Interfunctional Management Consulting Team Project

The Blanche and Irwin Lerner Center for Pharmaceutical

Management Studies

Team Members

Charles Gelb
Winnie Lee
Nick Lim
Ajit Nimbvikar
Yining Qi
Tom Stoltzfus
Brian Tesseyman
Karl Wagner

Project Sponsors

Mahmud Hassan, PhD, Center Director

Howard D. Tuckman, PhD, Dean
Ingrid Castillo, Center Administrator

Program Office

Paul Belliveau, Program Director

Steve Moccio, Team Advisor

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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.

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1 Strategic Business Plan:
Summary

Business Concept

The pharmaceutical industry is highly competitive and constantly

changing. Keeping up in this dynamic landscape requires reliable, high-quality
relevant information. Management needs to be informed of the latest trends and
the know-how to adapt in their environment. The Lerner Center can offer both the
information and the training that is essential to being successful in pharmaceutical
management. The Lerner Center will meet these needs by providing training
seminars and workshops, symposia on current issues, various lecture series, and
special commissioned reports. The information comes from collaboration between
industry professionals and academic professors, which gives it a unique
perspective and makes it a highly valuable resource.

Current Situation

• In a formative stage and needs path to maturity

• Currently operates under a sizable endowment
• Offers a certificate program, funds faculty research, hosts symposia
• Staffed by two employees

Key Success Factors

• Strong Commitment by Individuals to the Center

• Establishing a Base for Revenue Generation
• Commitment to Academics and Industry Advancement
• Establishing Corporate/Industry Relationships
• Gathering, Analysis, and Dissemination of Unique Information

Financial/Administrative Needs

• Human capital
• Larger facilities
• Additional/alternative revenue streams to increase available budget

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The Organization

Vision

The vision of the Lerner Center is to position itself as a bastion of

excellence in research and training in pharmaceutical management studies.
Within the next five years, the Lerner Center will perform a series of key strategic
initiatives to forge new alliances, expand its research effort, and offer new
services. Additionally, the center will expand its current facilities to meet future
demand. The Lerner Center will provide the pharmaceutical industry with
current, high-quality and relevant information to help guide today’s professionals
to success. The Lerner Center is also integrated with the innovative Rutgers MBA
program in Pharmaceutical Management, which was developed in cooperation
with leading pharmaceutical companies in New Jersey and the Healthcare
Institute of New Jersey. Having access to all of the elements of the Rutgers MBA
program in Pharmaceutical Management has uniquely qualified the center to
provide service offerings and gives the Center a competitive edge.

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:

• Encouraging idea exchange among industry professionals and academics

through seminars and workshops
• Providing customized programs for life science organizations to train and
educate their personnel
• Driving faculty and student research in pharmaceutical management
towards to the production of papers on emerging strategies, trends and
observations within the pharmaceutical industry.

Milestones

In order for The Lerner Center to realize its vision it must meet a number
of milestones:

Objective Target Date

Establish a training program for industry Achieved
professionals
Develop a strategic business plan 2006
Exploit its industry and academic connections 2006
to help grow awareness in the community and

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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

The current organizational model is a very simple structure. It consists of

a director, who is the head of the center and makes all of the management
decisions, and a center administrator who handles all of the day to day operations.
The Lerner Center also has a board of advisors. This is a team of industry
professionals that meets with the center staff annually and consults on business
strategy. Industry trends support that more frequent meetings are gaining
increasing popularity to track implementation and refine strategy.

Current Strategy

The current strategy of the center is to focus on existing pharmaceutical

executives and cater to providing information for this niche market segment. This
relies on the ability of the Lerner Center to offer a unique product, that being
valuable, proprietary information. The Lerner Center provides the pharmaceutical
industry with current, high-quality and relevant information in the area of
pharmaceutical management. The center offers this product in the form of
training seminars, lecture series, and symposia. Most of the advertising for the
center today is by word-of-mouth and mass e-mail, with the email lists provided
by industry contacts and Rutgers Alumni. The Lerner Center also has web
content that is hosted on the Rutgers Business School web site which provides
additional advertising for upcoming seminars and programs.

Services Offered

The Lerner Center offers a two-day certificate program geared toward

keeping current industry executives understanding the ever-changing competitive

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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 provides funding to faculty researchers on topics

relevant to the pharmaceutical industry. This research is seen as an investment,
which will ultimately extend the Lerner Center’s knowledge base in order to
provide training on a broader area of topics. Volunteer faculty scholars are
furthering the research mission of the center by delving into a range of topics
related to pharmaceutical management. Current projects are as follows:

1. Investigating the Challenges for Firms and Governments

2. Demand Estimation with Incomplete Competitive Information
3. Alliance Evolution and Networks in the Bio-Pharmaceutical Sector
4. Do Mergers and Acquisitions Create Value in the Pharmaceutical
Industry?
5. Costs of Hospital Acquired Infections and Who Pays for these?
6. Modeling the Dynamic Demand for Healthcare
7. Optimization for Patients Recruitment in Multi-Center Clinical Trials
8. Optimal Marketing Strategies to Promote Prescription Drugs: The
Case of Free Samples
9. Category Versus Branded: Examining the Effectiveness of the Direct-
to-Consumer Advertising in the Pharmaceutical Industry

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

In order to develop a suitable strategy, the Lerner Center needs to be

evaluated using some fundamental analytical tools. Listed below are the results
of a SWOT analysis. This technique is a firm-based analysis of internal and
external factors that influence the success of the Lerner Center.

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.

The Lerner Center is located in the vicinity of a number of major

pharmaceutical companies, which allows access to industry leadership for
collaborative efforts. New Jersey is dense with representative companies in
the pharmaceutical industry. “Fully 53 percent of the new medicines approved
by the U.S. Food and Drug Administration (FDA) in 2001 were developed by
New Jersey's pharmaceutical companies. Inside the state's borders, the sector
includes 75 percent of the world's leading pharmaceutical
companies.”(http://www.biotechnj.org/njinfo_00.shtml)

The center has an advisory board made up of experienced industry

professionals that can provide the Lerner Center with valuable insight.
Continuing to expand this sphere of influence is a task for Lerner Center
Management.

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 center has limited monetary resources. It receives the majority of

funding from a perpetuity that was established by a million dollar endowment
gift, and receives the remainder of its operating budget from Rutgers
University.

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

Although the Lerner Center is fairly new, opportunities for growth

certainly exist. Other than a few established academic centers, there is a lack
of centers specifically focusing on pharmaceutical management. There is also
a need for increased investment in research and development as patents are
expiring and new drugs need to be developed. The demand from
pharmaceutical companies for quality information and research is high.
Accreditation for its current certificate offerings would enhance the
program, increase participants and generate revenue. Minor manipulation
/tailoring/ supplementing the current program in order to qualify for
accreditation would be a value added activity if required. Continuing
education is significant for career development in the pharmaceutical industry.
Companies have internal programs for employees to further train and educate
themselves. Target markets for CE credits would include industry personnel,
corporate executives and Rutgers alumni.
The Center could also establish strategic alliances, both within Rutgers
and externally. Within Rutgers, the Supply Chain Center and the Rutgers
Alumni Association should be considered. External organizations would
include conference providers and pharmaceutical associations. The
establishment of strategic alliances is important. Not only will it develop a
reputation, it will also generate additional revenues for the Center.
Because the Lerner Center is affiliated with the Rutgers Business
School, it can easily gather and disseminate information. From establishing a
proprietary database to publishing reports and journals, students and faculty
could certainly contribute to its academic goal.

Threats

The pharmaceutical industry is currently facing a significant number of

blockbuster drugs coming off patent. There are also other academic centers,
which are well established and recognized in the industry. For example, the
Tufts Center has be en established for over 30 years, is self-funded, and has
gained support from major players of the industry. Competitive business
schools, as well as pharmaceutical and healthcare companies also have their
own research centers. Conference providers and industry associations provide
certificate programs, which potentially poses a threat to the Center’s current
offerings.
Changes within the pharmaceutical industry are creating new challenges
for pharmaceutical companies as they struggle to produce profitable returns.
The increase in generic drugs places tremendous pressure on the major
pharmaceutical companies. Companies used to manufacture their products
internally, building new facilities as business expanded. In the past,
outsourcing was only limited to supplying resources that were internally
unobtainable. However, outsourcing has become a common business strategy
today for large pharmaceutical companies to become more cost effective and

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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:

Mahmud Hassan, PhD

Center Adminstrator:

Ingrid Castillo, MPA

Advisory Board:

Ken Berkowitz, Esq. Don Drakeman

Health Care Industry Consultant CEO
And Coprincipal Medarex, Inc.
PharmMed Staffing, LLC

Richard Evans Bob Franks

Research Analyst President
Sanford C. Bernstein & Co., Inc. HealthCare Institute of New Jersey

Luis Gutierrez Debbie Hart

Corporate Vice President President
and General Manager Biotechnology Council of New
Covance Market Access Services Inc. Jersey

William J. Heller, Esq. Richard Manning, PhD

Partner Senior Director
McCarter & English Pfizer Inc.

Alan Rubino Gail Wilensky, PhD

Principal Senior Fellow
Watchung Partners Project HOPE

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 Honorary:

Irwin Lerner
President and CEO (Retired),
Hoffmann-La Roche Inc.
Chairman, Medarex

Director and Staff

The current staff of the Lerner Center is quite limited, but it is clear the
member’s have the commitment and capability to lead the growth of the Center.
Dr. Mahmud Hassan, the current Director, has helped to formulate the goals and
vision for the Center. Additionally, Ms. Ingrid Castillo, the Center Administrator,
has the experience working and developing programs for an academic center
within a major University setting. It should be noted that Dr. Hassan is a full-time
professor at the University with responsibilities for teaching at both the Newark
and New Brunswick campus, which limits his availability to focus on the
objectives of the center. Coordination of the maturation process for a relatively
new center is quite labor intensive, and additional staff would surely expedite the
growth process, but the financial resources of the center are currently very limited
and could not support additional staff.

