission them to write the report. The Lerner Center would then retain
some of the fee of the report for handling the administrative services.
Proprietary Database
Tactics: Once the Center has become more established, it should begin to
assimilate relevant and original data in order to develop a database of
information that companies will find useful. It can then allow access to this
database for a membership fee. Additionally, the development of a
proprietary database will provide a value proposition in order to attract
corporate sponsorships.
Strategy: Create case study reports that can be sold to students, academic
institutions, or companies to gain revenue.
Journal
Strategy: Create a journal that is published by the Lerner Center in order to
increase the prestige of the Center, facilitate idea exchange, and grow Center
awareness. In the future subscriptions can also be sold to gain revenue.
36
Tactics: The center should begin by publishing a semi-annual newsletter that
discuss recent events and advertises for future programs and products that the
Center is offering. Once the Center becomes more established and the number
of staff members has increased, the Center can begin to set up its own journal
using submissions by Rutgers faculty members that are currently receive
educational grants from the Center. Eventually, the Center should publish a
journal containing articles from outside authors.
37
4 Benchmarking Study on Pharmaceutical MBA
Programs
Summary
Program Types
The majority of the business schools offer MBA programs as full credit
traditional programs, but they have been formatted to fit into the needs of today’s
busy executives. These “Executive MBA” programs offer more flexibility in terms of
location, duration, and scheduling than the traditional programs. Along with MBA
programs, several business schools also offer certificate programs. Such programs are
shorter versions of the regular MBA programs and primarily serve the short-term
38
educational needs of busy executives. Some business schools use this program type as
a marketing tool to attract more students for their regular MBA programs.
Joint programs and alliances among domestic and international business
schools have been on the rise over the last few years. Joint programs are becoming
increasing popular among the globe-trotting executives since such programs offer
them more flexibility. These joint programs combine the strengths from different
schools to help overcome their weaknesses in order to offer a more competitive
program. These programs are becoming popular among regular MBA students as
well, since they offer location flexibility, ability to take classes at multiple campuses,
and above all a joint degree. The program at North Carolina State University offers
the joint Masters of Microbial Biotechnology and MBA. Such a joint
concentration/degree provides education about traditional management areas as well
as in-depth coverage of the issues faced by the biotechnology and pharmaceutical
industries, including regulatory and legal issues.
Both traditional and executive MBA programs are offered in full- time as well
as part- time format. Some of the schools also offer weekend only programs. The
development of such schedules has been to offer more scheduling flexibility to the
students.
A few schools also offer mini-courses in their MBA programs, which allow
students to complete a short subject or an accelerated refresher course when they have
time. It offers more control to the students over the pace of their education. These
mini-courses in the MBA program provide managers with a broad overview of vital
subject areas such as politics, law, regulations, finance, and alliances. It also educates
the managers about key concepts, tools, techniques and strategies that are used in
today’s business environment.
Concentrations
FDU
Pharmaceutical Marketing St. Joseph’s
Pharmaceutical Technology Stevens Tech
Health care / sector Management Duke, Seton Hall, U Penn
39
Health Systems Management FDU
Health Management UC Berkeley
Joint Major: NC State
Biotech-Pharmaceutical Management
Joint Major (Pharmaceutical + Healthcare) Seton Hall
Instructional Format
MBA courses are primarily offered in-class. A few programs also offer online
courses, while others offer a combination of in--class and online courses. Due to the
increased popularity of Internet based educational systems, online classes are
becoming more prevalent in college curriculums and various MBA programs are
experimenting with it. Offering online course not only utilizes the new technology
for the course delivery, but also meets the needs for those who may not be able to
come to the class regularly.
The number of credits requirements for program completion varies over the
range of 47 to 60 for most MBA programs. Joint degree programs have a higher
credit requirement. Some programs offer several 1.5 or 2 credit courses. By having
shorter classes with less credit-hours, students need to take more classes to meet the
program requirements. This provides a great opportunity for the students to broaden
their knowledge. On the other hand students may loose their focus on their
concentration if they take courses over a wide range of subjects.
Several MBA programs offer a variety of courses in the area of the
concentration. The chart in Appendix A of this section lists the MBA programs and
the courses they offer. Based on the degree requirements students are expected to
take a combination of core and elective courses towards the completion of their MBA
degree. Some joint programs such as the one at North Carolina State University
provide several cross-departmental courses.
Location
MBA programs are mostly held at university campuses. Some schools have
multiple campuses in the same state. Off-campus programs are becoming increasing
popular since they bring the programs closer to the students. Several schools are
forming strategic alliances with other regional (Columbia + UC Berkeley) and
international business schools (FDU + Wroxton College, UK + FDU, Vancouver,
Canada) and are offering students an opportunity to learn in an international setting.
With the increasing need for executives to have global experience, the demand for
international programs is on the rise. Some programs, such as the one at Drexel, offer
classes at corporate locations where the classes are customized to fulfill the needs of
the specific corporation where the program is held.
40
The table below summarizes various options provided by premier Pharmaceutical MBA programs.
41
Faculty Members
Listed below are some programs that have unique features among the
programs profiled the complete list of programs is in Appendix C.
University of Colorado
Drexel University
42
University of the Sciences in Philadelphia
• Offers online MBA, executive MBA, regular full or part-time evening format
program and certificate program.
• Online MBA - 36-credit program.
16 of the 20 courses available online.
The remaining three courses live at an executive conference facility.
Access online courses and university resources using any Internet
connection, anytime, anywhere 24/7.
• Regular MBA – Full or Part-time program
Classes held at day, evening, and/or weekend hours.
USP Multi-discipline Strategic Management class - gives students the
opportunity to gain a comprehensive, in-depth understanding of the
pharmaceutical market. The MSM course is a three-semester course for
the MBA program and consists of MSM I, II and III.
For MSM I and II, the students create a fictitious pharmaceutical company
(FPC), learn how this company would operate in the real world and solve
real world problems.
The students address management issues, personnel issues, financing
issues and strategic issues of the company.
At the end of the course, students present their case study to a panel of
professors, explain all aspects of the case study, and defend it.
For MSM III, students are required to complete a research project that has
been assigned to them by a major pharmaceutical company.
Students present these findings to the organization in a convincing manner
and follow up on their recommended course of action, and discuss the
results of their recommended strategy.
• Certificate Program
Two major tracks – Marketing and General Management
Each track requires five courses for its completion
SWOT Analysis
43
By using the data collected for this project, a complete SWOT analysis was
conducted on strength, weakness, opportunity and threat of all programs. Please see
Appendix D for the complete analysis report.
Students are no longer willing to learn from textbooks but rather want to learn
from the real world cases and to gain hands-on experience from industry experts.
A jointly-developed program between the schools and pharmaceutical firms gives
students the opportunity to learn from real world experience and better prepares
students for the jobs in the industry. A program that has industry involvement will
no doubt give itself a strong competitive advantage.
3. Convenient program locations and flexible schedules increase the value of the
program.
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Most students in the programs are part-time students. It is a very challenging task
for them to fulfill their educational needs while still working full-time. Offering
convenient locations and flexible schedules will help students complete the
program more easily. Most schools that were researched have weekend, weekday
and evening schedules for their programs. Some schools also offer the same
program at different campus or client sites for the convenience of the students.
4. Online courses may meet needs of potential students, especially executives and
senior management personnel.
People may argue that MBA education should be interactive among professors
and students. Even with the latest technology, online course may not be able to
provide students with full scope of interaction that students need to achieve their
learning objectives when compared to in-class lecture. As a result of vast
improvements of the internet-based educational systems, offering online courses a
valid option for MBA education. This can be demonstrated by the increasing
demand from students and many success stories behind this feature. Delivering
course online seems to be particularly vital for the programs that are unable to
offer courses at convenient locations or provide flexible schedules to meet the
needs of their students.
The unique features help to differentiate schools from others and also provide
tools to attract prospective students. Business schools must craft their marketing
strategies around these unique features.
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Appendix A: MBA Program Course Descriptions
46
Is presented as a conceptual tool in health administration. Health is viewed as a subsystem of society, and interfaces
among health and other social subsystems are analyzed. Broad social and cultural issues form a context for meaningful
discussion of health planning and administration in the current decade and in future decades. This course will be offered
General Systems Theory as an elective.
Develops the student's ability to think strategically by examining the interplay between the structure of
industries/markets, the potential sources of sustainable competitive advantage, and the formulation of strategies. It
Healthcare Strategic draws heavily on knowledge from other courses, particularly economics, organization theory, and marketing. Students
Management prepare a competitive analysis and strategy formulation project for a health care institution as part of the course.
Builds on the concepts, models, and techniques introduced in the curriculum to integrate them with a decision-making
Management of Healthcare focus. This course includes the topic of governance and uses a major case analysis. Students provide management
Organizations reports and a formal oral presentation.
Provides the executive with the background, theory, and skills in microeconomics that are essential for effective
managerial decisions and are helpful in other courses in the Program. Students learn the fundamentals of marginal
analysis as a basis for decision making regarding the use of society's scarce resources. This course provides the student
with the tools to understand various market and governmental (regulatory) solutions to the economics of health care
Microeconomics delivery.
Provides an overview of the concepts and techniques of managerial accounting for generalist health care administrators.
These techniques are used primarily for financial planning, measurement, and control. Topics covered include financial
Management of Accounting planning, budgeting, cost measurement, cost control, breakeven, revenue and cost variance analysis, price setting, and
in Healthcare Organizations related financial decision-making.
Provides an overview of the problems associated with organizing people at work while leading the transitions demanded
by the healthcare environment. Topics covered include creating and building support for a vision as well as the
identification and management of barriers associated with resistance. Alternative systems and structures are examined
Healthcare Leadership and change management, team development, and conflict resolution processes are applied to healthcare organizations.
This course focuses on the understanding of the operation of the healthcare market and its relationship with the
pharmaceutical industry. Topics include the nature and characteristics of competition among the pharmaceutical
The Healthcare Industry companies, regulatory characteristics, the role of patents, brand name vs. generic drugs, the impact of managed care on
and the Role of the the pharmaceutical industry, cost and pricing decisions, third-party reimbursements for prescription drugs, responses to
Pharmaceutical Companies competitive pressure through mergers, acquisitions, and restructuring.
The course focuses on progressive practices pertaining to manufacturers, distributors, providers, and integrated
networks. Topics to be covered include (1) information flow (integration of cost, clinical and charge systems; types of
information systems do and do not work; internal communication of goals and missions; integration of distributors
information with internal systems; and point of use information-data-integration); (2) Organizational Dynamics (culture;
leadership, organizational structure; physician relationships, and change management); (3) Metrics (measurement of
goals, cost reduction, supply chain goals vs. larger enterprise goals, and the use of reward incentives); (4) Supply Chain
Relationship Management (management of cost information and improved efficiencies with manufacturers, group
purchasing organizations, and distributors; and relationship among units within a system or network. This is a case
Health Sector Supply Chain based course drawing on findings from leading integrated delivery systems throughout the nation. Students will be
Management expected to carry out a project pertaining to progressive practices in their own organizations.
47
A further exploration of marketing principles as they specifically relate to the pharmaceutical and biotechnology
industry. The three main areas of focus will include 1) marketing research; 2) product management (examining patent-
protected, generic, and competitive drugs by lifecycle, their interface between other corporate functions such as R&D
and sales/promotion, regulatory issues, and greater healthcare environmental issues such as third party payers and global
competition); 3) sales management (the sales force make-or-buy decision; structuring via territory, quotas, motivation,
and evaluation; account management; and, emerging technologies as direct-to-consumer and e-commerce grows more
Pharmaceutical Marketing influential).
This course introduces students to the theory and application of economic analysis and outcomes research in the
pharmaceutical industry. Topics include: an overview of the pharmaceutical industry; the role of cost, quality of life and
other outcomes research data; development and application of cost and economic data and analyses; development and
application of quality of life instruments and analyses; health policy issues in the use of outcomes research. Numerous
Pharmacoeconomics applications and examples from industry will be presented.
Ambulatory Care
Organizations -- Their
Governance and
Management
Entrepreneurship in
Healthcare
Clinical Outcomes
Measures
International Health
Transformational
Leadership
2 Duke This one-week course, offered in August, provides an overview on the interlocking segments of the health care industry,
University, including physicians, hospitals, HMOs/PPOs, insurers, consultants, pharmaceutical companies and medical device
North Carolina Health Care in the 21st companies. The course analyzes the health care industry from a historical perspective to understand how it has evolved
- Health Sector Century to its current state and to predict how it is likely to change during the next century.
Management
The market behavior of consumers and firms in the health care sector is examined in this course, using tools from
microeconomic theory. There is a focus on analyzing the economic fundamentals behind the actions and reactions of
Economics and Strategy of players in the health care market, e.g., the patients, payers and providers. Emphasis is placed on acquiring a tool kit that
Health Sector Management will enable a structured and analytical examination of the major issues.
