2010 Guide to the Life Sciences Industry for Technology Providers – Market Research Reports On Aarkstore Enterprise
2010 Guide to the Life Sciences Industry for Technology Providers – Market Research Reports On Aarkstore Enterprise
Introduction
As drug sales drop and pressures to fill the product pipelines rise, executives are becoming more open-minded about the use of IT solutions. However, without the proper industry background, it can be difficult for technology vendors to enter this conservative market. This brief provides an overview of the life sciences industry in order for vendors to understand how to enter this market.
Scope
*Offers an overview of the pharmaceutical and biotechnology sectors
*Discusses key areas where there is greatest need for technology in the life sciences industry
*Provides go-to-market strategies to help enter the pharma and biotech markets and be successful
Highlights
The life sciences industry has been experiencing slower growth in recent years, a trend that will continue if changes are not made to the cherished blockbuster model. A fundamental step in transitioning from this model is to adopt technologies that will aid in streamlining processes throughout the drug lifecycle and increasing R&D productivity.
As pressures grow to fill their dwindling product pipelines with innovative drugs, pharma companies are embracing biotechnology, biomedical research and the concept of personalized medicine. This has led to a greater demand for innovative developments from the IT sector to provide the biotech industry with the tools it requires.
The industry is known to be conservative and skeptical of commercial technologies. Historically companies built their own solutions, resulting in legacy systems that are difficult to maintain and integrate with new systems. Executives are beginning to understand the benefits of pharma-specific solutions, but need time, education and convincing.
Reasons to Purchase
*Understand the pharmaceutical and biotechnology product lifecycle and business processes
*Identify emerging areas of concern for pharmaceutical and biotechnology companies
*Gain insight into what solutions and services will appeal most to life sciences companies
Table of Contents :
“SUMMARY 2
Impact 2
Ovum view 2
Key Messages 2
THE LIFE SCIENCES INDUSTRY IS IN TRANSITION 3
A quick glance at the life sciences industry 3
Understanding the industry means understanding the pharma product lifecycle 4
Regulations define the life sciences industry 6
Dwindling product pipelines keep executives up at night 6
A NEW BUSINESS MODEL EMERGES AS EXECUTIVES MOVE FORWARD 8
To cut costs, steamlining operations is a necessity 8
External partnerships are on the rise 9
Success relies on a sound emerging markets strategy 10
Life sciences continue to outsource to the emerging markets 10
TECHNOLOGY IS FUNDAMENTAL TO THE INDUSTRY’S SUCCESSFUL TRANSFORMATION 11
Early go/no-go decisions require a globally integrated data management 11
in silico methods help researchers make decisions early in the product lifecycle 13
Paperless clinical trials save companies millions 14
Drug manufacturing must be supply-driven rather than demand-driven 16
The complex pharma supply chain involves many stakeholders 16
Globalization adds more complexity to supply chain management 17
New sales and marketing models focus on engaging with all stakeholders 18
Social media has a promising future with the life sciences industry 20
RECOMMENDATIONS 21
Understand and know the life sciences industry 21
Educate life sciences companies on the benefits of pharma-specific commercial IT solutions 21
Show potential clients ROI studies and cost savings 22
Focus on technology solutions that enable the shift towards personalized medicine 22
Cater to the end users, not just the executives or IT department 22
Target the emerging markets in order to see rapid growth 23
APPENDIX 24
Definitions 24
Further Reading 25
Methodology 25
Ovum Consulting 26
Disclaimer 26
List of Tables
Table 1: Pharmaceutical and biotechnology industry sub-segments 4
List of Figures
Figure 1: The drug discovery and development process 5
Figure 2: Top priorities of the life sciences executive 7
Figure 3: Siloed R&D departments and IT systems restrict data management 12
Figure 4: To streamline the clinical trial data capture process, EDC is a must 15
Figure 5: An in-depth look at the clinical trials process 15
Figure 6: The drug supply chain can become complex fast 17
Figure 7: The sales and marketing strategy involves leveraging multiple channels 20
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Born and raised in Saskatchewan, Dr. Calvin Stiller’s magic touch as a builder pervades every phase of his career. A physician, scientist, administrator, policy innovator and entrepreneur, Dr. Stiller developed one of the most dynamic organ transplant programs in the nation and championed countless other initiatives that have enriched research enterprise in Canada. He is called a visionary with organizational genius. Dr. Stiller was Canada’s major voice in organ transplantation during the 1970s, 1980s and early 1990s when the field transformed from a risky experimental undertaking to a reliably successful venture. It was Dr. Stiller who, in the late 1970s, obtained the promising new drug Cyclosporine and organized its first multi-centre clinical trial in kidney transplantation in North America, creating the foundation for subsequent studies that put Canada on the world stage. Cyclosporine remains today as the drug of choice to combat tissue rejection after transplantation. He was responsible for the controversial but groundbreaking research that showed that cyclosporine, an immunosuppressant, could halt the progression of Type 1 Diabetes demonstrating that it was an immune disorder. In a lifetime, an individual might be successful in creating one institution or program. Dr. Stiller has been the architect of many, including The Canadian Medical Hall of Fame, Robarts Research Institute, Ontario Institute for Cancer Research, MaRs, and the Stiller Centre. From 1984 to 1996 …
