Inventory Management – A Critical Leg in the “Three-Legged-Stool” of Demand Management
Demand management has different meanings to different audiences. For the sake of this discussion, demand management is defined as an understanding of […]
Do you need a strategic plan, a business plan or an operational plan?
Planning is a “personal” activity. Not everyone plans the same, some people are better planners than others and some are amazing at transitioning seamlessly across all types of planning. It is the “seamless” planner that knows what aspect of planning to emphasize when. Planning abilities aside, the important point is that everyone needs a plan; their needs vary so their plans vary. The important point that transcends all planners is you cannot successfully implement without a plan. Without some variation of plan how do you know where to start, how well you are doing and when are you done?
What Is Specialty Channel Management?
The specialty channels are driving both growth and channel complexity in the Pharma and Biotech industry. The specialty channels are more complex by design. Complexity = products handling requirements (e.g. cold chain), high prices (> $3K..), extensive patient support infrastructures/services, regulatory requirements (e.g. REMs), etc. Specialty channel management is like conventional channel management on steroids.
“Class of Trade”: Murky Element of Contracts and Channel Analytics
Have you ever wondered what is covered by the term "Class of Trade"? It is oftentimes a murky element of contracts and channel analytics that can have important legal implications. In this article published in the January 2012 issue of Pharmaceutical Commerce, I cover the basics to know, plus share a couple of case studies to hightlight the perils of misclassification.
Are Your Contracts Performing?
When I was first introduced to contracting, it was part of a host of responsibilities of the managed market segment I was tasked to build. My knowledge of contracting was limited, but one of my first key responsibilities was to review a channel strategy, assess performance and determine what to do next. The choices being to modify, eliminate or revise the strategy completely. After this was completed, I was to present it to executive management for approval and implement (the implementation discussion will be reserved for another day!)