This interactive series gives students the opportunity to discuss relevant and timely health care issues and apply the skill
sets taught in their core HSM courses. Faculty moderators lead the discussions and students share their perspectives on
Seminars in Health Care current topics of interest.
48
Consumers are shaping the health care system of tomorrow, yet evaluating and predicting the role of the consumer in
this new era remains challenging. This course will assess consumer preferences for health and health care, and then
address how a consumer focus will re-shape the health care industry. Topics relevant to marketing across many segments
of the health care industry are examined in this course, including patient decision making, patient preference
measurement, and mass marketed versus targeted segmentation and communication. Branding of health care services
Health Care Marketing and coopetition and coordination in industries will also be covered.
This course provides an operational perspective on health care, with topics including quality management, materials
management, inventory management, automated inventory systems, and health care logistics and distribution. Students
will also learn about design and management of clinical processes, disease- and asset-focused health care delivery
Health Care Operations processes and operational issues in public health.
3 HASS –
University of This course examines the public policy institutions and processes influencing innovation, regulation, and payment for
California at biotechnology, pharmaceuticals, and medical devices. Central topics include patent law, the Food and Drug
Berkley, Administration review for drugs and devices, coverage policy at the Center for Medicare and Medicaid Services,
California - administered pricing under Medicare, and coverage and benefit design policy among private health insurance plans.
MBA/MPH in Special topics vary by year and may include issues such as the Medicare drug legislation of 2003, the challenge of
Health pharmacogenetics, and the debate over re-importation of drugs from other nations into the United States. This course is
Management designed to complement Health Technology Finance and Strategy (Spring semester), but one is not the prerequisite for
Health Technology Policy the other and students may take either or both.
This course examine corporate finance and strategy in the biotechnology, pharmaceutical, and medical device industries.
Topics will include venture capital funding, public equity markets, and private capital options for emerging
biotechnology and device firms; the product cycle (research, clinical trials, regulatory approval, pricing strategy,
Health Technology Finance marketing); licensing and joint ventures; mergers and acquisitions. This course is designed to complement Health
and Strategy Technology Policy (Fall Semester), but one is not the prerequisite for the other and students may take either or both.
49
4 U Penn - MBA This course provides an overview of the evolution, structure and current issues in the health care system. It examines the
in Healthcare unique features of health care as a product, and the changing relationships between patients, physicians, hospitals,
Management insurers, employers, communities, and government. The course examines three broad segments of the health care
industry: payors, providers, and suppliers. Within the payor segment, the course examines the sources and destinations
of spending, managed care (HMOs, PPOs), payor strategy, and efforts to pay for the elderly, the poor, and the medically
indigent. Within the provider segment, the course examines the impact of cost containment and competition on
hospitals, physician/hospital integrated delivery systems, multi-hospital systems, physician practice management firms,
and new ambulatory care sites. This section will also explore efforts to foster a continuum of care across acute, chronic,
and public health care organizations, and the important role of epidemiology in assessing population health needs and
risks. Within the supplier segment, the course will examine developments in the biotechnology, pharmaceutical, medical
The Health Services device, medical-surgical supplies and IT industries. NOTE: This is a required course for Wharton Graduate Health Care
System Management majors; it counts as an elective course for all other Wharton Graduate students.
This course applies basic economic concepts to analyze the health care market and evaluate health policies. The course
begins with an analysis of the demand for health, the derived demand for medical care and the demand for health
insurance. The second part of the course examines the supply of medical care by physicians and hospitals, medical
technology, and the role of managed care organizations. The implication of adverse selection, moral hazard,
externalities, and asymmetric information will be explored. The third part of the course examines the rationale for
government intervention in medical markets as well as the effectiveness and efficiency of various health policies,
Economics of Health Care including: Medicare, Medicaid, price regulation of hospitals, physician payment reform, medical malpractice,
and Policy uncompensated care, and physician manpower planning.
This course, co-taught with Brad Fleugel of Reden and Anders, will focus on two interrelated topics: managed care, and,
market structure. The section on managed care will cover strategic planning and marketing of managed care services,
operational issues in developing a managed care network, actuarial issues, and the management of physician behavior.
The section on health care market structure will analyze strategies of vertical integration and horizontal integration
Managed Care, Market (M+As), and their attempt to alter the balance of power in local healthcare markets. The section will also analyze the
Structure and Health Care operational issues in managing cost and quality in an integrated system, integration along the supply chain, and the
Delivery performance of these systems.
This course focuses on the financial analysis that managers in the health care industry use to make strategic and
operating decisions. Four valuation methods will be covered: net present value of free cash flows, option pricing,
multiples, and the venture capital method. The cases allow students to apply these skills to examine the following
decisions/situations: estimate the value of a drug that is being developed using both traditional NPV and option pricing;
evaluate an R&D limited partnership as an alternative to traditional methods of financing biotech R&D; estimate the
value of a pharmaceutical company using publicly available data; identify the best way for a new medical device
company to price its products and raise funds; determine why a Medicare HMO is losing money, recommend whether
the plan should remain in the market, and recommend changes in benefit design and reimbursement methods if the plan
decides to remain in the market; analyze a health system’s profitability by product line and discuss the implications for
Financial Management of pure play or carve-out companies; create a provider reimbursement system for a bundled contract (one price for
Health Institutions physician and hospital services).
50
This course will examine how public policy actions affect costs, quality, access, and profits in the medical care sector. It
will describe how policy analysts, legislators and their staffs, and non-governmental organizations determine whether
policy interventions are efficient or equitable, and it will also analyze the political process that produces government
actions or mandates functions. Since the public sector is so important in medical markets, these public policy actions
necessarily affect managers, consumers, and providers in the private sector as well, and the course will focus on their
challenges and their interests. It will apply these general ideas to a set of crucial policy issues. Medicare reform,
coverage of the uninsured, drug coverage for the elderly, privacy and patient protection rules, the patients’ bill of rights
and other health insurance regulation, and provider and drug manufacturer reimbursement will all be discussed. The
course will prepare students to undertake policy analysis, to develop or critique advocacy documents, and to predict and
interpret policy actions for other public or private managers. The course will be co-taught by Adjunct Professor Nancy-
Ann DeParle, former administrator of the Health Care Financing Administration, and by Professor Mark Pauly, former
commissioner on the Physician’s Payment Commission. Both faculty provide advice to policymakers on current issues
Health Policy Analysis of health policy.
The purpose of this course is to apply economics to an analysis of the health care industry, with special emphasis on the
unique characteristics of the US hospital market. This course focuses on eight salient features of health care delivery:
Health Care Services investment in physical and human capital and the degree of input substitutability within hospitals, the role of nonprofit
Delivery: A Managerial providers, the effects of regulation and antitrust activity on hospitals, specialized hospitals, the diffusion of innovation,
Economic Approach direct-to-consumer advertising, defining and improving medical performance in hospitals, and cost-shifting between
Description: inpatient and outpatient services and its effect on health care costs and quality.
This course offers a current and historical overview of the regulation of health care delivery in the U.S. It examines
principles and practical applications of the laws that affect the operational decisions of health care providers, health
plans and third party payors, and managers and that impact development of markets for health care products and
services. Also considered are the social, moral, and ethical issues encountered in trying to balance the interests, needs
Legal Aspects of Health and rights of citizens against those of society. For part of the term, the class will divide into two groups so that students
Care can focus on their choice of (a) health care management topics or (b) selected issues of patients’ rights.
This mini course is designed to provide students with an appreciation of the long-term care industry and its past, current
and future role within the overall health care system in the United States. This will be accomplished through an
overview of the elderly population with special attention to their health and social needs, a review of what “Long Term
Care” really means and a look at selected elderly programs/services with special emphasis on the hospital’s evolving
role in providing these services. Site visits to a local long term care nursing facility, a hospital based nursing facility, and
a local assisted living facility will be incorporated into the course. Other pertinent issues such as sub-acute care, long
term care insurance, Medicare Risk Programs, elderly housing, adult day care, and case management will be addressed.
The future of health care services for the elderly in an era of managed care and integrated delivery systems, will be
Management of Health discussed along with Medicare + Choice and other new developments. Interested students not in the HCMG major are
Care for the Elderly urged to speak to the instructor before enrolling in the course.
51
This course focuses on strategic and tactical marketing issues facing health systems, physicians, and other providers.
The course is not a survey course and requires a basic understanding of marketing. (An undergraduate or graduate
general marketing course is required.) Emphasis is placed on understanding branding, service line marketing, measuring
marketing effectiveness, patient retention, patient satisfaction, fraud and abuse restrictions, Internet marketing, and
marketing tactics. The course explores the practical application of these marketing concepts. For .5 credits there are two
Health Care Marketing papers to be completed. For full credit a group project in addition to the paper and final is required.
This course examines the structure of health care systems in different countries, focusing on financing, reimbursement,
delivery systems and adoption of new technologies. We study the relative roles of private sector and public sector
insurance and providers, and the effect of system design on cost, quality, efficiency and equity of medical services.
Some issues we address are normative: Which systems and which public/private sector mixes are better at achieving
efficiency and equity? Other issues are positive: How do these different systems deal with the tough choices, such as
decisions about new technologies? Our main focus is on the systems in four large OECD countries – Germany, Canada,
Comparative Health Care Japan, and the United Kingdom – but we also look at other countries with interesting systems – including Italy, Chile,
Systems and Singapore. We will draw lessons for the U.S. from foreign experience and vice versa.
This course provides an overview of the management, economic and policy issues facing the pharmaceutical,
biotechnology, and medical device industries. The course perspective is global, with emphasis on the U.S. as the largest
and most profitable market. Critical issues we will examine include: R&D intensive cost structure and rapid
technological change; biotechnology and genomics startups and alliances with the pharma industry; a complex global
marketplace in which prices are regulated in most countries and customers include governments and insurers, as well as
Management & Economics physicians, pharmacists and consumers now reachable through DTC; intense and evolving M&A, including mergers,
of Pharmaceutical & joint ventures, and complex alliances; government regulation of every business function: R&D, pricing, manufacturing,
Biotechnology Industry and promotion; and global products and multinational firms. We use industry and Wharton experts from various
Description disciplines to address these issues.
Information is vitally important in the health care industry. Physicians use clinical information to diagnose and treat
patients; health insurers use extensive claims databases to price their product and manage costs; pharmaceutical firms
use genomics databases to identify new drug candidates; and consumers are increasingly using the internet to learn
about treatment alternatives, search for providers, and transact with health insurers. New information technologies such
as the internet, handheld devices for physicians, telemedicine, and implantable monitoring devices have the potential to
change how medical care is delivered, increase efficiency, and restructure the relationships between the major players in
the health care industry. This course has three objectives: (1) to understand how developments in information
technology are changing the economics of the health care industry; (2) to evaluate how established players are
E-Health: Business Models incorporating these new technologies; and (3) to evaluate the strategies and business models of start-up information
and Impact technology companies.
52
The course focuses on the creation, funding and management of biotechnology and health services enterprises. The
course is designed to supplement other offerings in the Health Care Systems and Management Departments for those
students with entrepreneurial interest in such ventures, and will focus on special issues surrounding the
conceptualization, planning, diligence and capitalization, launch, compensation and management of these ventures. In
addition, the course offers methods for self-assessment and development of business models and plans, techniques for
Health Care technology assessment and strategy, develops a foundation for capitalization and partnering strategies, and creates a
Entrepreneurship basis for best practices in company launch and plan execution.
This course focuses on leadership and management issues in health care organizations while providing students with a
practice setting to examine and develop their own management skills. Each team consults to a health care organization
which has submitted a project proposal to the course. A broad range of health care companies and organizations
participate in the course including pharmaceutical and biotechnology companies, hospitals, insurers, start-ups, medical
device companies and non-profit health care organizations. The teams define the issue and negotiate a contract with the
Health Care Field client organization. By the end of the semester, teams present assessments and recommendations for action to their
Application Project clients.
5 NC State - MBA Pharmaceutical and biotechnology firms crucially depend on intellectual property law (IP), most significantly, patent
in Biotech- law, to protect and preserve their competitive advantages. In BUS 506 students will receive instruction in the basics of
Pharmaceuticals IP law and as well as the legal controversies and changes that have occurred because of technological advances, mainly
Management in biotechnology, such as gene identification, cloning, the human genome project and polymorphs. Particular emphasis
will be placed on recent U.S. Supreme Court decisions relating to the patentability of various processes and
compositions of matter relating to non-naturally occurring life forms. Also BUS 506 students will receive instruction in
basic trade secret, copyright, and trademark law. BUS 506 students will also be exposed to the laws and regulations
Legal and Regulatory relating to the Food and Drug Administration (FDA) approval process for pharmaceutical drugs and medical devices.
Environment of Bio- and Particular emphasis will be placed on the interface between patent law, the FDA approval process, the Hatch-Waxman
Pharma-Technology Act, approval procedures for generics, and recent changes in FDA regulations.