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.

Additional Human 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,

12
 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 Center is located on the second floor of Ackerson Hall at Rutgers

Business School. This is located at 111 Washington Street, Newark, New Jersey
07102. The center currently is only one office, which is shared with the center
administrator. The center is outfitted with one computer that gives access to
proprietary data that has been collected by IMS Health. The data is licensed to
the Lerner Center for academic use only.

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

Overview of Marketing Goals

The general pillars to a successful, independent Academic Center

especially within the field of pharmaceutical management revolve around strong
commitment by individuals to the center, establishing a base for revenue
generation, commitment to academics and industry advancement, establishing
corporate/industry relationships and the gathering, analysis and dissemination of
unique information.

13
 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

Academic Center Benchmarking

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

14
identified several key components that exist in most successful centers, these
being:

Strong Commitment by Individuals to the Center

The cornerstone of a strong academic center is the commitment of the
individuals associated with the organization. The fact that the Lerner Center’s
primary goal is academic as it operates within the Rutgers University
community lends itself to pursue, maintain and strengthen relationships with
certain individuals and groups. As in most organizations whose primary goal
is not economic gain, the organization must truly seek to align itself with
individuals that are passionate and have a vested interest in the ultimate
success of the Center. While a cursory review of the Center’s would likely
find that human resources are extremely limited, and this is truly the case in
terms of full time attention, a broader view may help us to identify several
important resources that can be utilized to benefit of the Center. Our short-
term goal, as we build Center identity and offerings, is to identify and
maximize existing relationships as well as forge new affiliations with the goal
of increasing the resources available to the director and administrator of the
Center.
It is the interfunctional consulting team’s clear perception that many
individuals are associated and committed to the Center’s success and they
should be coordinated to increase the effectiveness of these relationships. In
addition, we have proposed some new affiliations/partnerships within the
University Community that may add not only to the resources available to the
staff, but also increase awareness of the Center. The intermediate target of
hiring additional staff will likely be predicated by successful offerings and
revenues from the growth of the resource network. As a point of reference, the
very successful Tufts CSDD which just celebrated its thirtieth year and
employs 17 staff members on a fully self-sufficient and self-funded basis.

Establishing a Base for Revenue Generation

The second pillar that was identified was an academic center’s ability
to generate revenue. Additional revenue will obviously be the engine of
growth for The Lerner Center. As with many academic organizations the
Center requires capital to fund additional research. To maximize the goals and
create a center that will truly be a bastion of excellence and provide faculty,
students and industry professionals with a vehicle to interact and produce high
quality research will require additional revenue for staff and ongoing project
funding. To point out the importance of funding we must look no further than
to the generosity of Mr. and Mrs. Lerner’s donation to found the Center. It is
up to the Center to utilize the gift in a responsible manner and establish quality
revenue generating programs and grow the revenues to support cutting-edge
pursuits.
As the other academic centers were reviewed there were various
models that were identified, ranging from those that rely fully on university
funding, those that rely on private foundation/benefactor support, and those

15
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

16
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.

Commitment to Academics and Industry Advancement

The third common pillar that was identified in most academic centers is
a clear commitment to academics and industry advancement. This goal is
explicit in primary mission of many of the centers that were reviewed
including the MIT Sloan, Program on the Pharmaceutical Industry (POPI).
For the Lerner Center, it is clear from conversations that Dr. Hassan
and Ms. Castillo are both committed to maintaining the academic focus and
this conviction is unwavering, which will be a positive for the future of the
Center. The Center’s commitment to academics is demonstrated by the fact
that almost the entire current budget is being directed toward academic pursuits
through grants. While is may not be applicable to the Lerner Center, as it is
currently in its initial stages, as the Center becomes larger and develops
corporate relationships it must truly strive to maintain an independence and not
allow itself to be swayed by the promise of corporate revenues. Policy must
always be directed by independent interests of those associated with the Center
who must maintain set the agenda of the Center based on relevant academic
and industry topics completely void of corporate influence. The Board of
Advisors may eventually consider setting some guidelines as to the percentage
of total center funding that can be derived from one particular interest to ensure
this autonomy.

Establishing Corporate/Industry Relationships

The fourth pillar, which requires the establishment and maintenance of
corporate and industry relationships, is vital. While it is true that the
development of relationships may lead to additional revenues for the Center in
terms of sponsorships/unrestricted grants and increased attendance in the
continuing education courses, the ultimate goal is to develop the respect and
reputation as a true center of excellence. This increased confidence in the
Center could create a situation in which industry executives search out the
expertise of those associated with the Center, thus increasing academic pursuits
and potentially the development of the Lerner Center as a repository of
proprietary data, as it seen in centers such as MIT Sloan POPI and the CSDD.
The establishment of industry relationships is truly a building process
while the maintenance of the network is a timely component. One thing that

17
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.

Gathering, Analysis and Dissemination of Unique Information

The fifth pillar is the process of gathering, analysis and dissemination
of unique information. A goal of the Lerner Center should be to become a
repository for unique information. When prompted for one key to success of
an academic center, a representative of the Tufts Center stated that the
information was the key. There are numerous ways to gather and disseminate
information from establishing proprietary databases to publishing reports,

18
 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:

1. Junior, mid-level and senior level personnel from pharmaceutical,

biotech, and healthcare companies. These are industry professionals
that are currently working in the administration, laboratory and/or
research sector and would like to move into a management role.

Short-term Objective for Lerner Center – Increase the participation in

the research symposiums and certificate programs.

Long-term Objectives for Lerner Center – Identify continuing education

needs, refine certification programs and attract prospective students for
Pharmaceutical MBA program

2. Current corporate executives from pharmaceutical, biotech and

healthcare companies. These are industry professionals that are
already in management role and need to keep up with and exploit current
trends in the pharmaceutical industry.

Short-term Objective for Lerner Center –

Increase participation in the research
symposiums and conferences. Offer
specialized services, e.g. provide
evaluations/validate their current strategies or
offer other consulting services.

Long-term Objectives for Lerner Center -

Identify their research/continuing education
needs, identify prospective research projects
for the center via these senior executives, gain
access to their colleagues/subordinates from

19
 their organizations to increase the potential
participant list for the center for future
programs and symposia

3. Rutgers Alumni – Rutgers MBA alumni is a strong and active group.

Several of alumni are active in the pharmaceutical and healthcare related
industries. This group provides a great target market. In the industry
today, personal networking is favored to mailing lists and direct
advertisements. Rutgers Alumni can help the Lerner Center to reach to
more potential attendants for its symposiums.

Short-term Objective for Lerner Center – Increase participation in the

research symposiums s and certificate programs

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

Continuing education is a hot field and the market space is currently

occupied several players. Market offerings from these players vary over a
wide range of topics. Several business schools have their own research and
educational centers with offerings similar to that of the Lerner Center.
Research centers at pharmaceutical and healthcare companies also pose a stiff
competition for the Center. Various industry associations are active in
increasing their members and offering services for the enrolled members.
Some business schools have formed joint programs with pharmaceutical
companies and hospitals to form research centers. There are several
conference providers who provide certificate programs nationwide and they
pose a great threat for the Lerner Center’s objective of expanding its programs.

Primary competitors for Lerner Center include:

Educational/research centers at various Business schools

• Seton Hall – New Jersey – Centers for Academic Excellence
• FDU – New Jersey -

20
 • 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

Pharmaceutical Industry Associations

• PDA, DIA, Pharmaceutical Research and Manufacturers of
America (PhRMA)
• http://www.google.com/Top/Business/Biotechnology_and_Pharma
ceuticals/Pharmaceuticals/Associations/
Research Centers at Pharmaceutical companies
• Merck, Novartis, Johnson and Johnson, BMS
Independent consultants
Local and Regional CROs –
• http://directory.google.com/Top/Business/Biotechnology_and_
Pharmaceuticals/Contract_Research_Organizations/
• http://dir.yahoo.com/Business_and_Economy/Business_to_Bus
iness/Health_Care/Research/Clinical_Trials/Contract_Research
_Organizations__CRO_/
Pharmaceutical Research Centers – Independent research organizations
Joint research centers operated by pharmaceutical companies and hospitals
• http://www.health.state.ny.us/nysdoh/healthinfo/pscother.htm
Conference Providers
• IIR, PTA
• http://www.pharma-mkting.com/pmrd/ed-listings.html

21
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

Improving Current Offerings

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

22
 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.

Web Site Development

The web site needs to be professionally overhauled to have the
capability to offer on demand video recordings of previous seminars and fee-
based training course materials. Increasing search engine relevancy is a portion
of web development the Lerner Center will want to explore as increased traffic
will assist with making the public aware of the center and its’ offerings.

Establishing New Strategic Alliances

Student Advisory Board

Involving students serves the dual purpose of setting a dialogue
between the Center and the student body and allowing interested to students
contribute to the development of the Center. The students will provide
valuable additional human resources to assist in both short and long term
projects that the Center deems appropriate. The students in turn will obtain
valuable experience in the operations of a center as well as an opportunity to
develop relationships with high level industry professionals. The roles can be
but are not limited to: PR, fundraising, research, case material design, liaison
to sponsor.
The structure would be open to debate, but we feel the best
arrangement would be to have between two and four students on the Advisory
Board at all times. This minimum number allows the Center the benefit from a
team approach rather than just an individual effort while the maximum level
will maintain the prestige of the position that we are creating. The students
should be comprised of at least two full time students, potentially a first year
and a second year and at least one part time student. The student would be
elected to one year terms and work as a team. Conceptually, these could even
be the officers of the Pharma MBA Club. In this case if additional members
were to be added we would favor full-time students over part-time students due
to time commitment factors and first year students over second year students
based on the motivation factor of newer students. The team should be selected
by Dr. Hassan and Ms. Castillo on the basis of applications submitted by
qualified students. The primary interest for the Advisory positions could be
generated through MBA orientation programs or through the Pharmaceutical
Management Club. The key to the proposal is the alignment of interested

23
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.

