Executive Insights

Volume XIV, Issue 10 | May 1, 2012 | By: Clay Heskett

In the second of the three-part report series, L.E.K. Consulting examines how pharmaceutical companies can leverage best practices observed in other organizations implementing digital marketing programs to avoid the six common pitfalls that often hamper the delivery of benefits.

Volume XIV, Issue 7 | March 21, 2012 | By: Clay Heskett

Pharmaceutical companies are under pressure to develop innovative ways to promote and establish their products in a marketplace where the traditional channels for reaching key opinion leaders are being undermined by new digital devices and techniques. L.E.K. Consulting examines the potential of digital marketing for the pharmaceutical sector.

Volume XI, Issue 4 | February 27, 2009 | By: Manny Picciola

This issue of Executive Insights explores the opportunities that well-planned strategic alliances offer for short- and long-term improvements to bottom-line performance, as well as top-line growth. L.E.K. Consulting has broad experience and expertise assisting companies around the world in developing strategic alliances. We help companies screen potential targets, operationalize partnerships, and maximize the benefits of alliances.

Volume X, Issue 2 | May 6, 2008 | By: Pierre Jacquet

The biopharmaceutical industry has traditionally based its livelihood on blockbuster drugs that target large, chronic disease markets, but recent setbacks have raised questions about the sustainability of this model. At the same time, specialty pharmaceutical companies have carved out profitable niches by targeting smaller indications with lower potential revenue, and consequently they have avoided competing head-on with large pharmaceutical companies.

Volume VII, Issue 3 | October 6, 2005 | By: Steven Rosner

This article discusses the benefits of utilizing a proactive approach to screening M&A opportunities and details best practices for systematically uncovering and scrutinizing potential deals. It also describes case studies that illustrate how this methodology can be used effectively across a wide variety of industries, companies and transaction types.

Volume V, Issue 3 | September 1, 2002 | By: Carol Wingard

Entering a new geographic market, whether just across the border or thousands of miles overseas has again become an attractive growth strategy. To be successful, management must access the difficulties of capital flow, the exposure from inadequately protected intellectual property, and the added costs of working with an unfamiliar government bureaucracy for each country it considers. This issue outlines the strategic assessment process for evaluating international growth opportunities. L.E.K. Consulting identifies which countries provide the best fit by analyzing each country against ranked criteria determined in conjunction with our client. For our clients this means ensuring that they have selected the country that has the highest probability of success.

Volume IV, Issue 2 | March 1, 2001 | By: L.E.K. Consulting

Forecasting revenue can be a very challenging task for managers at all levels of an organization. Whether it's a new product utilizing new technologies or a product line extension, developing trustworthy information from a broad range of internal and external sources is a necessity. Accurate forecasts early in the product development life-cycle can make the difference between a yes/no decision on the project or influence alternative development pathways. Forecasts for pre-market technologies are also imperative when considering acquisitions, alliances or licensing opportunities.