This class develops major themes and emerging strategies in the pharmaceutical industry. The focus is on strategic
planning, process improvement, outsourcing, globalization, federal regulation, global distribution, and deployment
Strategic Overview of the challenges for executives in the pharmaceutical industry. The course will be explored in a series of management
Biotechnology and presentations, frameworks, industry collaborative projects, and secondary research, with an emphasis on driving change
Pharmaceutical Industry in a dynamic and competitive global pharmaceutical industry.
Students in this class do projects dealing with science and management issues at biotechnology companies. Projects and
clients vary by semester; projects typically last three to eight weeks. Recent projects include process optimization at
Case Studies in Microbial Labcorp, quality assurance and pipeline shutdowns at Wyeth Vaccines, intellectual property issues at Merix Bioscience,
Biotechnology and business plan for biomarkers at GlaxoSmithKline. The projects are supervised by biotechnology faculty.
This course presents and utilizes an integrated approach to new product design, development, and launch with
corporate-sponsored projects. Cross-disciplinary teams of students from management, engineering, and design apply the
Product Design and skills they learned in the foundation courses to develop a new product and prototype. The course provides a team
Development experience of formulating, evaluating, and developing a new product concept
53
This is a required capstone course for OM/SCM majors. The course is comprised of a team-based project working on a
Supply Chain Resource Consortium (SCRC) partner company's SCM issues. These projects will be as varied in scope as
are company's SC issues and improvement initiatives, but they will contain a specific, somewhat narrowly-focused set
of deliverables. We anticipate a mix of projects that will generally center, or focus, on SC Relationships, SC Physical
Flows and/or SC Information Flows, yet remain integrated across the supply chain issue that faces the company. The
scope of the projects will be defined prior to, or early in, the semester of the class. Background and objectives, as well as
key deliverables and milestones, along with deadlines will be established for the student teams. Students should expect
to learn at two levels in the Practicum: first, they will study technical supply chain issues particular to each project; and
Supply Chain Management second, they will learn the team-based, deadline-driven nature of supply chain initiatives in a real company setting. This
Practicum course fits in the SCM concentration.
Commercialization potential of new technologies, products and processes. Marketing, organizational, financial,
Technology Evaluation and operational and manufacturing issues. Strategic assessment and planning. Innovation management. Entrepreneurial
Commercialization transfer mechanisms including spin-offs, licensing and high-technology start-ups. Practical application with project and
Concepts team management skills development.
6 Seton Hall - The course provides an overview of the global pharmaceutical industry. The functions that make up the industry are
MBA in in identified and reviewed and their roles in the process that delivers pharmaceutical products to consumers are analyzed.
Healthcare Pharmaceutical Industry The process itself and the different consumers also are studied. Current socio-political-economic issues affecting
Management Overview industry performance are studied, including pricing and governmental regulatory forces.
and
Pharmaceutical Pharmaceutical Operations This course is a seminar course that examines current topics of significance to the pharmaceutical industry. Issues
Management Colloquium covered will vary from semester to semester and will span the range of business discipline areas.
54
This course provides an overview of the drug and biologics development process from discovery through regulatory
approval. Special attention is given to the roles, functions and importance of the various disciplines involved in the
R&D process, their interactions with each other, and the strategic management of these functions. Attention will also be
given to key technologies used throughout the R&D process. The economics of pharmaceutical R&D as well as trends
in licensing, outsourcing and partnerships will be covered. The student will gain an understanding of R&D strategy and
the relationship between R&D and sales, marketing and manufacturing.Topics covered include:• The pharmaceutical
value chain• The drug development process• The economics of drug development• Organization and governance of
R&D• R&D Strategy• Portfolio management • The roles of sales, marketing and manufacturing in the R&D process•
Steven Tech - Drug discovery and technology-enabled approaches to drug design• Toxicological evaluation of new molecules•
Pharmaceutical Challenges of dosage formulation and dosage form design• Clinical trials: challenges, strategies and measures of
Technology Managing Pharmaceutical success• Pharmacovigilance and risk management• Outsourcing, partnerships and strategic alliances• Measuring and
7 Management Research and Development managing R&D performance• Portfolio Management
55
This course focuses on the organizational, management and technology issues related to the sales and marketing
function of the pharmaceutical industry as one of its principal boundary-spanning functions. This course will use
extensive research and current literature on pharmaceutical sales and marketing business approaches and technologies
that drive or support sales and marketing plans as well as information and knowledge management considerations that
drive competitive distinctiveness. This course will also explore the real and potential information and knowledge
linkages between the sales and marketing function and the discovery, product development and supply chain functions
of the pharmaceutical industry. This course also focuses on the issues surrounding supply chain design, planning and
execution for the pharmaceutical and biotech industries from drug discovery to delivery.
56
Pharmaceutical manufacturing is vital to the success of the technical operations of a pharmaceutical company. This
course is approached from the need to balance company economic considerations with the regulatory compliance
requirements of safety, effectiveness, identity, strength, quality, and purity of the products manufactured for distribution
and sale by the company.
Quality assurance and regulatory issues in pharmaceutical manufacturing. Overview of chemical and biotech process
technology and equipment, dosage forms and finishing systems, facility engineering, and health, safety, & environment
concepts. Regulatory and legal overview.
Introduction to Pharmaceutical Manufacturing Industry including regulatory compliance, GMP, QA and validation
issues
Active Pharmaceutical Ingredient Chemical Process Technology
Biochemical Process Technology including special unit operations and drug delivery systems
Aseptic Pharmaceutical Manufacture including filtration and sterilization methods
Simple Solution Systems including solubility, stability and organoleptic considerations
Semi-Solid Dispersed Systems including mixing, homogenization and rheological considerations
Pharmaceutical Encapsulation Operations
Pharmaceutical Compaction and Compression Operations
Pharmaceutical Coating Operations
Special Pharmaceutical Operations including Micronization, Lyophilization, Aerosols
& Form-Fill-Seal Operations
Introduction to Pharmaceutical Packaging Operations
Pharmaceutical Preparing for FDA Inspection, including documentation, training, health, safety
Manufacturing & environmental concerns
57
This course explores the US and international regulatory environments that govern the pharmaceutical and
biotechnology industries with particular focus on the US Food and Drug Administration, the European Agency for the
Evaluation of Medical Products and the Japanese Ministry of Health, Labor and Welfare. The essential components of
Good Laboratory Practices, Good Clinical Practices and Good Manufacturing Practices regulations will be covered.
Students will develop an understanding of the formulation and execution of regulatory strategy and key ethical issues in
medical research. Where appropriate, case studies will be used to illustrate the challenges and issues associated with
compliance as well as the consequences of non-compliance. Ethical issues and the potential consequences of ethical
lapses will also be explored. Current events will be used to illustrate key ethical principles and serve as a basis for
discussion.
58
This course focuses on the organizational, management and technology issues and considerations related to the sales and
marketing function of the pharmaceutical industry as one of its principal boundary-spanning functions. This course will
use extensive research and current literature on pharmaceutical sales and marketing business approaches and
information technologies that drive or support sales and marketing plans as well as information and knowledge
management considerations that drive competitive distinctiveness. This course will also explore the real and potential
Pharmaceutical Industry information and knowledge linkages between the sales and marketing function and the discovery, product development
Marketing and Sales and supply chain functions of the pharmaceutical industry.
This course focuses on the issues surrounding supply chain design, planning and execution for the pharmaceutical and
biotech industries from drug discovery to delivery. This course will use research on information systems, optimization,
e-business, and decision-support technologies and lessons learned from their effective use in global Supply Chain
Management for manufacturing and distribution in the process industries. The student will learn how to evaluate global
Supply Chain issues from the perspectives of various stakeholders in relationship to overall organization and societal
Pharmaceutical Industry goals. They will further understand the different mechanisms for collaboration and create a process for establishing and
Supply Chain maintaining an effective global SCM solution architecture.
59
9 University of the The course provides students with knowledge of the basic structures of the American health care system in terms of its
Sciences in key components and their interrelations and refines students’ abilities to identify health policy issues in terms of
Philadelphia conflicts and common themes. The course also touches on the basic health care structures of Europe and Japan,
Introduction to Health highlighting similarities and differences with the American
Policy system.
This course equips the participant with an understanding of macroeconomic and microeconomic concepts, how to read
and analyze economic and pharmacoeconomic reports, how to develop clinical economic studies, and how to analyze
Pharmacoeconomics and and measure inputs and outcomes. Tools covered include cost-benefit, cost-effectiveness, and cost-utility analysis. In
Economics of Health Care addition, the course covers how to apply economic analysis to marketing situations.
The course covers the distinctive features of the American health care market, including formulary decision making,
managed care and third-party insurance providers, retail outlets, direct-to-consumer marketing, and government
reimbursement issues. The tactical portion of the course is divided into three segments: (1) pharmaceutical marketing,
Pharmaceutical Marketing (2) strategy and implementation, and (3) development of a comprehensive cross-functional tactical and promotional
and Sales Management plan. Students will use teamwork to develop and present their plan.
The course reviews, in depth, the elements of managing the research and development process in pharmaceutical
Pharmaceutical Research companies. It includes an introduction to the major R&D components of drug discovery, preclinical development,
and Development clinical development, project management, and pharmaceutics. The course will take students through a case study of a
Management drug development program.
Drug regulation spans the entire scope of the pharmaceutical business. The course addresses the role of regulatory
agencies in marketing and marketing support material. In addition, the course examines the role of regulatory agencies
outside the United States in setting prices. Regulation of product manufacturing is also discussed. In-depth attention is
devoted to regulatory agencies in new product
Regulations of Prescription development and product safety overview. The course also covers the major ethical issues in the delivery of general
Drugs and Ethical Issues health care and pharmaceutical health care from the perspective of public policy and the pharmaceutical industry.
This course provides an overview of global markets in the pharmaceutical industry. Global competitiveness based on the
International effects of national regulatory environments and economic and market factors will be explored. Issues such as the drug
Pharmaceutical Business approval process, pricing decisions, and intellectual property will be discussed.
MSM is a two-part course which runs the entire program, from the initial week to the final project defense. Students are
asked to construct a hypothetical pharmaceutical company which, in principle, could compete in today’s marketplace.
The purpose of this course is to integrate what students have learned in the MBA program’s individual classes. Students
draw upon readings and other coursework
to construct their hypothetical company including: a full description of their health care and competitive environments,
company product(s), company organizational design, along with related management, personnel, financing and strategic
Multidiscipline Strategic issues. Students will also develop a case study, detailing one or more major strategic issues their company will face, and
Management I and II how their company will address the strategic issue(s). Students defend their case study to a panel of professors.
This course provides an overview of portfolio analysis, the drug development process, and the factors necessary for
New Product Development economic success in the marketplace. Particular attention will be devoted to the role of marketing in the R&D process.
60
Professional Writing in
Science
Regulatory Documentation
Process
Biostatistics for Biomedical
Writers
Information Technology
and Resources in Health
Care
Risk Assessment: Critical
Thinking & Health
Public Health Research and
Epidemiology
Quantitative Methods
Sociology of Health
Regression Analysis
61
Appendix B: Course Offerings by Pharmaceutical/Healthcare programs at various
schools
62
Strategy into
the Drug Development Process.
Pharmacoeconomics
Strategies for Dealing with Managed Care
Future Issues in the Pharmaceutical Industry
Basic Pharmaceutical Market Research
Advanced Pharmaceutical Marketing Research
Forecasting for the Pharmaceutical Industry
E-Pharma Role of Internet in the
Pharmaceutical Industry
Capstone-Pharmaceutical/Business Strategy Simulation
Duke University, Health Sector Program Leadership 1. Health Care in the 21st Century.
North Carolina Management • Kevin A. Schulman 2. Economics of Health Care
3. Seminars in Health Care
1,220 graduates to Senior Staff 4. Health Care Marketing
2004 • Nichole Kerner 5. Health Care Operations
• Jeffrey L. Moe 6. Leading Medical Device Innovation to Market
1930 - Health Care 7. Economics & Management of the Pharmaceutical Industry
Certificate - The Program Faculty 8. Management of Health Systems and Policy
Beginning 9. Biotechnology: Management of Drug Discovery
• Robert W. Anderson
1962 - Master of 10. Economics and Strategy of Health Sector Management
• Robert A. Berenson 11. Invention to Application: Healthcare Research Commercialization
Hospital Administration • Gopal Chopra
Program 12. Healthcare Law and Policy
• Henry G. Grabowski
1974 - Master of Health
Administration Program • Clark C. Havighurst 13. Global Health
1991 - MBA - Health • Margaret Kyle
Sector Management • Mary Frances Luce
Program • Daniel B. Mark
2005 - Health Sector • Daniel N. Mendelson
Management program • Will Mitchell
expands to the Weekend
• David B. Ridley
Executive MBA
Program • Frank A. Sloan
• Claude Snow
63
• Timothy McDonald
• Alex McMahon William Owen
William Sax
• Michael Waitzkin
Seton Hall, New Concentrations in • 1. Introduction to the Healthcare System (3)
Jersey Healthcare Management 2. Healthcare Management (3)
and Pharmaceutical 3. Healthcare Financial Management & Accounting (3)
Management 4. Healthcare Cost Management (3)
5. Products Liability (3)
6. Supply Chain Management (2)
7. Pharmaceutical Industry Overview (3)
8. Pharmaceutical Operations Colloquium (1)
9. Healthcare Policy (3)
10. Managing Community Health Systems (3)
11. Legal Aspects of Healthcare Organizations (3)
UPenn, Wharton/Windhover Associate Co-Director Drug Discovery: New Tools and Management Implications
Pennsylvania Program for • Patricia Danzon Managing Drug Development
Pharmaceutical and • Roger Longman Marketing and Pricing to Maximize Value
Biotech Executives Financial Tools for Valuing Deals and Firms
Faculty Alliances and Acquisitions: Trends and Strategies
• Robert Brady,
Partner, Hogan & Hartson
• Carrie Cox,
Executive Vice President and
President, Global Pharmaceuticals,
Schering-Plough Corportation
• Clifford Cramer,
former Managing Director,
Investment Banking, Merrill Lynch
• Errol De Souza,
President and CEO, Archemix
Corporation
• James Frates,
Vice President, Chief Financial
Officer and Treasurer, Alkermes, Inc.