Academic Centers within Rutgers University

Within Rutgers University there are numerous academic research
centers that have experienced success of continual growth. The Lerner Center
may want to leverage the affiliations it has with these internal academic
research centers by hosting joint events. This would assist with marketing of
events to segments of the student population the Lerner Center was previously
not exposed to. Additionally, academic research centers that participate in
hosting joint events would reduce the overhead costs of holding an event. With
the limited budget the Lerner Center is currently working with, this seems to
be a viable option.

Rutgers MBA Association of Marketing and Strategy

One of the primary needs as identified by the Lerner Center staff is the
acquisition of additional resources to help with developing and executing a
marketing strategy. While we will make several proposals in this strategic
business plan the Center may continue to lack the appropriate resources for
proper implementation. In addition, as activities at the Center increase the
marketing will need to evolve. In hopes of addressing the problem we have
contacted the leaders of a student organization known as the Rutgers MBA
Association of Marketing and Strategy. In our initial contact we introduced the
Association leaders to the Lerner Center and some of its high level needs and
attempted to gauge if the Association members would be interested in utilizing
their marketing expertise and partnering to assist the Lerner Center. (e-mail is
attached) The association could aid in the implementation of current initiatives
as well as develop new strategies and marketing approaches. The initial
response was positive and follow-up is needed by LC Management in Fall
2006 term.

Third-Party Pharmaceutical Related Organizations

There are various entities that exist that may appeal to the Lerner
Center as they drive forward to develop their identity and meet the needs of the
industry consistent with their mission.
Some organizations have their areas of expertise, and may have merit
in the construction of commissioned reports related to Pharma issues:
Pharmaceutical Management Science Association, (Pharmaceutical Supply
Chain Management Association, Healthcare Distribution Organization)
Others may help in the creation of the value proposition (WB Research and
European Logipharma re: Globalization Issues)

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.

Developing New Products

Special Commissioned Reports

The addition of what are termed Special Commissioned Reports can
add to the revenue as well as the prestige of the Center. While we would
categorize this as a intermediate to long-term goal due to a variety of logistical
decisions it should be included in our plan. While the reports structure can
take various forms from the Center accepting the customized project itself,
agreeing on a fee and assembling faculty or industry experts to prepare the
report to the Center bringing together faculty and projects sponsors with the
Center collecting a commission. In the case of the Tufts Center custom
projects based on a wide variety of topics identified by project sponsors are
researched by members of the Center. They offer primary and secondary
research including surveys, focus groups, and original and secondary data
analyses. Other services include hosting focused roundtables and writing
White Papers. This process accounts for about 12% of the revenues of the
Tufts Center. As stated the process may require that the resources and
reputation of the Center be built out, especially if the Center chooses to handle
some of the responsibilities. A significant canvassing effort by LC
Management must be done in order to secure these research projects. Once
membership in the relevant organizations is complete, these avenues can better
be exploited.

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.

25
 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

Break Even Analysis

$50,000.00
$45,000.00
$40,000.00
$35,000.00
Dollars $

$30,000.00 Fixed Cost

$25,000.00 Total Cost
$20,000.00 Total Revenue
$15,000.00
$10,000.00
$5,000.00
$-
1 4 7 10 13 16 19 22 25 28 31
Attendees

27
 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.

Bringing our current assumption of attendee response rate to 1.5% and

keeping our current mailing distribution list at three thousand we calculate the
profit for a conference to be $47,810. Hosting the conference 3 times a year
would generate profit for the Lerner Center of $143,430 annually. This projection
is based on the assumption that future training resources for the pharmaceutical
companies are not reduced. We also suggest reducing the number of times the
certificate program is offered from three to two times annually. This suggestion is
made to minimize the perception of the center holding the conference as a
revenue generating tool. Dilution of quality content may also occur and jeopardize
the value of the program.

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

CMD Center/Pharmaceutical Mini MBA

A partnership with the Center for Management Development (CMD) was
considered as a viable revenue generating source for the Blanch and Irwin Lerner
Center. Partnering with the CMD would bring years of valuable experience
running certificate programs and on-site programs tailored to clients needs. The
Lerner Center would contribute to the partnership by providing educational
resources and add to the portfolio of offerings by the CMD.

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.

Having relationships with instructors in Pharmaceutical Management

program, the Lerner Center would provide a tie to educators who could promote
and instruct courses. The CMD would provide the knowledge of creating a
program and market research.
As further discussions took place and more interest was expressed, Mr.
Weiss wanted to speak with Mr. Mahmud personally on the issue of developing a
new Mini-MBA program. After this one-on-one discussion took place, Mr.
Mahmud informed the Lerner Center Consulting team that they were no longer
pursing this option at the current time frame. A possibility of a future partnership
still lies however with the time constraints and the tightening of budgets of the
Pharmaceutical Companies it was deemed that the Lerner Center Consulting team
no longer research this idea.

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.

A program summary was created by gathering recent conference materials

and bundling the content for submission to the Rutgers School of Pharmacy and
ACPE. Following this, ACPE in Chicago reviewed the material and felt that
some of the content is worthy of accreditation. The Lerner Center should begin to
assimilate the necessary materials and submit them for accreditation to the
Rutgers School of Pharmacy.

Alliances with DIA/PDA

Certain avenues have been explored and were successful. This includes
initiating a strategic alliance with PTI. Recommendations on the structure of the
relationship have been made. Although further planning needs to be discussed
between the Center and PTI, it is a vital step for the Center to gain market
exposure and expand its offerings to the industry. Alliances with DIA/PDA are
still in progress.

Follow through with Board Member Commitments

Following the May 1st Advisory Board Meeting, members of the Board
were contacted in request of their commitments to assist and provide the essential
resources that would benefit the Center. Because the Center lacks human
resources, strong commitment from individuals associated with the organization,
as well as within Rutgers is crucial.

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.

Auditing of Lerner Center offerings

In an effort to add value to the current pharmaceutical executive training
course and increase the target market of the Lerner Center, our team has audited
the recent certificate program offered by the Center. Recommendations on
improving the current offerings, such as gaining accreditation and developing
alliances have been made. The areas we’ve explored with success all contributes
to the key strategic initiatives of the Lerner Center to forge new alliances, expand
its research effort, and offer new services, as well as expand its current facilities
to meet future demand.

Additional Research Required

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.

Supply Chain Management

During our benchmarking information gathering sessions we contacted
multiple academic centers within Rutgers University. The Supply Chain
Management center was perceived as a great center to benchmark due its’ success
and the significance of supply chain management within the pharmaceutical

31
industry. Information obtained was useful and our team learned of the centers’ use
of an interfunctional consulting team in 2003.

With the knowledge of the Supply Chain Management Center utilizing an

interfunctional consulting team, our team made attempts to gain access to some
privileged financial information. Using this information, our team would be more
equipped with providing an accurate assessment of where the Lerner Center is
compared with other academic center. Although this information was not
obtained, our team gained some insightful information.

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.

32
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.

Creating a newsletter that is distributed to the industry will increase

awareness of Lerner Center activities and research that is funded by the center.
Releasing a quality newsletter which can be referenced will provide the center the
recognition and credibility it garners.

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.

Enhancing the Current Programs

Certificate Program:

Strategy: Increase the value of the program to size of target market.

Tactics: Continue to work with the Rutgers School of Pharmacy to gain

continuing education accreditation. Search for other areas that the certificate
program may be able to qualify for as continuing education.

Strategy: Increase attendance of the program to increase revenue.

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:

Strategy: Increase attendance of the symposia to help grow awareness of the

Lerner Center.

Tactics: Utilize the alumni network to try to advertise upcoming events.

Utilize board members contacts to better promote the symposia and make use
of any public relations or marketing resources that they may have access to.
Invite local and regional newspapers to events to get more press coverage.

Web Site Development:

Strategy: Improve the web-site to improve web-based capabilities and search

engine location.

Tactics: Hire a professional web-developer to help improve the site. Make

use of the university’s computing services to help with site development.

34
Establishing New Strategic Alliances

Student Advisory Board:

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.

Rutgers MBA Association of Marketing and Strategy

Strategy: Build an alliance with the MBA association of Marketing and

Strategy to help with developing and executing some marketing strategies.

Tactics: Contact Charisma Kothari ckothari@pegasus.rutgers.edu in the fall of

2006 in order to follow up on the initial contact that was made. Once contact
is made, sit down with the association members to work out a plan so that
Lerner Center can most effectively utilize this student resource.

Third-Party Pharmaceutical Related Organizations

Strategy: Build an alliance with suitable third-party organizations in order to

increase the awareness and attendance of the Lerner Center’s current offering.

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

Special Commissioned Reports

Strategy: Coordinate the commissioning of special reports by industry

professionals in order to gain revenue.

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

Strategy: Create a proprietary database of industry relevant information and

offer fee-based access to gain revenue.

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.

Case Study Reports

Strategy: Create case study reports that can be sold to students, academic
institutions, or companies to gain revenue.

Tactics: Discuss with the Rutgers pharmaceutical MBA program

administrators and teachers to see if creating original case study reports by
faculty and/or graduate students for sale is a viable option. Initially, a
program could be set up to have students enrolled within the pharmaceutical
management MBA program develop case studies for purchase in future
classes, internally. Later, set up a system whereby interested parties can
purchase the case studies through the Lerner Center. This may also be
provided in a downloadable format, once the website has been enhanced.