• Tamar Howson,
Senior Vice President, Corporate &
Business Development, Bristol-Myers
Squibb
64
• Jim Kenney,
Pharmacy Operations Manager,
Harvard Pilgrim Health Care
• Murray Lumpkin,
Principle Associate Commissioner,
FDA
• Clive Meanwell,
Chairman and CEO, The Medicines
Company
• Sean Nicholson,
Assistant Professor, Cornell
Univeristy, Senior Fellow, Leonard
Davis Institute of Health Economics,
The Wharton School
• Robert Perez,
Senior Vice President, Sales and
Marketing, Cubist Pharmaceuticals
• Bernard Poussot,
President, Wyeth Pharmaceuticals
• Carl Seiden,
Managing Director, UBS
• Melanie Senior,
European Editor & Director,
Windhover Information
• Mark Skaletsky,
Chairman, President and Chief
Executive Officer, Trine
Pharmaceuticals
• Ian Spatz,
Vice President, Public Policy, Merck
& Co.
• Steven Stefano,
Senior Vice President, Managed
Markets and Eurohealth,
GlaxoSmithKline
• Jesse Treu,
General Partner, Domain Associates
UPenn, MBA in Healthcare Chairperson The Health Services System
Pennsylvania Management • Danzon, Patricia M. Health Care Field Application Project
65
Venture Capital and the Finance of Innovation (.5 cu can be counted toward the
Professors Health Care Management major)
• Burns, Lawton R. Economics of Health Care and Policy
• Harrington, Scott Managed Care, Market Structure and Health Care Delivery (1.25 cu)
• Pauly, Mark V. Financial Management of Health Institutions
Health Policy Analysis (.5 cu)
Assistant Professors Health Care Services Delivery: A Managerial Economic Approach
Legal Aspects of Health Care
• David, Guy
Management of Health Care for the Elderly (.5-1 cu)
Health Care Marketing (.5-1 cu)
Wharton Faculty
Comparative Health Care Systems
• Hershey, John C. (Operations Management & Economics of Pharmaceutical & Biotechnology Industry
and Information Management) E-Health: Business Models and Impact
• Kimberly, John R. Health Care Entrepreneurship (.5 cu)
(Management) Advanced Study Project Seminar
• Rosoff, Arnold J. (Legal Studies) or Independent Study
• University Faculty
• Asch, David A.
• Glick, Henry
• Scalzi, Cynthia C.
• Schwartz, J. Sanford
• Silber, Jeffrey H.
• Volpp, Kevin
• Williams, Sankey V.
• Affiliated Faculty
• Anessi, Eugenio
• DeParle, Nancy A.
• Doranz, Benjamin J.
• Ferniany, I. William
• Field, Robert I.
• Gilmore, Thomas
• Ikegami, Naoki
• Kinney, June M.
• Whitman, John
• Emeritus Faculty
• Jones, Robert C.
• Kissick, William L.
• Rovin, Sheldon
66
Harvard University, Leadership and Strategy • Shrikant Datar R&D and technological innovation
Massachusetts in Pharmaceuticals and • Robert Huckman
Biotech • Gary Pisano Product life cycle management;
- One week program
• David Scharfstein
(Certificate – Executive
Education) • Debora L. Spar Intellectual property and licensing;
• Michael L. Tushman
Technological, competitive, and operations strategies;
Risk management;
67
6. Health Care Law and Pharmaceutical Regulation
7. Epidemiology
HASS – University Health Management Faculty Introduction to the Health Care System (3 units)
of California at Certificate • Joan R. Bloom, Ph.D.
Berkley, California • Ralph Catalano, Ph.D., M.R.P. Entrepreneurial Issues in Biotechnology (2 units)
• Jennifer Chatman, Ph.D.
• William Dow, Ph.D. Development of Biopharmaceuticals (2 units)
• Sandra Dratler, Dr.P.H.
• John Freeman, Ph.D. Biotech: Industry Perspectives and Business Development (2 units)
• Paul Gertler, Ph.D.
• Helen Halpin, Ph.D., M.S.W. Healthcare Technology Policy (2 units)
• Ben Hermalin, Ph.D.
• Ann Keller
Healthcare Technology Finance and Strategy (2 units)
• David Levine, Ph.D.
• Jeffrey Oxendine, M.B.A.,
Healthcare Finance (3 units)
M.P.H.
• Kristiana Raube, Ph.D.
• James Robinson, Ph.D., M.P.H. Health Management Seminar (1 unit)
• Thomas G. Rundall, Ph.D.
• Richard Scheffler, Ph.D. Public Policy in Business of Health Care (2 units)
• Stephen Shortell, Ph.D.
• Paul Tiffany, Ph.D. Strategic Management and Organization of Health Services (3 units)
• Frances Van Loo, Ph.D.
Health Politics and Policy (3 units)
Lecturers/Practitioners
• Ronnie Andrews Healthcare Organizations and Environments (3 units)
Senior Vice President, Roche
Molecular Diagnostics
Legal Basis for Public Health (3 units)
• Stefano Bertozzi, MD, PhD
Director of Health Economics,
National Institute of Public Health Economics of Medicine and Managed Care (3 units)
(INSP), Mexico
• Bruce Bodaken Microeconomics of Health Care Policy (3 units)
Chairman, President and CEO, Blue
Shield of California
68
• Steve Curd
Chief Information Officer, International Health Economics (3 units)
Healtheon/WebMD
• Jean Fraser
Epidemiologic Methods (3 units)
CEO, San Francisco Health Plan
• Michael J. Goran, MD
Partner, BDC Advisors Health Policy Decision Making (3 units)
• Bruce Hochstadt, MD
Principal, Thomas Weisel Partners
• David Lawrence, MD
Former Chairman and CEO, Kaiser
Foundation Health Plan, Inc. and
Kaiser Hospitals
• Jack C. Lewin, MD
CEO and Executive Vice President
California Medical Association
• Henry Loubet
Chief Executive Officer, Pacific
Region, United Health Care
• Neal Masia, PhD
Director, Economic Policy
Pfizer, Inc.
• Barbara Masters
Vice President, California Association
of Public Hospitals
• Arnold Milstein, MD
National Healthcare ThoughtLeader,
William Mercer, and Pacific Business
Group on Health
• Steve McDermott
Executive Director, Hill Physicians
Medical Group
• Anna-Lisa Silvestre
General Manager, Kaiser Foundation
Health Plans, Inc.
• Mark Smith
CEO, California Health Care
Foundation
• Rick Vanzura
69
President, Lifemasters Supported
Selfcare
MS in IT:
Business Core
IT Core
70
Regulation and Compliance in the Pharmaceutical Industry
NJIT, New Jersey Pharmaceutical Principles of Pharmaceutical Engineering
Management Validation and Regulatory Issues in the Pharmaceutical Industry
Project Management
Project Control
71
• BJ Cunningham Public Health Research and Epidemiology
Quantitative Methods
• Jeff DiFrancesco Sociology of Health
• Robert Fesnak Regression Analysis
• Neil Goldfarb
Judith Johnson
• Eugene “Mick” Kolassa
• Michael Latta
• Greg Lucado
• Thomas Lytle
• Kevin Mayo
• Laurie Myers
• Marianne O’Connor
• Laura Pizzi
• Jon Pressman
• William Reilly
• Nancy Scalone
• Brian Seal
• Anthony Sedgwick
• Jeff Slemrod
• Nick Spring
• Michael S. Thomas
• Michael Wolfe
72
Business Ethics and the Pharmaceutical Industry (3)
Field Sales Management (3)
Capstone Courses (4)
73
Appendix C: Comparison between Pharmaceutical/Healthcare programs at various
schools
74
- Students are
required to travel to
the campus every six
months
Saint Joseph's Executive MBA 15 courses are at 1.3 credits Select 20 courses at 1.3 credits - Mini courses at 1.3
University, Pharmaceutical each. They are regular MBA each. The following is the list of credits each, all
Pennsylvania Management core requirements. pharmaceutical related courses. courses are offered
- Regulation of Prescription on weekend and two
Drug Marketing and days per each
Promotion course.
- Pharmaceutical Strategy - A total of 47.4
- Product Management credits are required
- Creating Effective R&D and to graduate from the
Commercialization Interface: program.
Integrating Product Strategy
into
- the Drug Development
Process.
- Pharmacoeconomics
- Strategies for Dealing with
Managed Care
- Future Issues in the
Pharmaceutical Industry
- Basic Pharmaceutical Market
Research
- Advanced Pharmaceutical
Marketing Research
- Forecasting for the
Pharmaceutical Industry
- E-Pharma Role of Internet in
the
- Pharmaceutical Industry
- Capstone-
Pharmaceutical/Business
Strategy Simulation
Duke University, Health Sector MBA - Health Care in the 21st Select (1) Program is available
North Carolina Management Century. - Health Care Marketing both during weekday and
75
- Economics of Health - Health Care Operations on weekend (EMBA)
Care
- Seminars in Health Care
Seton Hall, New Concentrations in MBA Total Program: 42 credits Choose one from the following Programs with
Jersey Healthcare Concentration: 12 credits concentrations in
Management and (3 credits) Healthcare and
Pharmaceutical MBA in Healthcare Pharmaceutical
Management Administration - - Healthcare Policy (3) management
Collaboration between the - Managing Community Health
Stillman School of Business Systems (3)
and the Center for Public - Legal Aspects of Healthcare
Service/Graduate Organizations (3)
Department of Public &
Healthcare Administration
(CPS/GDPHA)
Required courses (9
credits)
- Introduction to the
Healthcare System (3)
- Healthcare
Management (3)
- Healthcare Financial
Management &
Accounting (3)
MBA in Pharmaceutical
Management -
Required courses
- Healthcare Cost
76
Management (3)
- Products Liability (3)
- Supply Chain
Management (2)
- Pharmaceutical Industry
Overview (3)
- Pharmaceutical
Operations Colloquium
(1)
UPenn, Pennsylvania Wharton/Windhover Certificate 1-week session with focus on 4.1.1.1 Session Topics
Program for Program biotechnology and - Drug Discovery: New Tools
Pharmaceutical pharmaceuticals industries, and Management Implications
and Biotech management implications of - Managing Drug Development
Executives the new techniques of drug - Marketing and Pricing to
discovery, marketing and Maximize Value
pricing in the current - Financial Tools for Valuing
environment, financial Deals and Firms
evaluation and deals, and - Alliances and Acquisitions:
mergers and alliances. Trends and Strategies
UPenn, Pennsylvania Healthcare MBA Two required courses (2 cu): Three full credit units selected Association with
Management - The Health Services from the following: Wharton research
System - Venture Capital and the centers:
- Health Care Field Finance of Innovation (.5 cu
Application Project can be counted toward the
Health Care Management • Center for Health
major) Management and
- Economics of Health Care Economics
and Policy • Fishman-Davidson
- Managed Care, Market Center for the Study
Structure and Health Care of Services and
Delivery (1.25 cu) Operations
- Financial Management of Management
Health Institutions
• Leonard Davis
- Health Policy Analysis (.5 cu)
- Health Care Services Institute of Health
Delivery: A Managerial Economics
Economic Approach • Risk Management
77
- Legal Aspects of Health Care and Decision
- Management of Health Care Processes Center
for the Elderly (.5-1 cu) • SEI Center for
- Health Care Marketing (.5-1
Advanced Studies in
cu)
Management
- Comparative Health Care
Systems
- Management & Economics of Undergraduate joint-
Pharmaceutical & degree program with the
Biotechnology Industry School of Nursing, a
- E-Health: Business Models University Minor in
and Impact Biological Behavior and
- Health Care Entrepreneurship Health Services
(.5 cu) Management, and a
- Advanced Study Project University Minor in
Seminar Nursing and Health
or Independent Study Services Management
Harvard University, Leadership and Certificate – One week program Key topics include: • Admission is
Massachusetts Strategy in Executive selective and based
Pharmaceuticals and Education - R&D and technological on professional
Biotech innovation achievement and
- Product life cycle organizational
management; responsibility.
- Intellectual property and • No formal
licensing; educational
- Technological, competitive, requirements apply,
and operations strategies; but proficiency in
- Market positioning and written and spoken
pricing; English is essential.
- Product and portfolio
management;
- Business models and
alliances;
- Mergers and acquisitions;
- Risk management;
- Financial strategy and control
78
systems; and
- Sustainable leadership
NC State, North - Full-time/Part-time MBA - Strategic Overview of Elective: Choose one of the
Carolina the Biotech and
MBA - Biotech- following
Pharmaceuticals Pharmaceutical Industry
Management - Legal and Regulatory - Case Studies in Microbial
Environment of Biotech Biotechnology
and Pharmaceutical - Product Design and
- Joint Masters of Industry
Microbial Development (biotech/pharma
- Case Studies in project required)
Biotechnology and Microbial - Technology Evaluation and
MBA Biotechnology Commercialization Concepts
(biotech/pharma TEC project
required)
- Supply Chain Practicum
(biotech/pharma project
required)
Drexel, Pennsylvania MBA - One-Year MBA, full- - Health Economics - Multiple programs
time - Economic Analysis of Health at multiple locations
- Professional MBA, full- Systems - Four of the 20
time/part-time - Mgt of Health Care courses offered in
- The Executive MBA, Information Systems the program are
part-time program - only - The Drug Development offered in face-to-
one Friday and two Process face formats during
Saturdays and completes - Management of Health Care three- to six-day
in 20 months. Outcomes onsite sessions at the
- Health Care Law and beginning, middle,
- LEAD MBA, part-time
Pharmaceutical Regulation and end of the
evening, accelerated - Epidemiology program.
MBA program, - Advanced Concepts in
completes in 24 months. Managed Care - Sixteen of the
- MBA Anywhere, part-
courses are
time, accelerated online conducted online
MBA program, during 10-11 week
completes in 24 months. sessions.
79
- Great Valley LEAD
MBA, part-time,
accelerated MBA
program, completes in
24 months. Excellent
location near Routes
202, 29 and 30 make this
a perfect location for one
of Pennsylvania’s
strongest economic
development zones.
- Corporate MBA at
DuPont a flexible
hybrid format, online
and fact-to-face at
Barley Mill Plaza in
Wilmington; part-time
MBA program is
designed for
professionals in the
Wilmington area.
- Corporate MBA for
Lockheed Martin,
delivered in a flexible
hybrid format, online
and face-to-face, this
cohorted, part-time
MBA program
- Corporate MBA in
Pharmaceutical
Management online,
along with three face-to-
face residencies (at the
beginning, middle and
end of the program),
part-time MBA program
80
- MD/MBA, a dual degree
program with the Drexel
College of Medicine for
physicians to help them
manage
corporate medical
practices and hospitals
and contribute to the
development of health
care management
HASS – University of Health Management Certificate - Introduction to the Any combination of the following Berkeley BioBusiness
California at Berkley, Certificate 11 units total, Health Care System (3 Association
courses totaling 8 units:
California including one units)
required - Entrepreneurial Issues in Organization with
course (3 Biotechnology (2 units) objectives similar to that
units) - Development of of Lerner Center
Biopharmaceuticals (2 units)
- Biotech: Industry Perspectives
and Business Development (2
units)
- Healthcare Technology Policy
(2 units)
- Healthcare Technology
Finance and Strategy (2 units)
- Healthcare Finance (3 units)
- Health Management Seminar
(1 unit)
- Public Policy in Business of
Health Care (2 units)
- Strategic Management and
Organization of Health
Services (3 units)
- Health Politics and Policy (3
units)
- Healthcare Organizations and
Environments (3 units)
81
- Legal Basis for Public Health
(3 units)
- Economics of Medicine and
Managed Care (3 units)
- Microeconomics of Health
Care Policy (3 units)
- International Health
Economics (3 units)
- Epidemiologic Methods (3
units)
82
- Logistics, Marketing and
Sales in the - Four more courses or
Pharmaceutical Industry
- Introduction to
Pharmaceutical - Three courses and a thesis
Manufacturing
- Regulation and
Compliance in the
Pharmaceutical Industry
- Technology Licensing &
Finance
- Risk Management
NJIT, New Jersey Pharmaceutical Certification – - Principles of Select two from: - On-campus, off-
Management 4 courses, 12 Pharmaceutical site, on-line
credits Engineering - Competing in Global Markets options
- Validation and - Two for one credit
- Financial and Economic
Regulatory Issues in the earning if
Pharmaceutical Industry Environment continued for MS
- Project Management degree in
- Project Control Pharmaceutical
Engineering
- Total Quality Management
University of the MBA in Online MBA - Introduction to Health - 22 month
Sciences in Pharmaceutical Policy - Credits: 2 program with 36
Philadelphia, Business (Online) credits
Pennsylvania - Coursework centered
- Pharmacoeconomics and
around a case study
Economics of Health where students create a
Care - Credits: 2 hypothetical
(Online) pharmaceutical company.
- Pharmaceutical Work in a team, examine,
formulate and explain all
Marketing and Sales aspects of pharmaceutical
Management - Credits: 2 or health care services
(Classroom) company’s business
- Introduction to Market - Discussion forums, chat
rooms for each course
Research - Credits: 2
(Online)
- Corporate Finance -
83
Credits: 2 (Online)
- Pharmaceutical
Research and
Development
Management - Credits: 2
(Online)
- Regulations of
Prescription Drugs and
Ethical Issues - Credits:
2 (Online)
- Competitive Analysis
and Strategic Business
Planning - Credits: 2
(Online)
- International
Pharmaceutical Business
- Credits: 2 (Online)
- Mergers and
Acquisitions - Credits: 2
(Online)
- Multidiscipline Strategic
Management I* -
Credits: 1 (Online)
- Multidiscipline Strategic
Management II* -
Credits: 1 (Online)
- Multidiscipline Strategic
Management I &
Multidiscipline Strategic
Management II are
worked on throughout
the entire curriculum
with guidance from the
instructor.
University of the MBA in Executive - Same as the On-line - 18 courses, total
Sciences in Pharmaceutical MBA program 36 credits
Philadelphia, Business
84
Pennsylvania
University of the MBA in Evening MBA - Brand Management (3 - Professional Writing in - 56-credit program
Sciences in Pharmaceutical credits) Science (3 credits)
Philadelphia, Business - Introduction to
Pennsylvania - Regulatory Documentation
Marketing (3 credits) Process (3 credits)
- Pharmaceutical
- Biostatistics for Biomedical
Marketing and Sales
Management (3 credits) Writers (3 credits)
- Introduction to Market - Information Technology and
Research (3 credits) Resources in Health Care (3
- Pharmaceutical R&D credits)
and New Product - Risk Assessment: Critical
Development (3 credits) Thinking & Health (3 credits)
- Regulation of - Public Health Research and
Prescription Drugs (3 Epidemiology (3 credits)
credits) - Quantitative Methods (3
- Ethical Issues in
credits)
Pharmaceutical Business
(2 credits) - Sociology of Health (3
- Multidiscipline Strategic credits)
Management I, II, III
- International - Regression Analysis (3
Pharmaceutical Business credits)
(2 credits)
- Health Economics (3
credits)
- Issues and Trends in
Health Policy (3 credits)
University of the MBA in Certificate Marketing Track - Select a track and
Sciences in Pharmaceutical Program - Introduction to complete at least 5
Philadelphia, Business Pharmaceutical courses in the
Pennsylvania
Marketing selected track
- Pharmaceutical
Marketing & Sales
- Pharmacoeconomics
- Market Research
- Capstone
85
General Management Track
- Introduction to
Pharmaceutical
Marketing
- Pharmaceutical
Marketing & Sales
- R&D Management
- International
Pharmaceutical Business
- Capstone
Certified Medical Pharmaceutical Certification – - Disease Management Choose One:
Representatives Management 32 credits - The Managed (3)
Institute, Arizona
- Healthcare Market (3) - Contemporary
- Principles of Pharmacoeconomics (3)
Pharmaceutical
Management (3) - Outcomes: Measurement,
- Pharmaceutical Management and Marketing
Marketing (3) (3)
- Managing Business
communication (3)
- Managing People (3)
- Business Ethics and the
Pharmaceutical Industry
(3)
- Field Sales Management
(3)
- Capstone Courses (4)
Temple University, Various certification
Pennsylvania programs in clinical trials
and pharmaceutical
development
86
Appendix D: SWOT analysis of different Pharmaceutical Management programs at
various schools
School Strengths Weaknesses Opportunities Threats
Rutgers • Proximity to Pharma • Limited electives • Higher demand from pharma • Competition from other schools in
companies • Day-time classes for Pharma companies this area
• Program assisted by multiple MBA • Economic recovery may • Competition from remote schools
Pharma companies increase demand that offer online courses
• Off-campus program • International program • People may switch to short
• Widely recognized program • Partnership with other certificate programs
universities (West Coast, etc.)
• Leverage competence in supply
chain management
FDU • Proximity to Pharma • Small school • Economic recovery may • Competition from other big schools
companies • Programs not well-recognized increase demand in this area
• Partnership with Pharma • International program • People look for the high profile
companies and foreign • Higher demand from pharma program
universities companies
• Flexible program schedule •
U. of Colorado • Distance learning program • Program unknown • May be attractive to people • Other schools in the same area may
(online) • No close tie with pharma close to west coast start to offer online class.
• Variety of electives companies • May fit needs of people who • Not enough student population in
• Online courses allow students • Travel requirement to campus can’t attend class regularly local region.
to take them at their pace • Insufficient communication • Higher demand from pharma
among students and faculties
• No pharma industry input
Saint Joseph's • Short course to allow student • Small school • Higher demand from pharma • Competition from other big schools
University complete every course on each • No online courses companies in the same area
weekend • Program reputation is low • The short courses may attract • Other school may also offer the
• Opportunity to take more • Financial statement may not be students who like to complete similar program
courses on different subjects very strong courses on weekend and take • Need time to build up reputation
• Less credits required to more courses
complete the program
Duke University • Excellent school reputation • Not focused on Pharma • Can easily develop a pharma • Surrounding schools may offer
87
• Strong program support from • Limited courses selection program similar program to attract students.
school • No close relationship with phama • Strong demand from health
• Good location in RTP industry care industry
• Financially stable • Excellent school reputation
• Flexible schedule of the may easily attract students for
program any program it offers
Seton Hall • Located in Central NJ, close to • Small school • Economic recovery • Relatively new program compared
many pharmaceutical • More focus on healthcare • Demand for pharma courses with other schools in the area
companies • Relatively new program and MBA education • Only one location, may not be
• Multiple concentrations, convenient for all students
Healthcare and Pharmaceutical • People look for the high profile
• Relatively short MBA program
program, 42 credits • More schools may offer the similar
• Collaboration between program.
Pharmaceutical and Healthcare
Admin organizations
UPenn • Ivy League school • Relatively expensive • Great reputation may help it set • Expenses may affect small to mid
• Great reputation up more executive programs size local pharma companies, who
• Financially strong may send their excs to other low-
• Leader in various other fields expense local schools
including healthcare, medical • Philadelphia is away from Pharma
education, health economics hub in NJ.
and health management
• Close proximity to various
Pharmaceuticals companies
• The program is widely
recognized
• Focus on Pharma and Biotech
– leading edge of technology
• Multiple options for students,
MBA to certification
• Associated with various
research centers (Leonard
Davis Institute of Health
Economics)
• Good overall education,
undergraduate join-degree
program in association with
88
other departments
• Students choose the health
care major at the time of
application to Wharton
• Major is run as a program,
which integrates academic and
professional development. E.g.
the department helps students
to obtain summer and
permanent positions in all
parts of the health care sector,
including consulting firms,
biotechnology, and
pharmaceutical firms,
hospitals, insurers, government
agencies and other health
related firms.
• The department sponsors a
mentor program and links
students to the Wharton Health
Care Alumni Association.
Harvard – • Ivy League school • Highly competitive and catered • Great reputation may help it set • Expensive education catered for
Leadership and • Great reputation towards senior executives up more executive programs senior executives
Strategy in • Financially strong • Admission is selective and based • In the process of setting up
Pharmaceuticals programs in other regions
• Leader in various other fields on professional achievement and
and Biotech
including healthcare, medical organizational responsibility
(Certification
education, health economics
Program)
and health management
• Close proximity to various
Biotech companies in
Massachusetts
• Focus on pharmaceutical and
biotechnology products
• Program consists of case
studies, lectures, and panel
sessions to explore today's
defining issues—and to engage
participants in interactive
discussions and exercises with
89
the program faculty, guest
speakers, and peers from
around the world.