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

Within the Rutgers MBA program, the pharmaceutical management

concentration is relatively new. Additionally, there are very few MBA programs in the
US that offer such a focused concentration. There are however, some programs that
offer concentrations that are pharmaceutical industry related. For example, some
programs are more focused on pharmaceutical marketing or research & development,
whereas others focus on technology or biotechnology.
It is clear that the industry needs highly trained professionals to help various
pharmaceutical firms to manage their businesses. In an attempt to meet this need,
some programs have been jointly developed and managed by business schools and
pharmaceutical companies. This alliance allows business schools to develop MBA
programs that cater to the specific needs of the pharmaceutical industry and future
management professionals. It also gives the student some hands-on experience by
providing the ability to interact with industry professionals, this benefit the students
greatly in the future.
Most business schools offer the pharmaceutical management program at two
different levels. One is targeted at the executives of the firms. This program includes
more condensed courses, is short in duration, and is usually a certificate program.
Another one is offered within the regular MBA program. The pharmaceutical
management program offered by the Rutgers Business School has the leading
position among all those similar programs in terms of program quality, program
curriculum and industry involvement.
The research data presented in this section provides detailed information about
various programs within pharmaceutical management and similar concentrations. It
lists all of the courses offered from various schools within the concentration, the
program locations, the uniqueness of the programs, and the instructional format. A
SWOT analysis has also been conducted across all the different programs to illustrate
the competitive landscape of the programs. A survey was designed to collect
additional information from current and prospective Rutgers Business School
students, which once completed will provide useful feedbacks about the program, and
allow for some quantitative analysis of the program attributes.

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

Only a handful of MBA programs offered by various Business Schools have a

concentration in Pharmaceutical Management. Among them the programs focus on
Pharmaceutical Management, Pharmaceutical Marketing and Pharmaceutical
Technology. Other programs have concentrations that are closely related to
pharmaceutical industry, such as Healthcare and Health Sector Management, Health
Management, Microbial Biotechnology, etc. Instead of having an entire
pharmaceutical concentration, those programs embed some pharmaceutical related
courses in their programs and provide their students with a broad spectrum of courses
to meet their needs. The table below summarizes the program concentrations offered
by premier MBA programs from different business schools.

Concentration MBA Program at:

Pharmaceutical Management U of Colorado, St. Joseph’s, Seton Hall,

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

Microbial Biotechnology + MBA

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.

School Program Options Location Options Schedule Options Class Format

Degree Certificate On Campus Off Campus Day Evening Weekends In Class Online
St. Joseph’s Y Y Y Y Y Y Y
Steven’s Tech Y Y Y Y Y Y
Duke Y Y Y Y Y Y
FDU Y Y Y Y Y Y
UC Berkeley Y Y Y Y Y Y Y Y
NC State Y Y Y Y Y Y Y
Seton Hall Y Y Y Y Y Y Y
U of Colorado Y Y Y Y
Drexel Y Y Y Y Y
U Penn Y Y Y Y Y

41
Faculty Members

The table in Appendix B provides a list of courses and faculty members at

leading Pharmaceutical MBA programs. Some programs such as Rutgers
Pharmaceutical Management Program have instructors and faculty members from
Pharmaceutical industry. In these programs, students can learn from industry experts
and real world cases in the classrooms.

Unique features from different programs

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

Four courses per semester

Learning done through combination of on-campus and online instructions
Courses introduced on campus and then continue through computer-based
instructions through completion
Total of thirty days on campus required over the course of the entire program
Students required to travel to the campus every six months
Program duration – approximately twenty five months

St. Joseph’s University

Total of thirty six courses in various pharmaceutical business modules

Each course lasts two days
Courses 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

Drexel University

• Curriculum co-designed by Johnson and Johnson

• 16 of the 20 courses available online
• Courses in three face to face, six day residency sessions which take place at
the beginning, middle, and end of the program
• 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

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

SWOT Analysis is a powerful technique for understanding different programs’

strengths and weaknesses, and for looking at the opportunities and threats they face.
No school can offer the program that is the best at every single aspect. Different
schools emphasize their programs on different areas based on their strengths and
academic resources. For instance, Rutgers’ program has industrial involvement and is
located at the hub of the pharmaceutical industry. The Wharton Business School fully
utilizes its reputation to design its program and to attract students. The University of
Colorado, which has the disadvantage on its location with respect to most
pharmaceutical firms, offers students an online option to complete their programs.
This unique offering only requires students to travel to campus a few times during the
entire program term.

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.

Pharmaceutical MBA Program Survey

A survey was developed to be distributed among the current students of

Rutgers Business School. This survey does not intend to assess the current
Pharmaceutical Management Program. Instead it would be used to obtain the useful
feedbacks from current and prospective students regarding the program features and
options that would fit their needs on the program. The survey would provide a means
to qualitatively assess the value that students place on many of the attributes offered
by the various programs. The results could be used assist with the decision-making
process if any future changes are made to enhance the program. The survey is located
in Appendix E.

Pharmaceutical Program Trends

Many business schools at different geographic locations have implemented

some unique features to enhance their program and attract more talented students.
Based on the research and analysis on the data collected from different
pharmaceutical management programs, the following trends in the pharmaceutical
management education have been observed at different programs:

1. Establish a strategic partnership with pharmaceutical companies to bring real

world experience into the classroom.

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.

2. Leverage the university’s reputation with a Pharma MBA curriculum to attract

prospective students.

Prospective students vigorously review a program on various aspects before they

apply for it. Possessing a rich curriculum and a long success story will make the
program stand out from the others. It is not a one-day task to establish a strong
program image among students; it takes time and may require dedicating a lot of
resources to the development of the program. Additionally, the overall school
reputation helps to establish the program and gives the program credibility.

3. Convenient program locations and flexible schedules increase the value of the
program.

44
 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.

5. Marketing the unique features of a program in order to gain competitive

advantage.

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.

45
Appendix A: MBA Program Course Descriptions

Business School Courses Description

1 University of Provides students with a sound theoretical understanding of the basic principles of scientific inquiry, sources and kinds
Colorado, Statistics and of data, and corresponding analytical techniques. It introduces the basic principles of comparative and inferential
Colorado Epidemiology statistics and of epidemiology and demography
- MBA - Offers an intensive analysis of issues in health economics. Particular attention is given to "market failure" in health
Executive Healthcare Economics insurance and to alternative methods of containing health care costs, including both regulatory and market approaches.
Pharmaceutical
Management The goal of this course is to provide a broad view of the types of outcomes, the issues in defining a case or an episode of
Managing Healthcare care, the techniques used to measure specific outcomes, and some approaches to quality improvement, including
Outcomes physician involvement.
An introduction to the structure and function of the medical care delivery system. Includes basic concepts and measures
of health, disease, quality, values, needs and utilization; issues in health care manpower, institutions and system
organization; general issues in policy, reimbursement and regulation; broad community, and organizational
considerations in medical care organizations. The student is also introduced to the principles of epidemiology and
environmental health and will demonstrate the application of epidemiology concepts to planning for the healthcare
The Healthcare System service needs of a population.
Is a survey course intended for students who will hold senior executive positions in health services organizations,
enabling them to appreciate the organizational value of a well-developed HRM function, to think strategically about
Strategic Human Resources human resources, to understand linkages among human resource systems, and to see the relationship of the human
Management resource function with other management functions. This is a two credit hour course.
Healthcare Corporate Allows students to learn and apply the basic techniques for analysis of an organization's investment and financing
Finance decisions. Topics include risk analysis, capital budgeting, cost of capital, capital structure, and financial planning.
Healthcare Management Focuses on the use and management of information as a health care resource. Students learn about current computer
Information Systems technologies relevant to managers for operations and decision support.
Focuses on the application of quantitative tools in decision making. Topics include linear programming, decision
Quantative Methods analysis, statistical inference, and multiple regression.
Enables students to acquire the knowledge and skills needed to design and execute relationship management strategies
and marketing tactics in the variety of settings and situations prevalent in health care. Discussions address
accountability, planning strategic and tactical initiatives, operational improvement, communications, research, and
Healthcare Marketing evaluation in marketing applications.
Exposes the student to the legal system as it affects the health care industry. The course addresses the numerous legal
and ethical issues raised by advances in technology, changing societal values, decreasing resources, and increasing
Ethics and Health Law professional liability.

46

General Systems Theory
Healthcare Strategic
Management
Management of Healthcare
Organizations
Microeconomics
Management of Accounting
in Healthcare Organizations
Healthcare Leadership
The Healthcare Industry
and the Role of the
Pharmaceutical Companies
Health Sector Supply Chain
Management
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
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
draws heavily on knowledge from other courses, particularly economics, organization theory, and marketing. Students
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
focus. This course includes the topic of governance and uses a major case analysis. Students provide management
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
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
planning, budgeting, cost measurement, cost control, breakeven, revenue and cost variance analysis, price setting, and
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
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
companies, regulatory characteristics, the role of patents, brand name vs. generic drugs, the impact of managed care on
the pharmaceutical industry, cost and pricing decisions, third-party reimbursements for prescription drugs, responses to
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
based course drawing on findings from leading integrated delivery systems throughout the nation. Students will be
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.

Topics covered include:

• Competing in the Pharmaceutical Marketplace

• Sales and Marketing Roles
• Changing Sales Models (managed care, PBMs, etc.)
Marketing, Sales, and • The Role of Technology in Sales and Marketing
Supply Chain Management • Supply Chain Basics
in the Pharmaceutical • The Pharmaceutical Supply Chain
Industry • Managing Supply Chain Relationships
This course discusses the technology and innovation strategy process and develops managerial skills, methodologies and
critical thinking to achieve a technological based competitive advantage. We define innovation as "the successful
commercialization of an idea." Students are exposed to cutting edge tools and concepts for managing the technology
strategy and innovation process with focus on the delivery of new products and services. A major goal of this course is
Technology and Innovation for the student to acquire a set of concepts and tools that can be applied to formulating, creating and implementing
Management management initiatives, which will lead to improved innovation in technology-based organizations.