NC State • Biotechnology + • Focus on biotech research, legal • Opportunity to attract • Proximity with schools with better
Pharmaceutical concentration and regulatory environment executives from research reputation may hurt its chances to
• Joint Masters of Microbial issues, not much offering for triangle attract top talent
Pharma marketing
Biotechnology and MBA
Drexel • Multiple options – on-site, • Program pharma industry • Can extend its corporate • Competition from other big schools
corporate, executive, online focused, lacks research focus program for more corporations in the same area
• Classes on week ends • May not get high quality faculty for
• Close proximity with local all programs
pharma industry
HASS – Uni. of • Close proximity to local • Focus on public health and health • No schools in the area offer as • Joint program is designed for
California at biotech and healthcare management, not much on strong Pharma//Healthcare traveling executives, but others may
Berkley companies pharma side MBA programs not need it
• Proximity with local biotech • MBA + MPH – needs 81 credits • Opportunity to leverage • Length of program may be too long
and pharma companies reputation of both partners (U. for part-time students
• Association with research of Cal and Columbia)
centers • Can extend partnership to
• Joint program with Columbia universities in other
University geographies
• Specialization in Health
Management
• MBA and MPH – Masters in
Public Health
• Extensive course offerings, 34
electives offered
Howe School of • Concentration in • Focus on Pharma technology • Higher demand from pharma • Other area schools with recognized
Technology Pharmaceutical Technology rather than on Pharma companies pharmaceutical program
Management – management management or marketing • The short courses may attract
Stevens Tech., New • Close proximity with pharma students who like to complete
Jersey hub in NJ courses on weekend and take
• Options for MS and MBA more courses
90
Appendix E: Pharmaceutical MBA Survey
This survey is being conducted by the Rutgers Business School student inter-functional
consulting team for the benefit of the Director, Pharmaceutical Management Program.
Thank you very much for sharing your opinions and comments. Your inputs will be
valuable to enhance the program.
1. Rank the importance of your reasons for selecting the Rutgers Business School
over other business schools (1 = most important, 10 = least important). Rank only
those reasons relevant to you.
a. Location
b. Flexibility of class scheduling
c. Smaller class
d. Reputation /quality of the program
e. Curriculum
f. Cost
g. Other _______________
5. Would you be interested in the following scheduling formats for your program
(Please check all that apply)?
a. Evenings (Mon- Thu)
b. Weekend (one course each day)
c. Weekend (two course on either of the days)
d. Late afternoons (beginning at 3:30 or 4:00 PM)
e. Early morning (beginning at 7:00 or 7:30 AM)
f. Start the course on campus and complete the rest online
g. Friday-Saturday-Sunday
h. Other, please specify____________
91
6. Please specify the geographical locations in which you would like to complete
your MBA (Please check all that apply).
a. Newark
b. New Brunswick
c. Morristown
d. Princeton
e. Jersey City
f. Other, please specify_____________
a. The program offers the courses at multiple locations that are convenient to
students
1 2 3 4 5 6 7
e. The program maintains high quality standard for the courses offered
1 2 3 4 5 6 7
9. The number of years of full-time work experience you had before entering the
MBA program
a. <2
b. 2-4
c. 5-7
92
d. >7
11. Gender
a. Male
b. Female
12. Age
a. 20-25
b. 26-30
c. 31-35
d. 36-40
e. 41-45
f. 46-50
g. >50
93
Supplemental Data
Academic Center Profile
94
Lerner Center Interfunctional Consulting Group
Academic Center Profile
Founded: 1976
The Center was founded in 1976 by Dr. Louis Lasagna as the Center for Drug Study and
Development at the University of Rochester. Dr Lasagna, credited as the founder of clinical
pharmacology, original vision for the Center was captured in his writing: "The idea behind our
Center was to establish academic focus for the gathering of relevant information and for scholarly
analysis and interpretation, and through the publication of such research to raise the intellectual
level of debate on questions of public policy." In 1984 Dr. Lasagna moved the group to Tufts
Brief History: University, where he serves as head of the Center until 1998..
Structure: Multi-Disciplinary
95
Focus: All Aspects of New Drug Development
Tufts CSDD's mission is to provide strategic information for drug developers, regulators, and
policy makers on improving the quality and efficiency of pharmaceutical development, research,
Mission: and utilization.
The Tufts Center for the Study of Drug Development is an independent, academic, non-profit
research group affiliated with Tufts University. The center focuses on scholarly analyses and
Description: thoughtful commentary regarding pharmaceutical issues.
Research Based - Aligned with US Government and drug manufacturers: through industry
cooperation collect data and analyze using strict quantitative methods. Center's goal is to create
Approach: objective findings while maintain the confidentiality of individual company data.
Agenda: Includes:
R&D and Performance Issues
Biotech Product Development
Healthcare Financing
96
Regulatory Policies
Continuing Education
Tufts CSDD Institute for Professional
Development The CSDD Institute for Professional Development operates as a division of the Tufts CSDD.
- The Institute offers postgraduate courses on pharma issues as well as hosts workshops and
forums
- ***Continuing Education is available on some program courses.
Decision Making Skills for Pharm R&D: Three Day program focused on helping practitioners
apply principles of effective decision making in your own R&D Organization. Course combines
case study and interaction with faculty. Tuition $3,250.00. ($2,950.00 for participants of Tufts
Brief Course Descriptions: CSDD sponsoring organization)
Postgraduate Course in Clinical Pharmacology, Drug Development, and Regulation: Five Day
program focused on advanced instruction and technical problem solving. Course utilizes mock
drug trial design. Tuition $3,500.00. ($3,250.00 for participants of Tufts CSDD sponsoring
organization)
Leadership for Drug Development Teams: Three-Day program focused on helping individuals lead
cross functional drug development teams more effectively . Course utilizes mock drug trial design.
Tuition $3,250.00. ($2,950.00 for participants of Tufts CSDD sponsoring organization) Offered in
Boston and SanFrancisco
97
Leadership for Drug Development Teams: Three-Day program focused on helping individuals lead
cross functional drug development teams more effectively. Tuition $3,250.00. ($2,950.00 for
participants of Tufts CSDD sponsoring organization) Offered in Boston and SanFrancisco
Senior R&D Roundtable: One Day program focused bringing together senior R&D executives.
Tuition $1,195.00. ($995.00 for participants of Tufts CSDD sponsoring organization) Offered in
Boston
The center will customize and facilitate meeting to educate groups on specified topics. Cost is an
Onsite Meetings: unspecified professional development fee.
Publications
Tufts CSDD Impact Reports, published on a bi-monthly basis summarize current Tufts CSDD
research findings and present them in a concise, easy-to-read format. Industry decision makers
from pharmaceutical, biotech, and niche provider companies, as well as regulators and policy
makers, read Tufts CSDD Impact Reports to keep informed and to help share R&D, marketing,
Tufts CSDD Impact Reports sales, and regulatory decisions.
Cost of the publication subscription, $395 annually -$195 for sponsors, government, academic,
Copy Attached and non profits.
Tufts CSDD Outlook is published annually in January. The Outlook highlights near term
pharmaceutical drug development trends. The date and analysis contained in the Tufts CSDD
Tufts CSDD Annual Outlook Outlook are based on proprietary research of the CSDD research staff.
Copy Attached
98
Proprietary Databases: Databases include confidential and public source data on drug development in the US and abroad.
Include:
Investigational NCE Database
Approved NCE Database
Biotechnology Database
Fast Track Designations Database
EMEA Approvals Database
Orphan Drug Database
Pediatric Studies Database
The Center receives funding in the form of unrestricted grants from pharmaceuticals and
biopharmaceutical companies, research organizations, trade associations, and corporation. The
unrestricted grants cover approximately 55% of the CSDD's operating expenses. The remaining
fees are derived from grants for commissioned projects, registration fees for courses and
Financial Structure: conferences, foundation support, and subscription fees from CSDD publications.
99
Request periodic custom meetings with and presentation by Tufts CSDD research staff to review
current research findings, provide a briefing on the ‘state of drug development’, our assessment of
the critical issues facing the research-based industry, and other industry-related topics to company
executives. Meetings can be conducted in a formal manner—i.e., conference-style presentation—or
in a more informal, small-group-discussion manner.
Invitation to attend on-site roundtables and panel discussions on key industry topics. Attendees
receive a written report summarizing meeting outcomes.
Priority access to Tufts CSDD extensive library containing documents, reports, texts, and other
information on the drug development and regulatory process. Tufts CSDD’s full-time research
librarian is available to assist Tufts CSDD sponsors with their specific information requests.
Complimentary annual Impact Reports
Reduced registration fees for Tufts CSDD courses, conferences, and workshops.
Invitations to Corporate Sponsors Meetings to discuss strategies for improving the efficiency of
pharmaceutical R&D and other critical drug development issues.
Independence: The research agenda is set by the CSDD group's director and research staff.
Commissioned Projects
100
The Center conducts special commissioned and custom projects based on a wide variety of topics
identified by individual or multiple project sponsors. Tufts CSDD brings broad expertise,
creativity, and 30 years of research experience to special commissioned projects. Here are some
examples of what they offer:Primary and Secondary Research - including surveys, executive and
opinion leader interviews, focus groups, and original and secondary data analyses. Facilitated
Roundtable and Management Meetings - including small and large group conference-style
presentations and moderated discussions held onsite at the sponsor organization or at neutral
locations.White Papers and Custom Management Reports - including the compilation of source
information, review and analyses of mission-critical issues, and R&D trends and their strategic
implications. Tufts CSDD can develop a custom white paper report, or, if requested, submit a
Special Commissioned Projects manuscript for publication in trade or peer-review journal.
101
Lerner Center Interfunctional Consulting Group
Academic Center Profile
Founded: 1991
The Center was founded in 1991 with a major grant from the Alfred P. Sloan. It was
originally set up at to promote research and educational activities on issues related to the
Brief History: pharmaceutical filed.
Structure: Multi-Disciplinary
Involves faculty from the MIT Schools of Engineering, Science, Humanities and Social
Science as well as the Sloan School of Management
102
Issues related to the competitiveness, performance, and productivity in the pharmaceutical
Focus: field.
MIT POPI's mission is to perform multidisciplinary research on the factors which drive,
constrain, and enhance the competitiveness of the pharmaceutical/ biotechnology industry
and educate future scientific and management leaders for the industry and for those
organizations which supply it, regulate it or use its products. In addition, the program seeks
to strengthen working relationship between faculty and members of the
Mission: pharmaceutical/biotech industry.
The program operates within the Sloan School of Management at MIT. The center focuses
on scholarly analyses and research that integrates the scientific/medical with the
Description: managerial/policy objectives.
Agenda: Includes:
Strategic Management of Research and Development
Measuring Health Outcomes Adjusted Pharm Price Changes
Pharmaceutical Profitability
103
Strategic Role of Manufacturing
Continuing Education
Symposium The Future of the Pharmaceutical Industry Symposium
Executive Education
Summer Professional Programs
Brief Course Descriptions: Management Issues in the Pharma and Biotech Industry
Statistical Methods in the Assessment of Health Outcomes.
Publications
The MIT Program on Pharmaceutical Management was founded in 1991 with the support
of the Alfred P. Sloan Foundation. Since 1994 a number of pharmaceutical firms have
helped to fund POPI as corporate sponsors. In addition the corporate sponsors provide
Financial Structure: data and insight to POPI researchers.
104
Sponsorship/Partnership
Sponsorship Brochure Attached Listed Benefits Include:
Grants
POPI offers students and faculty funding grant. Criteria are expected to combine the core
strength of POPI and include both a scientific approach integrated with a managerial
Process: perspective.
All working papers. Manuscripts, and publications emerging from the partial support
from POPI are expected to acknowledge in writing the source of that support through
POPI.
105
Tufts CSDD Impact Report
106
107
108
109
110
Tufts CSDD 2006 Catalog
111
112
113
114
115
116
Tufts Sponsorship Brochure
117
118
119
120
121
122
123
124
125
126
Presentations
Presentation to Lerner Center Board of Advisors
May 1, 2006
127
Lerner Center Strategic Planning Project
128
Interfunctional Consulting Team
• Rutgers MBA students performing
Management Consulting Project
– Selected for Lerner Center project based
upon backgrounds and academic focuses
• Project Goal: Develop Lerner Center
– Establish presence as a premier academic
center in Pharmaceutical Management
129
Interfunctional Project Team
• Project Sponsors
– Howard D. Tuckman, PhD, Dean, Rutgers Business School, Newark and New Brunswick
– Mahmud Hassan, PhD, Director, The Blanche and Irwin Lerner Center
– Ingrid Castillo, Administrative Assistant, The Blanche and Irwin Lerner Center
• Program Office
– Paul Belliveau, Director, MBA Team Consulting Program, Rutgers Business School
– Steve Moccio, Team Advisor, MBA Team Consulting Program, Rutgers Business School
130
Scope of Project
131
Lerner Center Current Offerings
• Certificate Program
• Symposium
• Funding Faculty Research
132
Revenue/Growth Opportunities
• Accreditation of Certificate Program
• Strategic Alliances
– Rutgers Alumni Program
– External Organizations
• Conference Providers (IIR)
• Pharmaceutical Associations (PDA, DIA)
Other Growth Areas
• Commissioned Research Projects
• Center Sponsorships
133
Academic Center Benchmarking
• Lerner Center
• Pharmaceutical Related Academic Centers
• Other Rutgers Centers
• Best in Class Centers
134
Academic Center Benchmarking
• Lerner Center
• Pharmaceutical Related Academic Centers
• Other Rutgers Centers
• Best in Class Centers
135
Other Pharmaceutical Academic Centers
• Other Pharmaceutical Centers Benchmarked:
– Tufts Center for Study of Drug Development
– MIT Sloan Center Program on Pharmaceutical Industry
– University of California, Berkley, Center for Health Research
– Penn University, Leonard Davis Institute of Health Economics
• Areas of Research Focus:
– History of Centers and Programs
– Organizational Structure of Centers
– Mission of Centers
– Funding Analysis
– Research Focus of Centers
– Publications and other Offerings
136
Sample Academic Center Profile
Tufts Center for Study of Drug Development
Sources of Funding
• Founded in 1976
• Staff of 17 employees 8% Unrestricted Grants
Development
Reports
56% Continuing Education
• Offerings 22%
Publications
– Continuing Education
– Special Commissioned
Reports
– Publications
– Proprietary Data
• Financial Structure:
Self Funded
137
Other Academic Centers at Rutgers
Center for Supply Chain Whitcomb Center for Technology Management Research Prudential Business Ethics
Management Research in Financial Center Center
Services
Staffed 1 funded Staff Administrator No Salaried Employees No Salaried Employees 1 funded Staff Administrator
138
Pharmaceutical Management Program
Benchmarking
• Structure of Programs
• Focus of Curriculum
• Unique Offerings
139
Pharmaceutical Management Education
Competitive Offerings (Program Concentrations)
Pharmaceutical Management Uni. Of Colorado, St. Joseph's, Seton Hall, FDU
140
Pharmaceutical Management Education
Available Program Options
School Program Location Schedule Lecture format
MBA Certificate On Off Day Evening Weekend In class Online
campus campus
St. Joseph
Stevens Tech
Duke
FDU
U. C. Berkeley
NC State
Seton Hall
U. Of Colorado
Drexel
U. of Penn
141
Next Steps
142
Questions/Feedback/Suggestions?
143
Mid Project Presentation
May 2, 2006
144
Lerner Center Strategic Planning Project:
End of Semester One – Status Update
145
Interfunctional Consulting Team
• Rutgers MBA students performing
Management Consulting Project
– Selected for Lerner Center project based
upon backgrounds and academic focuses
• Project Goal: Develop Lerner Center
– Establish presence as a premier academic
center in Pharmaceutical Management
146
Interfunctional Project Team
• Project Sponsors
– Howard D. Tuckman, PhD, Dean, Rutgers Business School, Newark and New Brunswick
– Mahmud Hassan, PhD, Director, The Blanche and Irwin Lerner Center
– Ingrid Castillo, Administrative Assistant, The Blanche and Irwin Lerner Center
• Program Office
– Paul Belliveau, Director, MBA Team Consulting Program, Rutgers Business School
– Steve Moccio, Team Advisor, MBA Team Consulting Program, Rutgers Business School
147
Scope of Project
148
Lerner Center Current Offerings
• Certificate Program
• Annual Symposium
• Seminar Series
• Funding Faculty Research
149
Revenue/Growth Opportunities
• Accreditation of Certificate Programs
• Strategic Alliances
– Rutgers Alumni Program
– External Organizations
• Conference Providers (IIR)
• Pharmaceutical Associations (PDA, DIA)
Other Growth Areas
• Commissioned Research Projects
• Center Sponsorships
• Web Site Development
150
Academic Center Benchmarking
• Lerner Center
• Pharmaceutical Related Academic Centers
• Other Rutgers Centers
• Best in Class Centers
151
Academic Center Profile
Blanche and Irwin Lerner Center
• Founded in 2004
• Focus on Pharmaceutical Management Studies
• Offerings
– Certificate Programs
– Annual Symposium
– Funding Faculty Research
• Financial Structure:
– Endowment
– Rutgers Assistance
Lerner Center
Position
152
Other Pharmaceutical Academic Centers
• Other Pharmaceutical Centers Benchmarked:
– Tufts Center for Study of Drug Development
– MIT Sloan Center Program on Pharmaceutical Industry
– University of California, Berkley, Center for Health Research
– Penn University, Leonard Davis Institute of Health Economics
• Areas of Research Focus:
– History of Centers and Programs
– Organizational Structure of Centers
– Mission of Centers
– Funding Analysis
– Research Focus of Centers
– Publications and other Offerings
153
Sample Academic Center Profile
Tufts Center for Study of Drug Development
Sources of Funding
• Founded in 1976
• Staff of 17 employees 8% Unrestricted Grants
Development
Reports
56% Continuing Education
• Offerings 22%
Publications
– Continuing Education
– Special Commissioned
Reports
– Publications
– Proprietary Data
• Financial Structure:
Self Funded
154
Other Academic Centers at Rutgers
Center for Supply Chain Whitcomb Center for Technology Management Research Prudential Business Ethics
Management Research in Financial Center Center
Services
Staffed 1 funded Staff Administrator No Salaried Employees No Salaried Employees 1 funded Staff Administrator
155
Pharmaceutical Management Program
Benchmarking
• Structure of Programs
• Focus of Curriculum
• Unique Offerings
156
Pharmaceutical Management Education
Educational Trends:
– Program Types
• Full credit MBA program (Executive and Regular)
• Certification programs for Executives
• Joint programs (University alliances)
– Schedules
• Full Time
• Part Time (evenings)
• Part Time (weekend only)
– Locations
• On Campus
• Off Campus (International)
• Corporate Campus
157
Pharmaceutical Management Education
Educational Trends (continued):
– Instruction Formats
• Classroom
• On-line
– Credits Required to Graduate
• 47 to 60
– Course Selection
• Core courses plus electives (cross-departmental)
• Mini-courses with broader selections of electives
– Program Focus
• Pharmaceutical Management
• Pharmaceutical Marketing
• Pharmaceutical Technology
• Health Management
• Health System Management
• Biotechnology
158
Pharmaceutical Management Education
Competitive Offerings (Program Concentrations)
Pharmaceutical Management Uni. Of Colorado, St. Joseph's, Seton Hall, FDU
159
Pharmaceutical Management Education
Available Program Options
School Program Location Schedule Lecture format
MBA Certificate On Off Day Evening Weekend In Online
campu campu class
s s
St. Joseph
Stevens Tech
Duke
FDU
U. C. Berkeley
NC State
Seton Hall
U. Of Colorado
Drexel
U. of Penn
160
SWOT Analysis
School Strengths Weaknesses Opportunities Threats
Rutgers • Close proximity to local Pharma • Limited electives • Higher demand from pharma • Competition from other schools in this
companies • No on-line classes companies area
• Financially stable • Day-time classes for Pharma MBA • Economic recovery may increase • Competition from remote schools that
• Supported by Pharma companies demand offer on-line courses
• Off-campus program • International program • Prospective students may switch to
• Widely recognized program • Partnership with other universities certificate programs
(West Coast, etc.)
FDU • Close proximity to local Pharma • Small school • Economic recovery may increase • Competition from other big name
companies • No on-line courses demand schools in this area
• Partnership with Pharma • Programs not well-recognized • International program • Prospective students may look for high
companies and foreign universities • Higher demand from pharma profile programs
• Flexible program schedule companies
Seton Hall • Located in Central NJ, close to • Small school • Economic recovery may increase • Relatively new program compared with
many pharmaceutical companies • Focus on healthcare demand other schools in the area
• Multiple concentrations, • Relatively new program • Higher demand from pharma • Only one location, may not be
Healthcare and Pharmaceutical companies convenient for all students
• Relatively short MBA program, • Prospective students may look for high
42 credits profile programs
• Collaboration with Healthcare • More schools may offer the similar
Admin organization program.
Howe School of • Concentration in Pharmaceutical • Focus on technology rather than on • Higher demand from pharma • Other area schools with better
Technology Technology management Pharma management or marketing companies pharmaceutical program
Management – • Close proximity with pharma • The short courses may attract
Stevens Tech., hub in NJ students who like to complete
New Jersey • Options for MS and MBA courses on weekend and take more
courses
Drexel • Multiple options – on-site, • Program pharma industry focused, • Can extend its corporate program • Competition from other big schools in
corporate, executive, online lacks research focus for more corporations the same area
• Classes on week ends • May not get high quality faculty for all
• Close proximity with local programs
pharma industry
161
SWOT Analysis
School Strengths Weaknesses Opportunities Threats
Saint Joseph's • Short courses to allow student • Small school • Higher demand from pharma • Competition from other big schools in
University complete courses on weekends • Program not highly reputed companies the area which offer the similar
• Opportunity to take more courses • Short courses may attract students programs
on different subjects who like to complete courses on • Need time to build a reputation
• Less credits required to complete weekend and take more courses
the program
• On-line Executive MBA program
– Pharma Marketing
University of • Distance learning program • No close ties with pharma • May fit needs of people who can’t • Lack enough student population in
Colorado (online) companies attend class regularly local region.
• Variety of electives • Insufficient communication among • Higher demand from pharma • Online classes are now being offered
• Online courses allow students to students and faculties companies by many schools.
take them at their pace
North Carolina • Biotechnology + Pharmaceutical • Focus on biotech research, legal and • Opportunity to attract executives • Other schools in the area with better
State concentration regulatory environment issues, not from research triangle reputation may hurt its chances to attract
• Joint Masters of Microbial much offering for Pharma marketing top talent
Biotechnology and MBA
• Presence near research triangle
University of • Close proximity to local biotech • Focus on public health and health • No schools in the area offer as • Joint program is designed for traveling
California at and healthcare companies management, not much on pharma strong Pharma//Healthcare MBA executives, but others may not need it
Berkeley • Proximity with local biotech and side programs • Length of program may be too long for
pharma companies • MBA + MPH – needs 81 credits • Opportunity to leverage part-time students.
• Association with research centers reputation of both partners (U. of
• Joint program with Columbia Cal and Columbia)
University • Can extend partnership to
• Specialization in Health universities in other geographies
Management
• MBA and MPH – Masters in
Public Health
• Extensive course offerings, 34
electives offered
162
Pharmaceutical Management Education
Unique Offerings – University of Colorado
– Four courses per semester
– Learning done through combination of on-
campus and online instruction
• Each course introduced during on-campus portion and
continues through computer-based instruction
through completion
– Total of thirty days on campus are required
over the course of the entire program
– Students are required to travel to the campus
every six months
– The entire program lasts twenty five months
163
Pharmaceutical Management Education
Unique Offerings – Saint Joseph’s University
– Total of thirty six courses in various
pharmaceutical business modules
– Each course lasts two days
– Courses are offered in a Friday/Saturday
Executive MBA format
– All courses are 1.3 credits, with the
exception of the 2 credit capstone class,
for a total of 47.5 credits
164
Pharmaceutical Management Education
Unique Offerings – Drexel University
– Curriculum designed after extensive consultation with
Johnson and Johnson
– Most of the curriculum (16 of the 20 courses) is
conveyed online
– Remaining courses taught in three face to face, six day
residency sessions which take place at the beginning,
middle, and end of the program
– Selected groups of students take the same sequence of
courses
– Courses offered at various corporate locations around
Philadelphia
– MD/MBA dual degree program with Drexel College of
Medicine for physicians – focus on medical practices,
hospitals, and health care management
165
Project Schedule
Jan Feb March April May June July August
• Team Formation
• Initial Client Meeting Activities leading to
• Problem Definition tangible deliverable
• Solution Brainstorming
• Initial Research Research and
Letter of administrative activities
Engagement
Development
Final Presentation
Development
166
Next Steps
167
Questions or Suggestions?