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.

Topics Covered Include:

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

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 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.

Topics covered include:

• Regulatory agencies and their mandates

• Legislative mandates
• Regulatory aspects of the drug development process.
• Regulatory strategy
• Ethics of medical research
• The International Conference on Harmonization (ICH)
• The approval process.
• Validation
Regulation and Compliance • Other regulations affecting the pharmaceutical and biotechnology industry.
in Manufacturing Industry • Ethical challenges and the consequences of non-compliance.
The course will provide an overall look at IT in the pharmaceutical industry, its structure, and trends and issues which
have driven it, are affecting it now, and are likely to change it in the future. This course will focus on the business forces
shaping the pharmaceutical industry. In addition, this course will use management research on the integration of IT with
Pharmaceutical Industry the business. The student will learn how to evaluate important business trends and how IT can be used to support
Trends and Issues business success.
This course is designed to provide the student with an in-depth understanding of the pharmaceutical research &
development process and the role of Information Technology (IT) in this process, with the goal of helping the student to
be an effective provider of information system development and operations in this arena. The various phases of the
process will be described in detail including key regulatory imperatives and the role of project management. The current
contributions of IT to each phase will be reviewed; the global perspectives on international harmonization and
Pharmaceutical Industry worldwide submissions will be discussed; the economics of IT in drug R & D will be highlighted; illustrative case
New Drug Development studies will be presented; and a view of the future of IT in R & D will put forth.

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 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.

8 FDU - MBA in The Pharmaceutical

Pharmaceutical Industry: Structure and
Management Government Regulations History, business environment and government regulations concerning the pharmaceutical and related industries
Pharmaceutical Marketing Survey of sales and marketing practices, constraints and promotion tools in the pharmaceutical and related industries,
& Product Development including new product development and licensing
Management Of Research Strategic, organizational and human factors involved in successful research and development operations in
& Technology In pharmaceutical companies. Selection and development of projects, creativity, liaison problems, control devices,
Pharmaceutical Industries analysis, reports and communications and other factors involved in program/project management
Management Of
Production, Purchasing &
Quality Control In The Overview of the problems and factors involved in effective management of pharmaceutical manufacturing facilities,
Pharmaceutical Industries from purchasing through production and quality control
Topics In Current Current issues, ideas and problems of interest to the pharmaceutical industry. An emphasis on the use of current
Development literature, the participants in current issues, specialists and intervention by government authorities
Research project relevant to the student prepared under the individual guidance of a faculty member. Prerequisites: all
Pharmaceutical Project breath of knowledge courses plus three or more pharmaceutical courses

59
9 University of the
Sciences in
Philadelphia
Introduction to Health
Policy
Pharmacoeconomics and
Economics of Health Care
Pharmaceutical Marketing
and Sales Management
Pharmaceutical Research
and Development
Management
Regulations of Prescription
Drugs and Ethical Issues
International
Pharmaceutical Business
Multidiscipline Strategic
Management I and II
New Product Development
The course provides students with knowledge of the basic structures of the American health care system in terms of its
key components and their interrelations and refines students’ abilities to identify health policy issues in terms of
conflicts and common themes. The course also touches on the basic health care structures of Europe and Japan,
highlighting similarities and differences with the American
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
and measure inputs and outcomes. Tools covered include cost-benefit, cost-effectiveness, and cost-utility analysis. In
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,
(2) strategy and implementation, and (3) development of a comprehensive cross-functional tactical and promotional
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
companies. It includes an introduction to the major R&D components of drug discovery, preclinical development,
clinical development, project management, and pharmaceutics. The course will take students through a case study of a
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
development and product safety overview. The course also covers the major ethical issues in the delivery of general
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
effects of national regulatory environments and economic and market factors will be explored. Issues such as the drug
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
issues. Students will also develop a case study, detailing one or more major strategic issues their company will face, and
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
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

School Program Faculty Members Courses Offered

Fairleigh Dickinson MBA in Pharmaceutical • 2. The Pharmaceutical Industry: Structure and Government Regulations (3)
University, New Management
Jersey 3. Pharmaceutical Marketing and Product Development (3)
4. Management of Research & Technology in Pharmaceutical Industries
5. Management of Production, Purchasing & Quality Control in the
Pharmaceutical Industries.
6. Topics in Current Development.
7. Pharmaceutical Project
University of MBA - Executive Errol L. Biggs The Healthcare Industry and Role of the Pharmaceutical Industry
Colorado, Colorado Pharmaceutical Heidi Boerstler Pharmaceutical Supply Chain Management
Management Peter G. Bryant Pharmaceutical Marketing
C. Marlena Fiol Pharmacoeconomics
Richard W. Foster Major Issues in Ambulatory Care Organizations.
Cynthian Carter Howard Clinical Outcomes Measures
Leland R. Kaiser Managed Care
Roger Kropf General System Theory
Edward J. O’Connor International Health
Martha G. Pilcher Entrepreneurship in Health Care
Eugene S. Schneller Ambulatory Care Organization-their
Lee F. Seidel Governance and Management
Dean G. Smith Healthcare Leadership
Dennis Stillman Healthcare Corporate Finance
Leah J. Vriesman Management Accounting in Healthcare Organizations
Frederick J. Wenzel The Healthcare System
Jack Wheeler Healthcare Supply Chain Management
R. Keith Wilson Healthcare Economics
Daryl Winn Healthcare Management Info Systems
Robert Wolfson Managing Healthcare Outcomes
Healthcare Strategic Management
Ethics and Health Law
Saint Joseph's Executive • Regulation of Prescription Drug Marketing and Promotion
University, Pharmaceutical Pharmaceutical Strategy
Pennsylvania Management Product Management
Creating Effective R&D and Commercialization Interface: Integrating Product

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

Current Scholars and Executives in

Residence
• Barry P. Chaiken
• William Gradison
• Barry Greene

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;

Market positioning and pricing;

Product and portfolio management;

Business models and alliances;

Mergers and acquisitions;

Risk management;

Financial strategy and control systems; and Sustainable leadership

NC State, North - Full-time/Part-time • Leslie Alexandre Strategic Overview of the Biotech and Pharmaceutical Industry
Carolina • Steve Allen Legal and Regulatory Environment of Biotech and Pharmaceutical Industry
MBA - Biotech-
• Steve Barr Case Studies in Microbial Biotechnology
Pharmaceuticals Product Design and Development (biotech/pharma project required)
• David Baumer
Management Technology Evaluation and Commercialization Concepts (biotech/pharma TEC
• Paul Bergey project required)
• Deborah Brown Supply Chain Practicum (biotech/pharma project required)
- Joint Masters of • Y. Al Chen
Microbial • Robert Clark
Biotechnology and
MBA

Drexel, 1. Health Economics

Pennsylvania 2. Economic Analysis of Health Systems
3. Management of Health Care Information Systems
4. The Drug Development Process
5. Management of Health Care Outcomes

67
 6. Health Care Law and Pharmaceutical Regulation
7. Epidemiology

8. Advanced Concepts in Managed Care

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

Howe School of Pharmaceutical Program Director Certification Program:

Technology Technology • Dr. Joel H. Dobbs
Management – Management
Stevens Tech., New Managing Pharmaceutical Research and Development
Jersey
Marketing, Sales, and Supply Chain Management in the Pharmaceutical Industry

Technology and Innovation Management

MS in IT:

Business Core
IT Core

Pharmaceutical Industry Trends and Direction

Pharmaceutical Industry Research and Development

Pharmaceutical Industry Marketing and Sales

Pharmaceutical Industry Supply Chain

MBA in Pharma Technology:

Managing Pharmaceutical R&D

Logistics, Marketing and Sales in the Pharmaceutical Industry
Introduction to Pharmaceutical Manufacturing
Regulation and Compliance in the Pharmaceutical Industry
Technology Licensing & Finance
Risk Management

Introduction to Pharmaceutical Manufacturing

70

NJIT, New Jersey Pharmaceutical
Management
University of the Pharmaceutical Interim Director
Sciences in Business • Bruce B. Rosenthal
Philadelphia,
Pennsylvania
Department Chair
• Glenn W. Rosenthal
• William L. Ashton
• Robert I. Field
• Harold E. Glass
• William F. McGhan
• Melanie B. Oates
• Andrew M. Peterson
• Richard G. Stefanacci
Adjunct Professors
• Rick Bartels
• Joan Cavanagh
71
Regulation and Compliance in the Pharmaceutical Industry
Principles of Pharmaceutical Engineering
Validation and Regulatory Issues in the Pharmaceutical Industry
Competing in Global Markets
Financial and Economic Environment
Project Management
Project Control
Total Quality Management
Leadership and Development
Introduction to Marketing
Business Statistics
Managerial and Financial Accounting
Managerial Finance
Team Dynamics—Human Resources
Introduction to Health Policy
Pharmacoeconomics and Economics of Health Care
Pharmaceutical Marketing and Sales Management
Introduction to Market Research
Corporate Finance
Pharmaceutical Research and Development Management
Regulations of Prescription Drugs and Ethical Issues
Competitive Analysis and Strategic Business Planning
International Pharmaceutical Business
Mergers and Acquisitions
Capstone: Global Business Strategies
Multidiscipline Strategic Management I
Multidiscipline Strategic Management II
Professional Writing in Science
Regulatory Documentation Process
Biostatistics for Biomedical Writers
Information Technology and Resources in Health Care
Risk Assessment: Critical Thinking & Health
 • 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

Certified Medical Pharmaceutical Disease Management

Representatives Management The Managed (3)
Institute, Arizona Healthcare Market (3)
Principles of Pharmaceutical Management (3)
Pharmaceutical Marketing (3)
Managing Business communication (3)
Managing People (3)

72
 Business Ethics and the Pharmaceutical Industry (3)
Field Sales Management (3)
Capstone Courses (4)

Contemporary Pharmacoeconomics (3)

Outcomes: Measurement, Management and Marketing (3)

Temple University, Various certification
Pennsylvania programs in clinical
trials and
pharmaceutical
development

73
Appendix C: Comparison between Pharmaceutical/Healthcare programs at various
schools
School Program Degree or Core Requirements
Certificate
Fairleigh Dickinson Pharmaceutical MBA - The Pharmaceutical
University, New Management Industry: Structure and
Jersey
Government Regulations
(3)
- Pharmaceutical
Marketing and Product
Development (3)
University of Executive MBA Take 12 out of the 16
Colorado, Colorado Pharmaceutical Courses in Health
Management Administration Program
Plus:
- The Healthcare Industry
and Role of the
Pharmaceutical Industry
- Pharmaceutical Supply
Chain Management
- Pharmaceutical
Marketing
- Pharmacoeconomics
74
Electives Unique features of
the program
Select (2) Close relationship with
- Management of Research Pharmaceutical
& Technology in industries
Pharmaceutical Industries
- Management of Production,
Purchasing & Quality Control
in the Pharmaceutical
Industries.
- Topics in Current
Development.
- - Pharmaceutical Project
Select (2) - Combined sessions
- Major Issues in Ambulatory both on-campus and
Care Organizations. online, four courses
- Clinical Outcomes Measures per each semester.
- Managed Care - Each course is
- General System Theory introduced during
- International Health the on-campus
- Entrepreneurship in Health portion and
Care continues through
- Ambulatory Care computer-based
Organization-their instruction session
- Governance and Management until completion.
- A Total of 30 days
of on-campus time
are required for
entire program.
- It is a 25-month
program.
 - 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
Program for Program biotechnology and
Pharmaceutical pharmaceuticals industries,
and Biotech management implications of
Executives the new techniques of drug
discovery, marketing and
pricing in the current
environment, financial
evaluation and deals, and
mergers and alliances.
UPenn, Pennsylvania Healthcare MBA Two required courses (2 cu):
Management - The Health Services
System
- Health Care Field
Application Project
77
4.1.1.1 Session Topics
- Drug Discovery: New Tools
and Management Implications
- Managing Drug Development
- Marketing and Pricing to
Maximize Value
- Financial Tools for Valuing
Deals and Firms
- Alliances and Acquisitions:
Trends and Strategies
Three full credit units selected Association with
from the following: Wharton research
- Venture Capital and the centers:
Finance of Innovation (.5 cu
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
 - 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

NC State, North - Full-time/Part-time MBA - Strategic Overview of
Carolina the Biotech and
MBA - Biotech-
Pharmaceuticals Pharmaceutical Industry
Management - Legal and Regulatory
Environment of Biotech
and Pharmaceutical
- Joint Masters of Industry
Microbial
- Case Studies in
Biotechnology and Microbial
MBA Biotechnology
Drexel, Pennsylvania MBA - One-Year MBA, full-
time
- Professional MBA, full-
time/part-time
- The Executive MBA,
part-time program - only
one Friday and two
Saturdays and completes
in 20 months.
- LEAD MBA, part-time
evening, accelerated
MBA program,
completes in 24 months.
- MBA Anywhere, part-
time, accelerated online
MBA program,
completes in 24 months.
79
systems; and
- Sustainable leadership
Elective: Choose one of the
following
- Case Studies in Microbial
Biotechnology
- Product Design and
Development (biotech/pharma
project required)
- Technology Evaluation and
Commercialization Concepts
(biotech/pharma TEC project
required)
- Supply Chain Practicum
(biotech/pharma project
required)
- Health Economics - Multiple programs
- Economic Analysis of Health at multiple locations
Systems - Four of the 20
- Mgt of Health Care courses offered in
Information Systems the program are
- The Drug Development offered in face-to-
Process face formats during
- Management of Health Care three- to six-day
Outcomes onsite sessions at the
- Health Care Law and beginning, middle,
Pharmaceutical Regulation and end of the
- Epidemiology program.
- Advanced Concepts in
Managed Care - Sixteen of the
courses are
conducted online
during 10-11 week
sessions.
- 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
California at Berkley, Certificate 11 units total, Health Care System (3
California including one units)
required
course (3
units)
Any combination of the following Berkeley BioBusiness
Association
courses totaling 8 units:
- Entrepreneurial Issues in Organization with
Biotechnology (2 units) objectives similar to that
- 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)

- Health Policy Decision

Making (3 units)
Howe School of Pharmaceutical - Four Certification Program: Electives (choose one) -- - Certificate, MS and
Technology Technology Graduate MBA programs
Management – Management Certification
Stevens Tech., New - Managing - Introduction to
Program
Jersey Pharmaceutical Pharmaceutical
- 12 course MS
Research and Manufacturing
in
Development - Regulation and Compliance in
Management
with - Marketing, Sales, and the Pharmaceutical Industry
concentration Supply Chain
in Management in the MS in IT:
Pharmaceutical Pharmaceutical Industry
Technology - Technology and
- Pharmaceutical Industry
Management Innovation Management
Trends and Direction
- 20 course
- Pharmaceutical Industry
MBA with MS in IT:
concentration Research and Development
in - Business Core - Pharmaceutical Industry
Pharmaceutical - IT Core Marketing and Sales
Technology - Pharmaceutical Industry
Management Supply Chain
MBA in Pharma Technology:

- Managing MBA in Pharma Technology:

Pharmaceutical R&D

82
 - Logistics, Marketing and
Sales in the
Pharmaceutical Industry
- Introduction to
Pharmaceutical
Manufacturing
- Regulation and
Compliance in the
Pharmaceutical Industry
- Technology Licensing &
Finance
- Risk Management
NJIT, New Jersey Pharmaceutical Certification – - Principles of
Management 4 courses, 12 Pharmaceutical
credits Engineering
- Validation and
Regulatory Issues in the
Pharmaceutical Industry
University of the MBA in Online MBA - Introduction to Health
Sciences in Pharmaceutical Policy - Credits: 2
Philadelphia, Business (Online)
Pennsylvania
- Pharmacoeconomics and
Economics of Health
Care - Credits: 2
(Online)
- Pharmaceutical
Marketing and Sales
Management - Credits: 2
(Classroom)
- Introduction to Market
Research - Credits: 2
(Online)
- Corporate Finance -
83
- Four more courses or
- Three courses and a thesis
Select two from:
- Competing in Global Markets
- Financial and Economic
Environment
- Project Management
- Project Control
- Total Quality Management
- On-campus, off-
site, on-line
options
- Two for one credit
earning if
continued for MS
degree in
Pharmaceutical
Engineering
- 22 month
program with 36
credits
- Coursework centered
around a case study
where students create a
hypothetical
pharmaceutical company.
Work in a team, examine,
formulate and explain all
aspects of pharmaceutical
or health care services
company’s business
- Discussion forums, chat
rooms for each course
 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
Rutgers • Proximity to Pharma
companies
• Program assisted by multiple
Pharma companies
• Off-campus program
• Widely recognized program
FDU • Proximity to Pharma
companies
• Partnership with Pharma
companies and foreign
universities
• Flexible program schedule
U. of Colorado • Distance learning program
(online)
• Variety of electives
• Online courses allow students
to take them at their pace
Saint Joseph's • Short course to allow student
University complete every course on each
weekend
• Opportunity to take more
courses on different subjects
• Less credits required to
complete the program
Duke University • Excellent school reputation
Weaknesses
• Limited electives
• Day-time classes for Pharma
MBA
• Small school
• Programs not well-recognized
• Program unknown
• No close tie with pharma
companies
• Travel requirement to campus
• Insufficient communication
among students and faculties
• No pharma industry input
• Small school
• No online courses
• Program reputation is low
• Financial statement may not be
very strong
• Not focused on Pharma
87
Opportunities
• Higher demand from pharma
companies
• Economic recovery may
increase demand
• International program
• Partnership with other
universities (West Coast, etc.)
• Leverage competence in supply
chain management
• Economic recovery may
increase demand
• International program
• Higher demand from pharma
companies
•
• May be attractive to people
close to west coast
• May fit needs of people who
can’t attend class regularly
• Higher demand from pharma
• Higher demand from pharma
companies
• The short courses may attract
students who like to complete
courses on weekend and take
more courses
• Can easily develop a pharma
Threats
• Competition from other schools in
this area
• Competition from remote schools
that offer online courses
• People may switch to short
certificate programs
• Competition from other big schools
in this area
• People look for the high profile
program
• Other schools in the same area may
start to offer online class.
• Not enough student population in
local region.
• Competition from other big schools
in the same area
• Other school may also offer the
similar program
• Need time to build up reputation
• Surrounding schools may offer
 • 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 +
Pharmaceutical concentration
• Joint Masters of Microbial
Biotechnology and MBA
Drexel • Multiple options – on-site,
corporate, executive, online
• Classes on week ends
• Close proximity with local
pharma industry
HASS – Uni. of • Close proximity to local
California at biotech and healthcare
Berkley companies
• Proximity with local biotech
and pharma companies
• Association with research
centers
• Joint program with Columbia
University
• Specialization in Health
Management
• MBA and MPH – Masters in
Public Health
• Extensive course offerings, 34
electives offered
Howe School of • Concentration in
Technology Pharmaceutical Technology
Management – management
Stevens Tech., New • Close proximity with pharma
Jersey hub in NJ
• Options for MS and MBA
• Focus on biotech research, legal
and regulatory environment
issues, not much offering for
Pharma marketing
• Program pharma industry
focused, lacks research focus
• Focus on public health and health
management, not much on
pharma side
• MBA + MPH – needs 81 credits
• Focus on Pharma technology
rather than on Pharma
management or marketing
90
• Opportunity to attract
executives from research
triangle
• Can extend its corporate
program for more corporations
• No schools in the area offer as
strong Pharma//Healthcare
MBA programs
• Opportunity to leverage
reputation of both partners (U.
of Cal and Columbia)
• Can extend partnership to
universities in other
geographies
• Higher demand from pharma
companies
• The short courses may attract
students who like to complete
courses on weekend and take
more courses
• Proximity with schools with better
reputation may hurt its chances to
attract top talent
• Competition from other big schools
in the same area
• May not get high quality faculty for
all programs
• Joint program is designed for
traveling executives, but others may
not need it
• Length of program may be too long
for part-time students
• Other area schools with recognized
pharmaceutical program
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 _______________