168
Presentation to Pharmaceutical Management Advisors
169
Benchmarking and Research on
Pharmaceutical MBA Programs
170
Benchmarking and Research on
Pharmaceutical MBA Programs
• Objectives of Research:
– Research comparable pharmaceutical M.B.A. programs offered at other
academic institutions in the United States
– Identify opportunities to enhance RBS’s Pharmaceutical M.B.A. program
• Focus of Research:
– Pharmaceutical educational attributes
• Program types
• Program locations
• Class schedules
• Instructional formats
– Competitive offerings from other institutions
• Unique features of various programs
• Core requirements and elective courses
• Program faculty
– SWOT analysis on various programs
– Students survey design
• Team’s Recommendations
171
Pharmaceutical Management Education
Attributes:
– Program Types
• Full credit MBA program (Executive and Traditional) – 92%
• Certification programs for Executives – 42%
• Joint majors – 17%
– Schedules
• Full Time – 83%
• Part Time (evenings) – 75%
• Part Time (weekend only) – 50%
– Locations
• On Campus – 100%
• Off Campus (International) – 58%
• Corporate Campus – 8%
172
Pharmaceutical Management Education
Attributes (continued):
– Instruction Formats
• Classroom – 100%
• On-line – 33%
– Credits Required to Graduate
• 36 to 60
– Course Selection
• Core courses plus electives (cross-departmental)
• Mini-courses with broader selections of electives
– Program Focus
• Pharmaceutical Management
• Pharmaceutical Business
• Pharmaceutical Marketing
• Pharmaceutical Technology
• Health Management
• Health System Management
• Biotechnology
173
Pharmaceutical Management Education
Competitive Offerings (Program Concentrations)
University Of Colorado, St. Joseph's, Seton
Pharmaceutical Management
Hall, FDU
Pharmaceutical Business University of the Sciences in Philadelphia
174
Pharmaceutical Management Education
Available Program Options
School Program Location Schedule Lecture format
MBA Certificate On Off Day Evening Weekend In class Online
campus campus
St. Joseph
Stevens Tech
Duke
U. S. P.
FDU
U. C. Berkeley
NC State
Seton Hall
Uni. Of Colorado
Drexel *
U Penn
175
SWOT Analysis
School Strengths Weaknesses Opportunities Threats
Rutgers • Proximity to Pharma companies • Limited electives • Higher demand from pharma • Competition from other schools in this
• Program assisted by multiple • Day-time classes for Pharma MBA companies area
Pharma companies • Economic recovery may increase • Competition from remote schools that
• Off-campus program demand offer on-line courses
• Widely recognized program • International program • Prospective students may switch to
• Partnership with other universities certificate programs
(West Coast, etc.)
• Leverage competence in supply
chain management
FDU • Proximity to Pharma companies • Small school • Economic recovery may increase • Competition from other big name
• Partnership with Pharma • Programs not well-recognized demand schools in this area
companies and foreign universities • International program • Prospective students may look for high
• Flexible program schedule • Higher demand from pharma profile programs
companies
Seton Hall • Located in Central NJ, close to • Small school • Economic recovery may increase • Relatively new program compared with
many pharmaceutical companies • Focus on healthcare demand other schools in the area
• Multiple concentrations, • Relatively new program • Higher demand from pharma • Only one location, may not be
Healthcare and Pharmaceutical companies convenient for all students
• Relatively short MBA program, • Prospective students may look for high
42 credits profile programs
• Collaboration between • More schools may offer the similar
Pharmaceutical and Healthcare program.
Admin organizations
Howe School of • Concentration in Pharmaceutical • Focus on Pharma technology rather • Higher demand from pharma • Other area schools with recognized
Technology Technology management than on Pharma management or companies pharmaceutical program
Management – • Proximity with pharma hub in NJ marketing • The short courses may attract
Stevens Tech., • Options for MS and MBA students who like to complete
New Jersey courses on weekend and take more
courses
Drexel • Multiple options – on-site, • Program pharma industry focused, • Can extend its corporate program • Competition from other big schools in
corporate, executive, online lacks research focus for more corporations the same area
• Classes on week ends • May not get high quality faculty for all
• Proximity with pharma industry programs
176
SWOT Analysis
School Strengths Weaknesses Opportunities Threats
Saint Joseph's • Short courses to allow student • Small school • Higher demand from pharma • Competition from other big schools in
University complete courses on weekends • Program not highly reputed companies the area which offer the similar
• Opportunity to take more courses • Short courses may attract students programs
on different subjects who like to complete courses on • Need time to build a reputation
• Less credits required to complete weekend and take more courses
the program
• On-line Executive MBA program
– Pharma Marketing
University of • Distance learning program • No close ties with pharma • May fit needs of people who can’t • Lack enough student population in
Colorado (online) companies attend class regularly local region.
• Variety of electives • Insufficient communication among • Higher demand from pharma • Online classes are now being offered
• Online courses allow students to students and faculties companies by many schools.
take them at their pace
North Carolina • Biotechnology + Pharmaceutical • Focus on biotech research, legal and • Opportunity to attract executives • Other schools in the area with better
State concentration regulatory environment issues, not from research triangle reputation may hurt its chances to attract
• Joint Masters of Microbial much offering for Pharma marketing top talent
Biotechnology and MBA
• Presence near research triangle
University of • Close proximity to local biotech • Focus on public health and health • No schools in the area offer as • Joint program is designed for traveling
California at and healthcare companies management, not much on pharma strong Pharma//Healthcare MBA executives, but others may not need it
Berkeley • Proximity with local biotech and side programs • Length of program may be too long for
pharma companies • MBA + MPH – needs 81 credits • Opportunity to leverage part-time students.
• Association with research centers reputation of both partners (U. of
• Joint program with Columbia Cal and Columbia)
University • Can extend partnership to
• Specialization in Health universities in other geographies
Management
• MBA and MPH – Masters in
Public Health
• Extensive course offerings, 34
electives offered
177
Pharmaceutical Management Education
Unique Offerings – University of Colorado
– A total of 16 courses, 12 courses are in Health Administration,
the rest fours are in Pharmaceutical Management.
– Four courses per semester
– Learning via combination of on-campus and online instructions
• Course introduction at an on-campus session and
continuation through computer-based instructions
– A total of 30 days on campus required over the course of the
entire program
– Students required to travel to the campus every six months
– Program duration - 25 months
178
Pharmaceutical Management Education
Unique Offerings – Saint Joseph’s University
– 36 courses in various pharmaceutical business modules
– Each course taught over two days
– Courses offered in a Friday/Saturday Executive MBA
format
– All courses - 1.3 credits, Capstone class - 2 credit, for a total
of 47.5 credits for the program
179
Pharmaceutical Management Education
Unique Offerings – Drexel University
– Curriculum co-designed with Johnson and Johnson
– Majority of the curriculum (16 out of the 20 courses) conveyed
online
– Remaining courses taught in three face to face, six day residency
sessions, at the beginning, middle, and end of the program
– Selected groups of students take the same sequence of courses
– Courses offered at various corporate locations around
Philadelphia
– MD/MBA dual degree program with Drexel College of Medicine
for physicians – focus on medical practices, hospitals, and health
care management
180
Pharmaceutical Management Education
Unique Offerings – University of the Sciences in
Philadelphia
– Online MBA - 36-credit program
• 16 of the 19 courses delivered on-line (five-week courses)
• Three courses at executive conference facilities
181
Student Survey Design
– Objective:
• Obtain feedback from current and prospective RBS students about the
program’s (Pharmaceutical Management Program) features and options that
would fit into their needs and be more attractive to them
– Focus of Survey questionnaire:
• Reasons for attending the Rutgers Business School
• Educational topics that would be of interest to students in the Pharmaceutical
Management Program
• Importance of program’s features to students
– Campus location that is convenient to students
– A broad selection of electives
– Availability of online courses
– Flexibility of course schedules
– Program quality
– Next Steps:
• Distribution of survey to current and prospective RBS students
• Analysis of results by the program director
182
Team’s findings and Recommendations
• Establish strategic partnerships with pharmaceutical
companies to bring real world experience into classrooms
– adds value to the Pharma MBA program
• Leverage University’s reputation with a Pharma MBA
curriculum to attract prospective students
• Providing convenient program locations and flexible
schedules increases the value of the program
• Online courses may meet needs of potential students,
especially executives and senior management personnel
• Marketing the unique features of a program in order to
gain competitive advantage
183
Q&A
184
Final Presentation
185
74
186
Interfunctional Consulting Team
• Rutgers MBA students performing
Management Consulting Project
– Selected for Lerner Center project based
upon backgrounds and academic focuses
• Project Goal: Develop Lerner Center
– Establish presence as a premier academic
center in Pharmaceutical Management
187
Interfunctional Project Team
• Project Sponsors
– Howard D. Tuckman, PhD, Dean, Rutgers Business School, Newark and New Brunswick
– Mahmud Hassan, PhD, Director, The Blanche and Irwin Lerner Center
– Ingrid Castillo, Administrative Assistant, The Blanche and Irwin Lerner Center
• Program Office
– Paul Belliveau, Director, MBA Team Consulting Program, Rutgers Business School
– Steve Moccio, Team Advisor, MBA Team Consulting Program, Rutgers Business School
188
Scope of Project
189
Interfunctional Report Format
• Lerner Center Strategic Business Plan
– Summary
– Organization
– Milestones
– Marketing Plan
– Strategy
– Financial Analysis
• Team Events
• Implementation Plan
• Benchmarking Study of Pharmaceutical MBA
programs
190
Strategic Business Plan
Summary
• Business Concept
• Current Situation
• Key Success Factors
• Financial/Administrative Needs
191
Strategic Business Plan
Organization
• Vision
• Mission
• Organizational Model
• Services Offered
• Strategic Alliances
• Key Personnel
• Facilities
192
Strategic Business Plan
Milestones
Objective Target Date
Establish a training program for industry professionals Achieved
Develop a strategic business plan 2006
Exploit its industry and academic connections to help 2006
grow awareness in the community and industry
Obtain accreditation for current programs 2006 End
Build strategic alliances to increase reach and promotional 2007
response
Obtain a larger building space When deemed necessary
Hire additional administration/marketing/ 2007
public relations staff
Develop a more aggressive marketing plan 2007, revisit 2009
Increase services to include in-house training programs 2007
and the administration of special commissioned
reports
Become self-funded through expanded offerings and 2008
utilization
193
Strategic Business Plan
Marketing Plan
• Goals
• SWOT Analysis
• Market Analysis
194
Marketing Plan:
Goals
• Develop Identity as Premier Academic
Center
• Expand Revenue Base
• Increase Industry Awareness of Center
195
Marketing Plan:
SWOT Analysis
• Strengths
– Location, Qualified Faculty, Industry Affiliation
• Weaknesses
– Limited Exposure, Budget Constraints
• Opportunities
– Program Enhancement, Strategic Alliances, New
Offerings
• Threats
– Pharmaceutical Industry Trends, Competition
196
Marketing Plan:
Market Analysis
• Benchmarking
• Target Market
• Competitive Landscape
197
Market Analysis:
Benchmarking
• Strong commitment from individuals to the
center
• Financial plan basis for revenue generation
• Commitment to academics and industry
advancement
• Establishing corporate and industry
relationships
• Gathering, analyzing, and disseminating
unique information
198
Market Analysis:
Target Market
• Industry Personnel
– Professionals seeking management roles
• Corporate Executives
– Managers looking to exploit current trends
and exchange ideas through peer network
• Rutgers Alumni
– Familiar with quality of Rutgers programs
199
Market Analysis:
Competitive Landscape
• Other Academic Centers
• Pharma Industry Associations
• Conference Providers
• Research Centers
200
Future Strategies
• Improving Current Offerings
• Establishing New Strategic Alliances
• Developing New Products
201
Future Strategies:
Improving Current Offerings
• Certificate Program
• Symposia
• Website Development
202
Future Strategies:
Establishing New Strategic Alliances
• Student Advisory Board
• Rutgers MBA Association of Marketing
Strategy
• Third Party Pharmaceutical Related
Organizations
• Sponsorships
• Board Member Affiliations
203
Future Strategies:
Developing New Products
• Special Commission Reports
• Proprietary Database
• Publications
204
Strategic Business Plan
Financial Analysis
• Current Financial Position
• Financial Strategy
• Potential Revenue Sources
205
Financial Analysis:
Break-Even Analysis
Break Even Analysis
$50,000.00
$45,000.00
$40,000.00
$35,000.00
Dollars $
206
Financial Analysis:
Potential Revenue Sources
• Marketing of continuing education courses
• Symposia
• Commissioned Research Projects
• Center Sponsorships – Value Proposition
• Accreditation of Certificate Programs
• Strategic Alliances
– Rutgers Alumni Program
– External Organizations
• Conference Providers
• Pharmaceutical Associations
207
Team Events:
Dead Ends
• Center for Management Development
Program Affiliation
– Professional Development Certificate
– Pharmaceutical Mini MBA Certificate
208
Team Events:
Successful Activities
• Initiation of Alliance with PTI
• Marketing Club Engaged
• Benchmarking Academic Centers
• Benchmarking Pharma MBA Programs
• Auditing Lerner Center Offerings
• Potential Accreditation
209
Team Events:
Further Analysis Needed
• Supply Chain Management Center
Affiliation
• Student Survey
• Alumni Network
• Execution on Commitments from Board
Members
• Website Development
• Case Studies
• Journals
210
Implementation Plan
• Presents findings in a clear and
concise manner
• Reiterates the recommended
strategies
• Outlines tactics needed to
implement the plan
211
Project Schedule
Jan Feb March April May June July August
• Team Formation
• Initial Client Meeting Activities leading to
• Problem Definition tangible deliverable
• Solution Brainstorming
• Initial Research Research and
Letter of administrative activities
Engagement
Development
Final Presentation
Development
212
Questions?
213
214