2. Are you currently working in the Pharmaceutical Industry?

a. Yes
b. No

3. Are you currently pursuing or do you intend to pursue Pharmaceutical

Management concentration?
a. Yes
b. No

4. If no, do you plan to take any course in the Pharmaceutical Management

Program?
a. Yes
b. No

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_____________

7. Which of following topics would be of interest to you in a Pharmaceutical

Management Program (Please check all that apply)?
a. Pharmaceutical Marketing
b. Pharmaceutical Product Research and Development
c. Pharmaceutical Technology
d. Legal and Regulatory Compliance
e. Pharmaceutical Finance
f. Pharmaceutical Manufacturing
g. Pharmaceutical Supply Chain
h. Pharmaceutical Quality Management
i. Pharmacoeconomics

8. On a 7-point scale, where 7 = extremely important and 1 = not at all important to

you, please rate the following program features.

a. The program offers the courses at multiple locations that are convenient to
students
1 2 3 4 5 6 7

b. The program offers the courses at different schedules (weekend, evening

and daytime)
1 2 3 4 5 6 7

c. The program offers a broad selection of electives

1 2 3 4 5 6 7

d. The program offers online courses available 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

10. Are you a ____student?

a. Part-time
b. Full-time

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

Center: Tufts Center for the Study of Drug Development

University Affiliation: Tufts University

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

Tufts CSDD Institute for Professional
Development
Brief Course Descriptions:
Regulatory Policies
Continuing Education
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
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:
Financial Structure:
Sponsorship/Partnership
Sponsorship Brochure Attached
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
conferences, foundation support, and subscription fees from CSDD publications.
Center invites sponsors to support the Center
Listed Benefits Include:
Opportunity to submit data for confidential use in Tufts CSDD studies.
Confidential benchmarking report contrasting company performance to industry standard.
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

Special Commissioned Projects
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
manuscript for publication in trade or peer-review journal.
101
 Lerner Center Interfunctional Consulting Group
Academic Center Profile

Center: MIT Sloan Program on the Pharmaceutical Industry (POPI)

University Affiliation: Massachusetts Institute of Technology
Sloan School of Management

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.

Primary Education Based and Secondarily Research Based - Utilizes faculty in

collaboration with industry partners and professionals. Research falls into three
overarching areas: drug discovery and development, manufacturing and the business of
Approach: pharmaceuticals.
*Manufacturing Research is now separately funded by the Consortium for Advances in the
Manufacture of Pharmaceuticals.

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.

Proposals are accepted twice annually.

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

Interfunctional Business Consulting Group

Lerner Center Board of Advisors
May 1st, 2006

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

• Core Project Team

– Yining Qi, Project Manager, BD
– Karl Wagner, Global Quality Assurance, Novartis Consumer Health OTC
– Ajit Nimbvikar, IT Manager, Sudler and Hennesey
– Brian Tesseyman, Investment and Portfolio Analyst, Quadrant Capital
– Winnie Lee, Reinsurance Consultant, MetLife
– Tom Stoltzfus, Lead Business Systems Integration Analyst, Honeywell International
– Charles Gelb, Analytical Chemist, Xenobiotic Labs
– Nick Lim, Senior Financial Analyst, Novartis Pharmaceuticals

• 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

• Assess current position of Lerner Center

• Benchmark other Academic Centers
• Benchmark other Pharmaceutical
Management Programs
• Develop Strategic Business Plan to grow
Lerner Center funding and awareness

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

• Focus on New Drug

14%
Special Commissioned

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
Management
Founded 2000
Research Funds research on hot
topics in Supply Chain.
Research supported by
Rutgers staff and
approximately 40 research
fellows
Involved with several
industry organizations,
including APAX, to identify
topics
Seminar series – 2 to 3 per
month
Annual Supply Chain
Certificate Program
Donation None
Staffed 1 funded Staff Administrator
Whitcomb Center for
Research in Financial
Services
1986
Funds research in financial
services and participation
in academic conferences.
Sponsors the Applied
Portfolio Management
Capstone MBA elective.
Brick-Whitcomb ($2,000)
Working Paper Series
$1,000,000
No Salaried Employees
Technology Management Research Prudential Business Ethics
Center Center
1988 1999
Funds research on issues essential to Speakers and conferences
sound management of technology and on salient ethical issues of
innovation the day
Faculty Research Support Award Support for faculty research
($7,500 maximum) and publication on business
ethics
Faculty Merit Award
($10,000) Support for current and new
courses in business ethics
Dissertation Research Award
Case competitions for
($2,500 maximum) students
Provides additional resources based on
needs
Seminars 4/yr - past
Conferences – past
$700,000 NA
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

Pharmaceutical Marketing St. Joseph's

Pharmaceutical Technology Stevens Tech

Health care/sector Management Duke, Seton Hall, U Penn

Health Systems Management FDU

Health Management Uni. Of California at Berkeley

Joint majors (Microbial Biotechnology + MBA) NC State

Joint majors (Pharmaceutical + Healthcare) Seton Hall

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

• Continued project review meetings with

Dr. Hassan
• Finalize Research and Analysis
• Development of Lerner Center Strategic
Business Plan

142
Questions/Feedback/Suggestions?

143
Mid Project Presentation

May 2, 2006

144
Lerner Center Strategic Planning Project:
End of Semester One – Status Update

Interfunctional Business Consulting Group

Lerner Center Project Steering Committee
May 2nd, 2006

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

• Core Project Team

– Yining Qi, Project Manager, BD
– Karl Wagner, Global Quality Assurance, Novartis Consumer Health OTC
– Ajit Nimbvikar, IT Manager, Sudler and Hennesey
– Brian Tesseyman, Investment and Portfolio Analyst, Quadrant Capital
– Winnie Lee, Reinsurance Consultant, MetLife
– Tom Stoltzfus, Lead Business Systems Integration Analyst, Honeywell International
– Charles Gelb, Analytical Chemist, Xenobiotic Labs
– Nick Lim, Senior Financial Analyst, Novartis Pharmaceuticals

• 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

• Assess current position of Lerner Center

• Benchmark other Academic Centers
• Benchmark other Pharmaceutical
Management Programs
• Develop Strategic Business Plan to grow
Lerner Center funding and awareness

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

• Focus on New Drug

14%
Special Commissioned

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
Management
Founded 2000
Research Funds research on hot
topics in Supply Chain.
Research supported by
Rutgers staff and
approximately 40 research
fellows
Involved with several
industry organizations,
including APAX, to identify
topics
Seminar series – 2 to 3 per
month
Annual Supply Chain
Certificate Program
Donation None
Staffed 1 funded Staff Administrator
Whitcomb Center for
Research in Financial
Services
1986
Funds research in financial
services and participation
in academic conferences.
Sponsors the Applied
Portfolio Management
Capstone MBA elective.
Brick-Whitcomb ($2,000)
Working Paper Series
$1,000,000
No Salaried Employees
155
Technology Management Research Prudential Business Ethics
Center Center
1988 1999
Funds research on issues essential to Speakers and conferences
sound management of technology and on salient ethical issues of
innovation the day
Faculty Research Support Award Support for faculty research
($7,500 maximum) and publication on business
ethics
Faculty Merit Award
($10,000) Support for current and new
courses in business ethics
Dissertation Research Award
Case competitions for
($2,500 maximum) students
Provides additional resources based on
needs
Seminars 4/yr - past
Conferences – past
$700,000 NA
No Salaried Employees 1 funded Staff Administrator
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

Pharmaceutical Marketing St. Joseph's

Pharmaceutical Technology Stevens Tech

Health care/sector Management Duke, Seton Hall, U Penn

Health Systems Management FDU

Health Management Uni. Of California at Berkeley

Joint majors (Microbial Biotechnology + MBA) NC State

Joint majors (Pharmaceutical + Healthcare) Seton Hall

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
Rutgers • Close proximity to local Pharma
companies
• Financially stable
• Supported by Pharma companies
• Off-campus program
• Widely recognized program
FDU • Close proximity to local Pharma
companies
• Partnership with Pharma
companies and foreign universities
• Flexible program schedule
Seton Hall • Located in Central NJ, close to
many pharmaceutical companies
• Multiple concentrations,
Healthcare and Pharmaceutical
• Relatively short MBA program,
42 credits
• Collaboration with Healthcare
Admin organization
Howe School of • Concentration in Pharmaceutical
Technology Technology management
Management – • Close proximity with pharma
Stevens Tech., hub in NJ
New Jersey • Options for MS and MBA
Drexel • Multiple options – on-site,
corporate, executive, online
• Classes on week ends
• Close proximity with local
pharma industry
Weaknesses
• Limited electives
• No on-line classes
• Day-time classes for Pharma MBA
• Small school
• No on-line courses
• Programs not well-recognized
• Small school
• Focus on healthcare
• Relatively new program
• Focus on technology rather than on
Pharma management or marketing
• Program pharma industry focused,
lacks research focus
161
Opportunities
• Higher demand from pharma
companies
• Economic recovery may increase
demand
• International program
• Partnership with other universities
(West Coast, etc.)
• Economic recovery may increase
demand
• International program
• Higher demand from pharma
companies
• Economic recovery may increase
demand
• Higher demand from pharma
companies
• Higher demand from pharma
companies
• The short courses may attract
students who like to complete
courses on weekend and take more
courses
• Can extend its corporate program
for more corporations
Threats
• Competition from other schools in this
area
• Competition from remote schools that
offer on-line courses
• Prospective students may switch to
certificate programs
• Competition from other big name
schools in this area
• Prospective students may look for high
profile programs
• Relatively new program compared with
other schools in the area
• Only one location, may not be
convenient for all students
• Prospective students may look for high
profile programs
• More schools may offer the similar
program.
• Other area schools with better
pharmaceutical program
• Competition from other big schools in
the same area
• May not get high quality faculty for all
programs
 SWOT Analysis
School Strengths
Saint Joseph's • Short courses to allow student
University complete courses on weekends
• Opportunity to take more courses
on different subjects
• Less credits required to complete
the program
• On-line Executive MBA program
– Pharma Marketing
University of • Distance learning program
Colorado (online)
• Variety of electives
• Online courses allow students to
take them at their pace
North Carolina • Biotechnology + Pharmaceutical
State concentration
• Joint Masters of Microbial
Biotechnology and MBA
• Presence near research triangle
University of • Close proximity to local biotech
California at and healthcare companies
Berkeley • Proximity with local biotech and
pharma companies
• Association with research centers
• Joint program with Columbia
University
• Specialization in Health
Management
• MBA and MPH – Masters in
Public Health
• Extensive course offerings, 34
electives offered
Weaknesses
• Small school
• Program not highly reputed
• No close ties with pharma
companies
• Insufficient communication among
students and faculties
• Focus on biotech research, legal and
regulatory environment issues, not
much offering for Pharma marketing
• Focus on public health and health
management, not much on pharma
side
• MBA + MPH – needs 81 credits
162
Opportunities
• Higher demand from pharma
companies
• Short courses may attract students
who like to complete courses on
weekend and take more courses
• May fit needs of people who can’t
attend class regularly
• Higher demand from pharma
companies
• Opportunity to attract executives
from research triangle
• No schools in the area offer as
strong Pharma//Healthcare MBA
programs
• Opportunity to leverage
reputation of both partners (U. of
Cal and Columbia)
• Can extend partnership to
universities in other geographies
Threats
• Competition from other big schools in
the area which offer the similar
programs
• Need time to build a reputation
• Lack enough student population in
local region.
• Online classes are now being offered
by many schools.
• Other schools in the area with better
reputation may hurt its chances to attract
top talent
• Joint program is designed for traveling
executives, but others may not need it
• Length of program may be too long for
part-time students.
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

Funding Solution Research

Industry Trends and

Competitor Research
Board of Advisors
Presentation
Development

Analysis of Research and

Recommendation Formation

Formatted Benchmark Data and

Strategic Business Plan Development

Final Presentation
Development

166
 Next Steps

• Continued project review meetings with

Steering Committee
• Finalize Research and Analysis
• Development of Lerner Center Strategic
Business Plan

167
Questions or Suggestions?

168
Presentation to Pharmaceutical Management Advisors

July 10, 2006

169
 Benchmarking and Research on
Pharmaceutical MBA Programs

Rutgers Business School MBA Interfunctional

Management Consulting Team
July 10, 2006

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

Pharmaceutical Marketing St. Joseph's

Pharmaceutical Technology Stevens Tech

Health care/sector Management Duke, Seton Hall, U Penn

Health Systems Management FDU

Health Management University Of California at Berkeley

Joint majors
– Microbial Biotechnology + MBA NC State
– Biotech-Pharmaceutical Management

Joint majors (Pharmaceutical + Healthcare) Seton Hall

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     

* Offers program at Corporate campus

175

School Strengths
Rutgers • Proximity to Pharma companies
• Program assisted by multiple
Pharma companies
• Off-campus program
• Widely recognized program
FDU • Proximity to Pharma companies
• Partnership with Pharma
companies and foreign universities
• Flexible program schedule
Seton Hall • Located in Central NJ, close to
many pharmaceutical companies
• Multiple concentrations,
Healthcare and Pharmaceutical
• Relatively short MBA program,
42 credits
• Collaboration between
Pharmaceutical and Healthcare
Admin organizations
Howe School of • Concentration in Pharmaceutical
Technology Technology management
Management – • Proximity with pharma hub in NJ
Stevens Tech., • Options for MS and MBA
New Jersey
Drexel • Multiple options – on-site,
corporate, executive, online
• Classes on week ends
• Proximity with pharma industry
SWOT Analysis
Weaknesses
• Limited electives
• Day-time classes for Pharma MBA
• Small school
• Programs not well-recognized
• Small school
• Focus on healthcare
• Relatively new program
• Focus on Pharma technology rather
than on Pharma management or
marketing
• Program pharma industry focused,
lacks research focus
176
Opportunities
• Higher demand from pharma
companies
• Economic recovery may increase
demand
• International program
• Partnership with other universities
(West Coast, etc.)
• Leverage competence in supply
chain management
• Economic recovery may increase
demand
• International program
• Higher demand from pharma
companies
• Economic recovery may increase
demand
• Higher demand from pharma
companies
• Higher demand from pharma
companies
• The short courses may attract
students who like to complete
courses on weekend and take more
courses
• Can extend its corporate program
for more corporations
Threats
• Competition from other schools in this
area
• Competition from remote schools that
offer on-line courses
• Prospective students may switch to
certificate programs
• Competition from other big name
schools in this area
• Prospective students may look for high
profile programs
• Relatively new program compared with
other schools in the area
• Only one location, may not be
convenient for all students
• Prospective students may look for high
profile programs
• More schools may offer the similar
program.
• Other area schools with recognized
pharmaceutical program
• Competition from other big schools in
the same area
• May not get high quality faculty for all
programs

School Strengths
Saint Joseph's • Short courses to allow student
University complete courses on weekends
• Opportunity to take more courses
on different subjects
• Less credits required to complete
the program
• On-line Executive MBA program
– Pharma Marketing
University of • Distance learning program
Colorado (online)
• Variety of electives
• Online courses allow students to
take them at their pace
North Carolina • Biotechnology + Pharmaceutical
State concentration
• Joint Masters of Microbial
Biotechnology and MBA
• Presence near research triangle
University of • Close proximity to local biotech
California at and healthcare companies
Berkeley • Proximity with local biotech and
pharma companies
• Association with research centers
• Joint program with Columbia
University
• Specialization in Health
Management
• MBA and MPH – Masters in
Public Health
• Extensive course offerings, 34
electives offered
SWOT Analysis
Weaknesses
• Small school
• Program not highly reputed
• No close ties with pharma
companies
• Insufficient communication among
students and faculties
• Focus on biotech research, legal and
regulatory environment issues, not
much offering for Pharma marketing
• Focus on public health and health
management, not much on pharma
side
• MBA + MPH – needs 81 credits
177
Opportunities
• Higher demand from pharma
companies
• Short courses may attract students
who like to complete courses on
weekend and take more courses
• May fit needs of people who can’t
attend class regularly
• Higher demand from pharma
companies
• Opportunity to attract executives
from research triangle
• No schools in the area offer as
strong Pharma//Healthcare MBA
programs
• Opportunity to leverage
reputation of both partners (U. of
Cal and Columbia)
• Can extend partnership to
universities in other geographies
Threats
• Competition from other big schools in
the area which offer the similar
programs
• Need time to build a reputation
• Lack enough student population in
local region.
• Online classes are now being offered
by many schools.
• Other schools in the area with better
reputation may hurt its chances to attract
top talent
• Joint program is designed for traveling
executives, but others may not need it
• Length of program may be too long for
part-time students.
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

– Traditional MBA – Full or Part-time program (56 credit program)

• USP Multi-discipline Strategic Management class, a three semesters course
• For MSM I & II – Students:
– create a fictitious pharmaceutical company (FPC), learn to operate this company
in the real world
– address management, personnel, financing and strategic issues
– present case study to a panel of professors
• For MSM III – Students:
– complete a research project assigned by a major pharmaceutical company
– present these findings to the organization, follow up on their recommended course
of action, and discuss the results of their recommended strategy

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

July 10, 2006

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

• Core Project Team

– Yining Qi, Project Manager, BD
– Karl Wagner, Global Quality Assurance, Novartis Consumer Health OTC
– Ajit Nimbvikar, IT Manager, Sudler and Hennesey
– Brian Tesseyman, Investment and Portfolio Analyst, Quadrant Capital
– Winnie Lee, Reinsurance Consultant, MetLife
– Tom Stoltzfus, Human Capital Management IT Manager, Honeywell International
– Charles Gelb, Analytical Chemist, Xenobiotic Labs
– Nick Lim, Senior Financial Analyst, Novartis Pharmaceuticals

• 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

• Assess current position of Lerner Center

• Benchmark other Academic Centers
• Develop Strategic Business Plan to grow
Lerner Center funding and awareness
• Benchmark other Pharmaceutical
Management Programs

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 $

$30,000.00 Fixed Cost

$25,000.00 Total Cost
$20,000.00
$15,000.00 Total Revenue
$10,000.00
$5,000.00
$-
1 4 7 10 13 16 19 22 25 28 31
Attendees

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

Funding Solution Research

Industry Trends and

Competitor Research
Board of Advisors
Presentation
Development

Analysis of Research and

Recommendation Formation

Formatted Benchmark Data and

Strategic Business Plan Development

Final Presentation
Development

212
Questions?

213
214